Managing Performance in Organisations

Carefully read the first document (assessment document), which is a requirement. Then there is a Criteria document and PPT that may be used. I put them in the file box

As evident in the literature, and as discussed in this course, there are many significant challenges faced by organisations to achieve effective human performance management. Choose two or three of such challenges that you feel are important and relevant to today’s organisations. Discuss these challenges and what managers and human resource (HR) practitioners need to do in order to deal with them. Include relevant underlying theories to support your arguments.

Submission Process: Task 2 Individual Essay must be submitted online through the BUSM1228 course information link in Canvas. When you submit the written report it will be automatically processed through Turnitin as part of the on-line submission process. All marking staff will comment on what you have done well in this essay and what you need to improve based on the following assessment criteria: • Key issues relating to the essay question/prompt have been developed • Original and clear argument; • Logical and convincing discussion • Ideas and assertions substantiated through use of high quality reference material and key academic perspectives/views used to develop arguments • Number and quality of references, appropriate RMIT business referencing format • Clear and comprehensive written style (essay structure, spelling, grammar, syntax etc.)

Assessment Task Two Individual Essay – 45 marks




BUSM1228 Assessment 2 unpacked




Word Limit: 2000 words (10% less or more allowed)



References: Minimum 10 academic references Due date: By 11:59pm






All marking staff will comment on what you have done well in this
essay and what you need to improve based on the following assessment
criteria:



• Key issues relating to the essay question/prompt have been
developed

• Original and clear argument;
• Logical and convincing discussion
• Ideas and assertions substantiated through use of high quality

reference material and key academic perspectives/views used to
develop arguments

• Number and quality of references, appropriate RMIT business
referencing format

• Clear and comprehensive written style (essay structure, spelling,
grammar, syntax etc.)






Assessment 2 guide tips:



• Please remember to use the rmit learning lab
• Ensure that you write in an objective tone in your work (academic

writing within your work)
• Please make sure you have 1.5 line spacing and please use times new

roman if you can

• Please remember to have maximum 2 or 3 direct quotes in your work
and try and paraphrase as much as you can.

• Please make sure you have about 15-18 references to surpass the
minimum of 10








Links you can use for your assessment:
RMIT learning lab: https://emedia.rmit.edu.au/learninglab/welcome
RMIT easy cite: https://www.rmit.edu.au/library








Journals to look at:
Asia Pacific Journal of Human Resources
International Journal of Human Resources Management
Journal of Management
International Journal of Business Performance Management
Personnel Review
International Journal of Productivity and Performance Management












Introduction: 



• 150 words here within your work.  Please feel free to summarise
what you intend to talk about in your essay here.  This section of
your work is about summarising key concepts and nothing more.




https://emedia.rmit.edu.au/learninglab/welcome

https://www.rmit.edu.au/library






 Paragraph one: 
• Name one challenge that you think human performance management

does face.  
• Justify why you think this is a challenge 
• What HR managers need to do to overcome this challenge.  
• In your paragraph refer to about 1 or 2 theories from this course










Paragraph two:



• Name one challenge that you think human performance management
does face.

• Justify why you think this is a challenge
• What HR managers need to do to overcome this challenge.
• In your paragraph refer back to about 1 or 2 theories from this course








Paragraph three (optional)





• Name one challenge that you think human performance management
does face.
• Justify why you think this is a challenge
• What HR managers need to do to overcome this challenge.
• In your paragraph refer back to about 1 or 2 theories from this course






Paragraph four: (optional)



• Find a company that has got a good performance management
system (ie accenture) and outline how they do things so well and
how they have overcome challenges mentioned above.




Conclusion:



150 words here in your conclusion summarising the main components of
your work. Here please summarise the main elements of your work. You
can start off by outlining “this essay will attempt to conclude” and then
summarise what you have examined in the assignment.






Reference list:
Please make sure you have your reference list here and ensure it adheres to
RMIT Harvard style referencing. Please make sure you have your
references in alphabetical order and please ensure that all the references
appearing in your essay, also appear in your reference list and vice versa. 


Managing Performance in Organisations

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Lecture2: Planning for performance

Managing Performance in Organisations

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1

Recap – Lecture 1

The course structure & assessment

Why am I doing this course?

Managing performance: What’s the deal and why should I be aware of it?

What is performance management and how is it different to a performance appraisal?

