The limitations of performance reviews has been known for some time now, and a new handbook released by HBR recommends shifting the focus from formal reviews to workplace culture, according to this article. The new report, based on twenty years of research focuses on providing continuous performance negotiation, employee development, and ongoing informal feedback. The full article is available from HBR here

Renegotiating the Sameness–Difference Dialectic

1. Ann Langley1, Karen Golden-Biddle2, Trish Reay3, Jean-Louis Denis4, Yann Hébert5, Lise Lamothe6
2. Julie Gervais7

Organisational culture is one thing, but what happens during a merger is another. In a new qualitative study in The Journal of Applied Behavioural Science, case studies from the healthcare industry found that groups of workers approach a merger differently, ranging from proactive positions as ‘mavericks’ and ‘fighters’ to passive positions of ‘adapters’ and ‘victims’.

Management must negotiate identity in organisational mergers to ensure that negative aspects of such positioning does not undermine the merging of multiple workplace cultures into a new merged organisational culture...
View the full publication here