Performance Management (PM) is a systematic, data-oriented approach to managing people by providing positive recognition and reinforcement for individual and group performance.
Since 1982, Performance Management Magazine, published by Aubrey Daniels International, has highlighted the successes of companies that use PM, explained the latest academic research in the field of behavior management, and linked its readers to valid sources targeting the goal of performance improvement. This e-Zine is dedicated to examining, discussing and sharing the numerous and varied applications of PM technology with its readers.
 Performance Management Magazine cover

In the Spotlight

Engaging Employees with a Beginner’s Mind

Continuously identifying different ways to positively reinforce employee behavior is a fundamental pillar of a world-class organization. Cultivating a sense of humility from the leadership team and reinforcing their eagerness to learn and ask questions, opens up an entire category of reinforcement opportunities for the workforce and contributes to a culture of candid feedback and communication.

What’s Missing from your Safety Management System?

Despite the vast improvement in Safety Management Systems, they are often missing one very crucial component—effective behavior management to ensure that the tools and processes outlined in the SMS are being used as intended, and are having a positive impact.

Pinpointing, Objectivity and Achieving Alignment

People need to hear precisely about the behaviors they engage in that are bringing value and the ones that are not, as well as understand the impact these behaviors have on others and on the business. The onus is on everybody to provide the pinpointed feedback and “stick to the facts” or, more specifically, stick to the behaviors.

Is Human and Organizational Performance (HOP) a New Approach to Safety?

People are always looking for a quick fix that will solve all our complex safety problems. There are no quick fixes. What we do have is the science of behavior and it provides us with a framework to understand human performance.

Relationship Development and Positive Reinforcement: What’s the difference?

Leaders often confuse relationship-building statements with delivering positive reinforcement; thinking that all positive statements or actions are positive reinforcers. To bring out the best in others and increase discretionary effort, it is important for leaders to build skills in both relationship development and positive reinforcement.

Want Employee Engagement? Just Ask!

Do you know how your leadership behavior affects the performance of your team? Does your impact match your intent with your direct reports? Are your actions unknowingly causing employee disengagement?

Thriving in an Exponential Age

An Exponential Organization (ExO) is one whose impact (or output) is disproportionally large— at least 10x larger— compared to its peers because of the use of new organizational techniques that leverage accelerating technologies.

Leadership Behaviors: Part 2 — Work Sampling

The use of coercion by leaders is increasingly challenged, forcing a re-evaluation of some of those time-honored premises which are quickly becoming irrelevant. No credible study of leadership can ignore those being led.

What Managers Can Learn from Team Sports

If we can take a sport and make it something people don’t want to do, can we take work and make it something people want to do with the same energy and enthusiasm they typically put into sports? The answer is an unqualified YES!

Leadership Behaviors: Part 1 — Focused Listening

Being smarter than everyone else doesn’t matter much if you’re the only one who understands and cares. You must manage your own behavior if you intend to lead others. And it starts with active listening.