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Assessment overview

Group Presentation (20 mins) 15%
Due date: In the tutorials from Weeks 4-11
Individual Essay (2000 words) 45%
Due Date: Sunday, Week 7 at 11:59pm
Exam (2 hours) 40%
During the exam period

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3

Group Presentation (20 mins, during weeks 4-11)

In the tutorials, you’ll get to pick a week to present (ideally one group per week)
20 minutes for the presentation, plus 5 minutes of Q&A
Each group consists of 3-4 students
Do not summarise the lecture slides, but use them as a foundation from which to build your presentation
Be creative and interactive!
Each group will be evaluated by the tutor and their peers/classmates
This provides a little taste of evaluating performance
Please give the tutor a hardcopy version of your presentation
Use a real life case study or practical examples to reflect and apply the knowledge you get from the course

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4

Individual Essay (2000 words – 45%)

TOPIC:
As evident in the literature and discussed throughout the course, there are many challenges faced by organisations to achieve effective human performance management.
Choose two or three challenges that you feel are the most important today, and discuss what HR managers need to do in order to deal with them. Be sure to include relevant theories to help support your arguments.

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5

Research essay (2000 words – 45%)

Minimum of 10 academic references – if you don’t have 10, you can’t pass the assignment
Do NOT use Wikipedia, blogs, or university websites for your references
High quality academic journals to be used
Textbooks are okay
Due Date is Sunday, Week 7, 11:59pm
Submission only through Canvas

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Assessment criteria
Key issues relating to the question have been developed
Original and clear argument
Logical and convincing discussion
Ideas and assertions substantiated through use of high quality reference material and key academic perspectives/views used to develop arguments
Appropriate Harvard style referencing (in text and list of references)

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7

Final Exam (2 hours)
The final exam will require you to put yourself in a HR Manager’s shoes and reflect on and discuss how you deal with performance management issues
Questions will be drawn from selected topics and lectures in the course
Sample Questions will be provided in Weeks 11 and 12

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What is diversity in the workplace and why is it important? What can organisations do to cultivate diversity to improve employee performance? (10 marks)

Example Exam Question

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Why am I doing this course?
You had an elective, and thought why not give this course a crack?
You heard about the awesome teaching team from someone who did the course last semester/year
You want to pick up some theoretical knowledge, frameworks for performance, and processes from the lectures, but are far more interested in its real world applications and the horror stories/success stories from the teaching team’s corporate experience in the tutorials
You are hiding from someone, and thought this lecture theatre would be vacant at 10:30am on Tuesdays

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Managing Performance: What’s the deal, and why should I be aware of it?
Everyone is judged on their performance, whether it’s in a formal or informal process
You need to be acutely aware of performance management processes if you’re going to succeed in the corporate world
Once you’re out there in the corporate world, you’ll find two distinct kinds of managers: good ones and bad ones
The good ones know what they’re doing, so we won’t worry about them. It’s the bad ones we worry about

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11

Managing Performance: What’s the deal, and why should I be aware of it?
Bad managers who manage performance tend to fail horribly (or hilariously, depending on your point of view) because they do not have the right skills to manage the performance of people
They also don’t understand what performance management is, or how it helps employees and organisations achieve goals
As students and future practitioners, you need to develop both the technical skills and the soft skills in order to manage human performance
This course covers both, technical and soft skills so you’ll be better placed to succeed

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12

What is performance management and how is it different to an appraisal?
PM is the process of setting and monitoring measures and objectives for employees, managers, and executives
It is a closed loop process meaning that objectives are constantly reviewed and performance diaries are maintained by the employee and their manager, which details ongoing successes and challenges
PM is slightly different to appraisals, which is the process that identifies, evaluates and develops employee performance to meet employee and organisational goals

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13

Learning overview
Explain the KPI framework and outline how they are used
Understand how KPIs are used to monitor performance
Describe an operational plan, and the steps involved in writing one
Explain the relationship between operational plans and performance management

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KPI Framework
Organisations are judged by the results they achieve.
This is true for public and private organisations.
Critical success factors (CSFs),
performance indicators (PI) and
key performance indicators (KPIs)
are essential roles for organisational success and
to assist failing organisations achieve a turnaround.

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KPI Framework (2)
Critical Success Factors (CSFs) identify those aspects of the organisation that are critical for its success.
Key Performance Indicators (KPIs) are those indicators of performance that are seen as being of great importance to the success of the business of the organisation.
Performance Indicators (PIs) are measures of different parts of the organisation’s performance and relate to results the organisation wants to achieve.

