Value-Centered Performance Management in the Arts: Developing Tools to Support Values and Culture-Building Excellence at The Bluecoat
In 2008, The Bluecoat Arts Centre, Liverpool, reopened following major building work. The Board and Senior Management team had worked for two years prior to opening to develop a set of values which would define the organisation and the environment for those working within The Bluecoat and those participating in it's varied experiences. Prior to closure for the building project, the Human Resource Management policy mindset with regard to performance had been based on public sector models (Armstrong M and Baron A 1998). These lacked the flexibility, strategic direction (Price A 2004) and reflection on values that was felt to be central to future success within the organisation. The paper focuses on performance management, the development of a high performance culture and skill building to raise confidence in the line management team to embrace the core values of the organisation (Boxall P and Purcell J 2008). Using case study and interview based methodology the paper reflects on the importance of capability and performance in delivering strategic objectives and considers the process of refining management delivery tools for cultural and value centered fit in an arts environment.
Keywords: Performance, Appraisal, Culture and Values, Strategic Human Resource Management
Senior Lecturer in HRM, Business School, Liverpool John Moores University