Publications
Publications
- September 2015 (Revised September 2020)
- HBS Case Collection
Gap Inc.: Refashioning Performance Management
By: Joshua Margolis, Paul McKinnon and Michael Norris
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.)