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KPI Framework (3)

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Critical Success Factors (CSF)
Critical success factors (CSFs):
identify aspects of organisation that are critical for success.
are few in number.
assist the organisation to achieve its plan for the cycle.

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Critical Success Factors (2)
Senior management develop CSFs in consultation with customers, employees, suppliers and other stakeholders.
KPIs assist in addressing the CSFs by identifying clear measures of operational performance.

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Composition of KPIs
KPIs:
relate to ends rather than means
are related to results, outputs, consequences, payoffs and performance
drive values and behaviours through an organisation
Actions are found in operational plans, not KPIs
Example: A company might want to increase market share, so the KPIs are likely to measure sales growth

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Why bother with KPIs?
Process improvement
Benchmarking
Strategic and business planning
Enterprise bargaining
All new systems and technology advances require KPIs to be (re)negotiated
Increase productivity
Support the introduction and implementation of self-managed teams

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Key Takeaways: KPIs
Fundamental to performance management systems
Provide focus for measurement
Form the basis of individual performance objectives
Underpin the efficient operation of the organisation
Used in conjunction with critical success factors

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Operational Plans: What are they?
Operational plans achieve strategies.
More than one operational plan can run concurrently.
Operational/business plan are interchangeable terms.
Operational planning is routinised, operationally specific, small-scale change and is resource driven.
Operational plans are drawn up by middle and supervisory management.

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Operational Plans: Are they useful?
Yes, yes they are.
Show how the organisation will achieve its goals
Are action plans
Detail how a strategic plan will be achieved
Written at different levels
Convert strategy into specific, detailed plans for implementation
Inform management of progress towards strategic objectives
Provide monitoring benchmarks.

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Operational Plans: What are they made of?
Not made of stainless steel, but do include:
marketing
communication
(internal and external)
human resources
purchasing
finance

sales
how services will be delivered
how policy will be implemented
production
potential problems
technology upgrades
systems

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Operational Plans: Why you should take note
Forces specific thinking on issues, opportunities, challenges and operational matters.
Increases flexibility and preparation for change.
Enables efficient use of resources.
Increases quality.
Speeds up decision making.
Identifies cost savings.
Provides specific direction for staff.

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Operational Plans: How to write one
Executive summary.
Key assumptions.
Recommendations or strategies.
Strategic objectives relating to the work group.
Overview of what to be achieved in next planning cycle.
Operational objectives with performance standards.
Review of current operations

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Operational Plans: Private Sector

Private Sector Public Sector
Marketing and sales Communication strategies
Purchasing Human resources
Production Organisational structure
Human resources Financial information
Organisational structure Purchasing
Systems How services will be delivered
Technology upgrades How policy will be implemented
Financial information Technology upgrades
Reporting structures Systems
Reporting structures

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Operational Plans: How do I contribute?
For staff to contribute to an operational plan, they must be set performance objectives.
Strategic plans implemented through operational plans.
Operational plans implemented through individual performance objectives or standards.
Integral in managing performance.
Managers must monitor progress towards goals.
Individual standards ensure employees working towards the operational and strategic goals.
Managing individual performance of staff influences achievement of operational objectives.

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Review Questions
What are CSFs and KPIs?
Describe the KPI framework
How does an operational plan aid performance management?
What does it really sound like when doves cry?
How much wood would a woodchuck chuck if a woodchuck could chuck wood?

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Lecture3: Performance standards and motivation

Managing Performance in Organisations

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1

Recap – Lecture 2

The KPI framework

How KPIs are used to monitor performance

Operational plans: What’s the dealio with them?

Explain the relationship between operational plans and performance management

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Learning overview
Define and explain ‘motivation’
Understand the differences between Intrinsic and Extrinsic motivation
Describe the different content (needs) and cognitive (process) theories in motivation
Explain the term ‘performance standard’.
Describe the relationship between performance standards and strategy
Write clear and concise performance standards.

