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  • September 2015 (Revised September 2020)
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Gap Inc.: Refashioning Performance Management

By: Joshua Margolis, Paul McKinnon and Michael Norris
  • Format:Print
  • | Language:English
  • | Pages:20
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Abstract

In 2014, clothing retailer Gap Inc. rolled out a new performance management process for headquarters staff that did away with a traditional rating and ranking system. The new process involved informal monthly meetings between managers and their reports, and it more closely tied bonuses to business performance. Would it serve to motivate employees? Could its framework be used in Gap Inc.'s thousands of stores?

Keywords

Performance Management; Retail; HR; Motivation and Incentives; Performance; Management; Human Resources; Performance Evaluation; Apparel and Accessories Industry; Retail Industry

Citation

Margolis, Joshua, Paul McKinnon, and Michael Norris. "Gap Inc.: Refashioning Performance Management." Harvard Business School Case 416-019, September 2015. (Revised September 2020.)
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About The Author

Joshua D. Margolis

Organizational Behavior
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Related Work

    • September 2015 (Revised September 2020)
    • Faculty Research

    Gap Inc.: Refashioning Performance Management

    By: Joshua Margolis, Paul McKinnon and Michael Norris
Related Work
  • Gap Inc.: Refashioning Performance Management By: Joshua Margolis, Paul McKinnon and Michael Norris
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