But the principle does not preclude being less flexible or more structured about positive behavior when the nature of the work requires it. Obviously, there will be times when precise behavior, as in precision work, for instance, is critical and needs to be expected and to happen.
3. Flexible Monitoring
Monitoring performance keeps it on track and allows adjustments to be made when problems arise. Three variables are tracked: the situation, behavior, and progress toward achieving the prescribed results.
Looking out for situational changes that could affect performance requires diligence. Bad changes overlooked or ignored can torpedo performance. Good ones missed are a lost opportunity. An issue arises when monitoring the competition. Just how far should the model corporation go? My answer is that it can go as far as possible as long as in doing so it does not fall below the bottom line of ethics.
Monitoring is flexible, with more of it when problems are anticipated or happening. The monitoring of behavior is between too much and too little. Every person is responsible and irresponsible for countless behavior in their lifetime. Around 30,000 behavioral acts I have guesstimated occur each day on the job. Even heavy-handed watching of a fraction of action-inaction would amount to no productive work from the watchers. Monitoring behavior, therefore, is guided by the simple notion of guarded trust; that is, the guard is raised when the wrong behavior is anticipated or happening.
Monitoring results, in contrast, requires every bit as much diligence as the monitoring of situations and involves keeping tabs on progress toward meeting objectives. Thus, progress indicators and reviews are used along the way to ensure that performance is on target.
4. Valid Appraisals
A valid appraisal of performance basically gives an unvarnished, truthful answer to two questions: Were the expected results gotten? Were they gotten in a positive manner? I have spent much of my career on the subject of performance appraisal and eventually its place in the broader context of performance management. Believe me I have seen more nonsense than sense written about the entire subject by both practitioners and academics who should know better.[1]
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