Human Performance Management
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.