This paper aims to discuss the impact new technology has had on performance support.
The paper reports the findings from a five‐year investigation into methods of improving performance in the workplace.
HR applications of performance support offer significant advantages over general initiatives, e‐learning and face‐to‐face approaches to training and mentoring. Creating a shared understanding of HR and other policies, procedures and rules can present particular problems, particularly in diversified organizations when components have different histories and practices.
This article draws upon the findings of an investigation, which examined widely adopted approaches to improving performance with a view to identifying the most cost‐effective options. The investigation suggests “new management” is needed, requiring a shift of emphasis from top‐down direction and motivation to the provision of bottom‐up support.