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Motivation – A definition
Motivation is the process by which a person’s efforts are energised, directed and sustained towards attaining a goal.
Three key elements in this definition: energy, direction, persistence.
Energy: Intensity and drive.
Direction: Effort that is directed towards and is consistent with organisation goals.
Persistence: Employees putting in effort at all times to achieve goals

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The Nature of Motivation
Two types: Intrinsic and Extrinsic
Intrinsic:
Behaviour performed for its own sake
Motivation stems from performing behaviour itself
Extrinsic:
Behaviour performed to avoid punishment or acquire material or social rewards
Motivation is the consequences of the behaviour itself

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Early motivation theories
Maslow’s Hierarchy of Needs
McClelland’s Three-needs Theory
McGregor’s Theory X and Theory Y
Hertzberg’s Two-factor Theory

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Maslow’s Hierarchy of Needs

Work your way up the pyramid
Managers do things to satisfy employees’ needs
Once a need is satisfied, an individual isn’t motivated to satisfy (or continue) satisfying that particular need
Focus on satisfying needs at or above the level a person is on

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McClelland’s Three-needs Theory
Three acquired – not innate – needs for achievement
Needs for power: Making others behave in a way they wouldn’t otherwise
Needs for affiliation: Desire for interpersonal relationships
Needs for achievement: The drive to succeed and excel in relation to a set of standards

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McGregor’s Theory X and Theory Y
Theory X: Negative view of people
People have little ambition
Dislike work
Avoid responsibility
Need for close control for work to be done
Theory Y: Positive view of people
People enjoy work
Seek out and accept responsibility
Exercise self-direction

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Hertzberg’s Two-factor Theory
People’s working conditions influence motivation
Extrinsic factors influencing motivation called “hygiene factors”
Intrinsic factors influencing motivation called “motivators”
While managers can control hygiene factors, it is argued that managers need to tap into motivators

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Contemporary motivation theories
Vroom’s Expectancy Theory
Equity Theory

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Vroom’s Expectancy Theory
Motivation depends on individuals’ expectations about their ability to perform tasks and receive desired rewards
Check out this video: https://www.youtube.com/watch?v=Wm5ypcltyvI

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Adam’s Equity Theory
People compare themselves to others
Employees compare what they get from a job (outcomes) in relation to what they put into it (inputs), and then compare that ratio to others
Typical responses to “unfair” outcomes: quitting jobs, putting in less effort, distort our own effort or other’s effort (e.g. he had to work 90 hrs instead to get X, whereas I didn’t)

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Performance Standards: What are they?

Simply put, it’s a measure of performance in the form of a statement of how well the performance is done
Focused on quality, quantity, and/or timeliness.

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Examples
Fries are only kept for 7 minutes before disposal!

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Examples of Managerial Performance Standards

People Performance
Financial Performance
Employee turnover reduced by 30%
Employee engagement survey results improve by 10%
Absenteeism rates reduced by 10%
Number of new clients increase by 20%
Sales increased by 20%
Profit margin more than 30%

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The link between strategy and performance standards

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Performance standards provide clarity and reduce misunderstandings

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What do you see here?

Poor communication leads to mistakes being made
Assuming something is one way when it isn’t also leads to performance problems

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Setting Performance Standards

PS = R+M:
Performance Standard [PS] equals
Result [R] plus a Measure [M] of the result

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Tests for Performance Standards
The truth test – Is the measure definitely measuring what it’s meant to measure?
The focus test – Is the measure only measuring what it’s meant to measure?
The consistency test – Is the measure consistent whenever or whoever measures?
The access test – Can the data be readily communicated and easily understood?
The clarity test – Is any ambiguity possible in interpretation of the results?
The so what test – Can, and will, the data be acted upon?
The timeliness test – Can the data be analysed soon enough so that action can be taken?
The cost test –  Is it worth the cost of collecting and analysing the data?
The gaming test – Does the measure encourage any undesirable behaviours?

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Review Questions
What are some of the early theories of motivation?
What are more contemporary theories of motivation?
How does motivation interact with performance standards?
If you can see something, can management measure it?
If a woodchuck could chuck and would chuck wood, how much wood would a woodchuck chuck if a woodchuck could chuck wood?

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Lecture4: Monitoring and analysing performance

Managing Performance in Organisations

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1

Recap – Lecture 3

The KPI framework

How KPIs are used to monitor performance

Operational plans: What’s the dealio with them?

Explain the relationship between operational plans and performance management

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Learning overview
Identify what to monitor in the workplace.
Explain the benefits of monitoring for staff and managers.
Identify potential problems in analysing performance
Use a framework to analyse performance
Explain issues with each step of the analysis framework

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Monitoring Performance
Performance management includes monitoring.
KPIs guide what should be monitored.
Monitoring is an information gathering process.
Monitoring allows decisions to be made and action taken.
Gathering useful information is key to the performance management system.

