Cover -- Acknowledgements -- About Human Capital Review Online Magazine -- CONTENTS -- ABOUT THE EDITOR -- INTRODUCTION -- SECTION A Measuring Performance is Harder Than You May Think -- Measuring Performance is Harder Than You Might Think -- Harnessing Africa's Human Resource Potential by Developing Strong Performance Systems and Cultures by Dave Sorour -- Creating a High-Performance Organisation (HPO) by Christo Nel -- Leveraging Human Potential: The Wheel of Work by Angus McLeod -- SECTION B Performance Management: The Hard Stuff -- A Neuroscience Approach to High Performance in Open Plan Offices by Annemarie Lombard -- An Organisation-Person Fit Competency Model Appropriate to a Newly Emerging World of Work by Theo H Veldsman -- Sustained Organisational Performance: A New Total Performance Scorecard (TPS) Blueprint for Performance with Integrity by Dr Hubert Rampersad -- Technology-Driven Performance Management by Gail Sturgess -- Choosing an Employee Performance and Competence Monitoring System by Helene de Ridder -- SECTION C Performance Management: The Soft Stuff -- Performance Management: Processes AND People Professor Simon Burtonshaw-Gunn -- Strengths-Based Performance Management by Robert Biswas-Diener and Nicky Garcea -- Stress Management by Judith Gordon-Drake -- Performance Appraisal Design: How to Incorporate the Expectations of Both Managers and Staff by Henri Louw -- Performance Management - Do it Right! by Kim Welsford -- Understanding, Receiving and Giving Feedback by Marti Janse van Rensburg -- Simplifying Performance Management by Marc Effron and Miriam Ort -- Improving Performance Management by Rowan Dent -- Leading at the Frontline by Hank van der Merwe -- Communication Satisfaction as a Means of Improving Employee Productivity Corné Meintjes -- Developing an Effective Retention Strategy through Total Rewards by Paul Shaw.

Slow Economic Recovery: Improve Productivity and Keep Valued People by Ruwayne Kock -- The Link between Incentives and Motivation By Dr Mark Bussin -- INDEX.