Performance management aims to acknowledge employee achievements，support their personal and professional development，and motivate and empower them to perform their work effectively.Performance management helps employees to develop their understanding，knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction.It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will，if implemented well，enable high performance which will define enterprise and personal success.Using performance management processes，an enterprise can be better placed to meet competitive challenges.This is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the education，training and feedback required by employees
●holding each person accountable for their results
The key to the performance management process is ‘performance appraisal’.Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards.It is a systematic process of feedback on an employee’s work performance，and agreement to future training plans，job goals and job aspirations.
To be effective，a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.Units of competency provide a very effective tool for setting benchmarks or criteria for work performance.The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.

Every enterprise can expect high performance from each employee.（）

Performance management aims to acknowledge employee achievements，support their personal and professional development，and motivate and empower them to perform their work effectively.Performance management helps employees to develop their understanding，knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction.It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will，if implemented well，enable high performance which will define enterprise and personal success.Using performance management processes，an enterprise can be better placed to meet competitive challenges.This is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the education，training and feedback required by employees
●holding each person accountable for their results
The key to the performance management process is ‘performance appraisal’.Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards.It is a systematic process of feedback on an employee’s work performance，and agreement to future training plans，job goals and job aspirations.
To be effective，a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.Units of competency provide a very effective tool for setting benchmarks or criteria for work performance.The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.

An enterprise can be better placed to meet competitive challenges by providing the education，training and feedback required by employees，for example.（）

Performance management aims to acknowledge employee achievements，support their personal and professional development，and motivate and empower them to perform their work effectively.Performance management helps employees to develop their understanding，knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction.It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will，if implemented well，enable high performance which will define enterprise and personal success.Using performance management processes，an enterprise can be better placed to meet competitive challenges.This is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the education，training and feedback required by employees
●holding each person accountable for their results
The key to the performance management process is ‘performance appraisal’.Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards.It is a systematic process of feedback on an employee’s work performance，and agreement to future training plans，job goals and job aspirations.
To be effective，a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.Units of competency provide a very effective tool for setting benchmarks or criteria for work performance.The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.

The aim of performance management is to punish the unqualified employees.（）

Performance management aims to acknowledge employee achievements，support their personal and professional development，and motivate and empower them to perform their work effectively.Performance management helps employees to develop their understanding，knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction.It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee.The elements of a competency-based performance management system will，if implemented well，enable high performance which will define enterprise and personal success.Using performance management processes，an enterprise can be better placed to meet competitive challenges.This is done by：
●identifying the critical positions
●determining the most important competencies for those positions
●providing the education，training and feedback required by employees
●holding each person accountable for their results
The key to the performance management process is ‘performance appraisal’.Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards.It is a systematic process of feedback on an employee’s work performance，and agreement to future training plans，job goals and job aspirations.
To be effective，a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals.Units of competency provide a very effective tool for setting benchmarks or criteria for work performance.The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.

Performance management is a very important part of any quality human resource system.（）

It’s important for a CEO to be passionate and enthusiastic，but there’s a line of professionalism that must always be maintained.
According to a report from the technology website Venture Beat，PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn’t have the passion to use the products they work for.
According to the website，part of the leaked letter reads：
“It’s been brought to my attention that when testing paying with mobile at Cafe 17last week，some of you refused to install the PayPal app，and others didn’t even remember their PayPal passwords.That’s unacceptable to me，and the rest of my team，everyone at PayPal should use our products where available.That’s the only way we can make them better，and better.”
“In closing，if you are one of the folks who refused to install the PayPal app or if you can’t remember your PayPal password，do yourself a favor，go and find something that will connect with your heart and mind elsewhere.”
While not obvious at first，the letter reveals a problem of morale and culture at PayPal.As an executive，you certainly want your employees to use and promote your products.However，when faced with a situation where staff isn’t embracing what they make，you need to investigate the root of the problem --not threaten.
When faced with internal problems，good executives start by asking “why”.They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it.Sending out a one-sided note about the problem is not leading，it’s retreating.
Leadership starts by listening.Good executives need to get out among the staff and ask questions and listen without judgment or reaction.The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection.At the end of the day，if his employees have to be forced to use the app，how can he expect consumers to want to willingly pay to use it？Marcus should have focused on three questions：
•Why are you not using the app？
•What is it that we can do to ensure you use our app？
•What do you need from me？

Good executives need to give feedback immediately when they are listening to the staff.（）

It’s important for a CEO to be passionate and enthusiastic，but there’s a line of professionalism that must always be maintained.
According to a report from the technology website Venture Beat，PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn’t have the passion to use the products they work for.
According to the website，part of the leaked letter reads：
“It’s been brought to my attention that when testing paying with mobile at Cafe 17last week，some of you refused to install the PayPal app，and others didn’t even remember their PayPal passwords.That’s unacceptable to me，and the rest of my team，everyone at PayPal should use our products where available.That’s the only way we can make them better，and better.”
“In closing，if you are one of the folks who refused to install the PayPal app or if you can’t remember your PayPal password，do yourself a favor，go and find something that will connect with your heart and mind elsewhere.”
While not obvious at first，the letter reveals a problem of morale and culture at PayPal.As an executive，you certainly want your employees to use and promote your products.However，when faced with a situation where staff isn’t embracing what they make，you need to investigate the root of the problem --not threaten.
When faced with internal problems，good executives start by asking “why”.They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it.Sending out a one-sided note about the problem is not leading，it’s retreating.
Leadership starts by listening.Good executives need to get out among the staff and ask questions and listen without judgment or reaction.The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection.At the end of the day，if his employees have to be forced to use the app，how can he expect consumers to want to willingly pay to use it？Marcus should have focused on three questions：
•Why are you not using the app？
•What is it that we can do to ensure you use our app？
•What do you need from me？