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Why monitor?
Allows quick response to new situations or changes in performance.
Monitoring enables you to:
keep people on track
form a foundation on which to base feedback
negotiate changes
collect information
maintain the performance management system

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Monitoring

Monitoring enables analysis of performance

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What to monitor
Two main types of monitoring
End of performance
During performance
What to monitor will depend on
Your KPIs
Specific performance standards

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Evidence and feedback
Evidence needs to be:
collected over whole period
relate to agreed standards or objectives
collected on excellent, satisfactory, and unsatisfactory performance
explicit and accurate
 Quality of evidence effects quality of
feedback
 Effective monitoring ensures evidence is
representative

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Evidence: When should I collect it?
Evidence collected according to monitoring system.
Evidence collected at milestones for action of standards.
Evidence covers good and poor performance.
Manager and staff collect evidence whenever it is useful.

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I always feel like somebody’s watching me…
Staff encouraged to self monitor.
Self monitoring increases:
commitment to process
increased job satisfaction
skills development
awareness of problems
early intervention
ability to ask for assistance.

Two way communication is important.
Managers should regularly discuss monitoring with staff.

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Whatchu talkin’ bout Willis?

At monitoring don’t make judgments about evidence.
Being non-judgmental:
Ensures proper analysis of evidence
Reduces biases, personal beliefs and prejudices
Reduces risk of litigation
Reduces risk of damaging relationships.

Intervention without analysis may decrease staff:
Productivity
Motivation
Organisational commitment.

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Analyse This!

Analysing performance needs to be done daily and longer term.
The framework ensures managers:
Consider possible causes of unsatisfactory performance
Reward exceptional performance.
Managers need to review actual performance of individuals.

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Analyse That!

The process of comparing actual performance with agreed performance standards and looking at why gaps have occurred between the two.
Analysis uses evidence collected over the performance management cycle.
Managers need to answer the following question:
Why is performance at the level it is?

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Problems with analysis
Human error
Halo effect
Horn effect
Categorical statements
Simplification
Stereotypes
Inflexibility
Leniency
Central tendency
Discrimination

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A Framework

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Review
Performance standards
To know what is expected
Use standards whilst analysing performance
Identify conditions such as time, equipment, information
Managers review what they promised they would do
Evidence collected
Review evidence
Is evidence valid
Use examples
Is evidence sufficient

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Nothing compares to you
Agreed performance vs. actual performance
Compare evidence
Sort evidence
If there is not sufficient evidence collect more

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Determine
The performance problem
The nature of the problems
What exactly is the performance problem
The importance of the problem
The impact of the problem
Important enough to solve?
Possibly set a new performance standard

Context of performance need to be considered
to ensure a fair outcome.

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Skills
Are the right skills possessed?
Have the skills been used before?
Are the skills used regularly?
Refresher training may be required
Job aids
Individual practice
Demonstrations, coaching and observation
Redesign of job to incorporate skills

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Performance
Does performance result in ‘punishment’ ?
Does poor performance get rewarded?
Is performance meaningful?
Are there barriers to performance?

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The (almost) final word
Poor analysis is associated with the use of bias.
The analysis framework helps to:
promotes objectivity
helps develop interpersonal skills
forces people to look widely for causes of performance
minimises human error.
Need to identify causes so action can be taken.
Managers must be prepared to invest time and effort.

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Review Questions
What are the potential problems in performance management that monitoring helps to overcome?
What are the benefits of monitoring for managers?
How might contextual issues in the workplace shape performance?
Isn’t it creepy that Facebook has targeted ads towards us?
Have you ever noticed the “easy to open” packages are anything BUT easy to open?

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Lecture5: Legal frameworks governing performance management

Managing Performance in Organisations

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To create Em dash above headline:

Same size and weight as the headline and set using a soft return.

PC: Em dash (—): Alt+Ctrl+ – (minus)

Mac: Em dash (—): Shift+Alt/Option+hyphen

1

Recap – Lecture 4

Identify what to monitor in the workplace.

Explain the benefits of monitoring for staff and managers.

