The definition of Human Performance Management
=> Leading people to perceived added value.
The author of the book GŁnther H. Schust expresses that in the future:
People from companies are to be seen not primarily as cost factors,
but rather as creative knowledge and achievement potential.
Management and employees are jointly responsible as partners for
the increase in added value.
Company objectives as well as adaptations for a permanent process of coordination
are to be carried out together by management and employees.
Achievement deficits are to be abolished; demands and potential for achievement
are to be permanently analysed, developed, used and adequately rewarded.
Management and employees are to efficiently use their real and virtual
(electronic) networks jointly so as to achieve the maximum output.
Every manager must understand how to work with people as management
without taking away from the personal level.
People must recognise the importance of lifelong learning and constant
change as a chance to understand themselves in order to be able
to actively shape themselves.