When faced with internal problems, good executives find the root of a problem in their executive team first.（）

It’s important for a CEO to be passionate and enthusiastic，but there’s a line of professionalism that must always be maintained.
According to a report from the technology website Venture Beat，PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn’t have the passion to use the products they work for.
According to the website，part of the leaked letter reads：
“It’s been brought to my attention that when testing paying with mobile at Cafe 17last week，some of you refused to install the PayPal app，and others didn’t even remember their PayPal passwords.That’s unacceptable to me，and the rest of my team，everyone at PayPal should use our products where available.That’s the only way we can make them better，and better.”
“In closing，if you are one of the folks who refused to install the PayPal app or if you can’t remember your PayPal password，do yourself a favor，go and find something that will connect with your heart and mind elsewhere.”
While not obvious at first，the letter reveals a problem of morale and culture at PayPal.As an executive，you certainly want your employees to use and promote your products.However，when faced with a situation where staff isn’t embracing what they make，you need to investigate the root of the problem --not threaten.
When faced with internal problems，good executives start by asking “why”.They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it.Sending out a one-sided note about the problem is not leading，it’s retreating.
Leadership starts by listening.Good executives need to get out among the staff and ask questions and listen without judgment or reaction.The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection.At the end of the day，if his employees have to be forced to use the app，how can he expect consumers to want to willingly pay to use it？Marcus should have focused on three questions：
•Why are you not using the app？
•What is it that we can do to ensure you use our app？
•What do you need from me？

“A one-sided note” refers to the root of PayPal's problem.（）

It’s important for a CEO to be passionate and enthusiastic，but there’s a line of professionalism that must always be maintained.
According to a report from the technology website Venture Beat，PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn’t have the passion to use the products they work for.
According to the website，part of the leaked letter reads：
“It’s been brought to my attention that when testing paying with mobile at Cafe 17last week，some of you refused to install the PayPal app，and others didn’t even remember their PayPal passwords.That’s unacceptable to me，and the rest of my team，everyone at PayPal should use our products where available.That’s the only way we can make them better，and better.”
“In closing，if you are one of the folks who refused to install the PayPal app or if you can’t remember your PayPal password，do yourself a favor，go and find something that will connect with your heart and mind elsewhere.”
While not obvious at first，the letter reveals a problem of morale and culture at PayPal.As an executive，you certainly want your employees to use and promote your products.However，when faced with a situation where staff isn’t embracing what they make，you need to investigate the root of the problem --not threaten.
When faced with internal problems，good executives start by asking “why”.They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it.Sending out a one-sided note about the problem is not leading，it’s retreating.
Leadership starts by listening.Good executives need to get out among the staff and ask questions and listen without judgment or reaction.The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection.At the end of the day，if his employees have to be forced to use the app，how can he expect consumers to want to willingly pay to use it？Marcus should have focused on three questions：
•Why are you not using the app？
•What is it that we can do to ensure you use our app？
•What do you need from me？

It is not professional that PayPal CEO blames his employees not to use PayPal or forget PayPal passwords.（）

It’s important for a CEO to be passionate and enthusiastic，but there’s a line of professionalism that must always be maintained.
According to a report from the technology website Venture Beat，PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn’t have the passion to use the products they work for.
According to the website，part of the leaked letter reads：
“It’s been brought to my attention that when testing paying with mobile at Cafe 17last week，some of you refused to install the PayPal app，and others didn’t even remember their PayPal passwords.That’s unacceptable to me，and the rest of my team，everyone at PayPal should use our products where available.That’s the only way we can make them better，and better.”
“In closing，if you are one of the folks who refused to install the PayPal app or if you can’t remember your PayPal password，do yourself a favor，go and find something that will connect with your heart and mind elsewhere.”
While not obvious at first，the letter reveals a problem of morale and culture at PayPal.As an executive，you certainly want your employees to use and promote your products.However，when faced with a situation where staff isn’t embracing what they make，you need to investigate the root of the problem --not threaten.
When faced with internal problems，good executives start by asking “why”.They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it.Sending out a one-sided note about the problem is not leading，it’s retreating.
Leadership starts by listening.Good executives need to get out among the staff and ask questions and listen without judgment or reaction.The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection.At the end of the day，if his employees have to be forced to use the app，how can he expect consumers to want to willingly pay to use it？Marcus should have focused on three questions：
•Why are you not using the app？
•What is it that we can do to ensure you use our app？
•What do you need from me？

A CEO only needs to be passionate and enthusiastic.（）