Interesting set of poll responses in this CIPD article.  It highlights the general view that managing performance is critical now (and I suspect always has been).  Reading between the lines though I see a potential shift away from a heavy handed approach to performance management and better recognition that it is a task of ensuring understanding, alignment, and setting expectations.

I believe unrelatedly, we have seen an increase in performance related pay discussions recently.  Performance Related Pay (PRP) is a topic in itself of course and there are many arguments against its ability to deliver improved performance.  I believe in situational management of performance.  For some clients PRP sends a message that the process is being taken seriously that other methods simply can't deliver.  Often organisations with a history of poor performance management find this to be the impact solution they require. 

If we take that "impact need" from the equation I would be slightly suspicious of PRP as a method of improving performance.  Rather I would look to management capability, coaching, systems and processes, clarity of goals and objectives before implementing PRP.  PRP can be a hammer looking for a nail some times.

Brendan