I am working in a government organisation in New Zealand. 3 years ago we
said we were a learning organisation and I guess we have learned
somethink! However, at that stage we did not act with intent to ensure
that our systems supported the principles of a Learning Organisation.
Now, there is a much greater commitment to being a learning organisation
and we are looking at many aspects of organisational life.
Of course, one of the first areas of focus is the performance
management/rewards and recognition systems. I firmly believe that it is
the process that matters and that systems can either enhance or inhibit
the process.
I would be very interested to what thoughts you all have on this question.
What emphases in performance management increase a sense of shared vision?
How do we transmit effective ways of conversing about performance?
Our organisation is worried about poor performance. What steps have
people taken to manage this perennial question?
Looking forward to hearing your views. I am going to a workshop on Pay
and Performance and to link or not to link. The papers distributed with
the agenda were over thirty years old. Surely there is some good new
thinking out there!
--Sally Hadfield <hadfiels@mhs.dia.govt.nz>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>