ABSTRACT
Managers must be able to identify and handle performance problems without always seeing training as both the problem and the solution. They must also understand that performance has to be managed and developed on the job: instances of inadequate performance cannot be left to a once-a-year review but must be dealt with as they occur. The development aspects of performance management are a challenge for most organisations. To manage and develop people and their performance successfully, organisations need both managers and leaders. The main focus of on-the-job coaching and learning is performance development. Where the aim is to develop an employee’s performance, the emphasis must be on ensuring that the person gains and retains the skills and knowledge needed for effective job performance, and is able and willing to apply them. Employees who are encouraged to understand how their proposed learning will contribute to achievement of their performance targets should be more enthusiastic about the learning process.
