The four chapters in part 2 examine the key concepts, techniques and processes associated with the management of employee performance. In chapter 1 we observed that, from a descriptive cybernetic perspective, work performance may be thought of as having three horizontal or process dimensions – that is, inputs (knowledge, skills, and abilities), task effort and other types of work behaviour, and outcomes or results – and three vertical or scalar dimensions – that is, individual, group and organisation-wide performance. By definition, the methods that accentuate behaviour and competency have an individual focus.

Chapters 5, 6 and 7 examine the main performance management methods or techniques associated with each of these dimensions. Chapter 5 considers those approaches to performance management that are results-focused. Chapter 6 will then consider the methods and techniques that are behaviourally focused, while chapter 7 will examine the concepts and techniques that emphasise performance inputs or capacities in the form of performance competencies.

Chapter 8, the final chapter in part 2, examines both the provision of performance feedback to individual employees and practices directed towards performance development, including coaching.

The case study that concludes part 2 – ‘Delivering fairness: Performance assessment at Mercury Couriers’ – provides an opportunity to apply your knowledge of performance management concepts and assessment methods to a particularly problematic case of performance mismanagement. Once you have framed your responses to the case in question, you may wish to compare these with the model responses provided in the book's appendix.