ABSTRACT
This chapter explores some elements of motivation, because managers need to know how to create the right environment for each person to give of their best. Different organisations have different names to describe the process of regularly meeting staff to discuss prior performance and prepare: appraisal, personal development review, individual performance review, supervision, annual review. As with appraisal, personal development planning is becoming increasingly proceduralised. A more productive way of thinking about the managerial relationship is to consider the phrase situational leadership. There are several principles that should guide both an organisation’s corporate approach to managing performance and the day-to-day behaviour of individual managers towards their staff. For many new managers, tackling dips in performance is the least enjoyable part of their role, particularly because it may involve awkward discussions with their friends and workmates.