Identify potential problems in analysing performance

Use a framework to analyse performance

Explain issues with each step of the analysis framework

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Learning overview
Identify the legal framework(s) that govern performance management

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Legal Frameworks
Australia has many different legal frameworks that govern performance management
Examples include:
Awards and regulations
Industrial relations regulations
(e.g. Fair Work Act 2009 Cth)
State and Federal laws
Equal Employment Opportunity legislation
Anti-discrimination Act
Workplace Health & Safety
Workplace agreements

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Legal Frameworks (2)
Examples also include:
Workers’ Compensation
Specific employment contracts
Determination of tribunals, commissions and industrial courts

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Workplace Agreements
If you’re working in a large organisation, chances are they have a union-negotiated workplace agreement
These agreements will outline specifically how performance in the organisation is handled
HR team is responsible for overall management of performance of the organisation
Line managers/supervisors are responsible for managing performance of individuals/teams

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A Typical Policy (based on a workplace agreement)
Provides a general statement
Includes definitions – who is relevant, and what their role is
Principles – these include things like cognitive bias, diversity, gender equality, and non-discriminatory approaches
Responsibilities and/or authorities

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Example 1: Preamble
(Company name) is committed to ensuring optimum performance of all staff and has policies and guidelines in place that support and reward high performing staff.
Where there is unsatisfactory performance, this shall be managed in accordance with (Company name’s) Performance Guidelines and the procedures in the applicable industrial agreement, as amended or replaced.
Disputes arising from the application of this policy may be appealed through the Appeals Policy or through the dispute mechanisms contained in the applicable industrial agreement, as amended or replaced.

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Example 1: The steps
Stage 1
The employee must be provided with sufficient notice of the performance meeting to allow the manager and employee sufficient time to prepare for the discussion.
The manager is to ensure the employee understands what is covered in the meeting.
The manager and employee are to agree on the nature of the preparation of the meeting, including the documents that will be referred to during the course of the meeting.

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Example 1 (cont.)
Stage 2
The employee and their manager must discuss the following:
Goals
Actions
Developmental needs
Outcomes and measures of success

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Example 1 (cont.)
Stage 3
The employee and their manager must provide feedback to one another including:
Professional development
In a timely manner
Evidence based

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Example 1 (cont.)
Stage 4
The manager must evaluate the employee against the following criteria:
Performance against agreed upon targets
Agree to a new set of targets for the coming year

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Example 1 (cont.)
Grievance/Dispute Procedures
This is typically where the legal frameworks come into play
Where I have highlighted text in red is where it matches with the Fair Work Act (2009) and/or relevant State/Territory legislation, or the workplace agreement.

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Example 1 (cont)
Grievance/Dispute Procedures
If at any stage either the employee or manager do not agree on the content or outcome of the performance management process, the parties can seek an independent review.
The review will involve the HR Manager and the relevant senior manager of the employee’s area.
The panel will seek written submissions and conduct interviews with both parties documenting the reason for the dispute and seek supporting further evidence for review

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Anti-discrimination Acts
In Australia it is unlawful to discriminate on the basis of age, disability, race, sex, interest status, gender identity, and sexual orientation
The federal anti-discrimination laws are contained in the following legislation:
Age Discrimination Act 2004
Disability Discrimination Act 1992
Racial Discrimination Act 1975
Sex Discrimination Act 1984

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Anti-discrimination Acts & PM
Age discrimination – direct and indirect forms
Direct form – a person treats another less favourably than – in situations that are the same or not materially different – worse due to their age
Indirect form – a person proposes to impose or imposes a condition that disadvantages people of different ages
Disability discrimination – direct and indirect forms
Direct form – a person discriminates against another person on the ground of a disability, if because of a disability, that person is treated less favourably than an able-bodied person
Indirect form – a person requires a person with a disability to comply with a condition that the disabled person cannot reasonably do

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horn effect
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Racial Discrimination & PM
It is unlawful for a person to do any act involving a distinction, exclusion, restriction, or preference based on race, colour, descent, or national or ethnic origin which has the purpose or effect of nullifying or impairing the recognition, enjoyment or exercise, on an equal footing, of any human right or fundamental freedom in the political, economic, social, cultural, or any other field of public life.

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Horn effect
17

Sex Discrimination Act & PM
A person discriminates against another person on the ground of a disability, if because of a their biological sex, that person is treated less favourably than an a member of a different sex.

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Horn effect
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Review Questions
What legislation is in place to provide frameworks for performance management?
Why is this legislation important?
How might managers be influenced by the legislative framework?
Was Larry Bird the baddest dude on the planet in the NBA in the 80s?
Will Philadelphia trade Ben Simmons?

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