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Performance Management: Putting Research into Action by James W. Smither

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The Valuation of Work Behavior: An Overview

The act of “valuing” performance is complex, interactive, and, to the extent the organization allows, it is negotiated (or created) by an exchange between the observer and the object being observed. In the work context, the observer (supervising manager) and the observed (the employee) interact to arrive at the “valuation” of job behavior. I suggest that performance negotiation is the on-going process by which a supervisor and employee arrive at an agreement about the value of an employee’s contribution to business. The end result is the delivery of a performance review that yields value to both the recipient and the employing organization.
Employee value is created, not found. Value is sculpted ...

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