1. What worker-side and organisation-side factors might lead to worker under-performance? 2. Why is effective goal-setting important to performance management? 3. What are the potential problems associated with attempts to measure performance in jobs where there is no clear quantitati 4. In what ways can line managers formally and informally support the continuous performance improvement of their team? 5. Explain the tension that arises from line managers having to act as both 'coach' and 'judge' in the appraisal process. 6. Why is non-financial reward important to the success of performance management systems? 7. What options are available to managers if an employee's performance is deemed to be unsatisfactory? 8. Why do some commentators suggest that performance management does not 'travel well' internationally? 9. How does corporate culture manifest itself in both the formal and informal operation of a work organisation? 10. In what ways can HRM support the management of organisational culture?