Performance management (PM), in all its guises, occurs across all organizations whether formally through an official organizational process or informally through daily dialogue. Given its inherent importance to the field of Human Resource Development (HRD), we conducted a scoping review of the PM literature over a period of more than 11 years, uncovering 230 articles from 41 different journals. Our review suggests that the PM literature explores the more process driven aspect of PM, namely performance appraisal (PA), as opposed to investigating PM in a truly holistic way. Throughout, we suggest a series of research gaps which, if filled, will help both HRD scholars and practitioners better understand how employee performance can be effectively managed in the future.

Purpose Few studies aim to uniquely conceptualize the experiences of bridge employees after they enter the workforce. Supported by the psychological contract theory and the self-determination theory, the purpose of this paper is to contribute to the understanding of the bridge employment experience by examining how the expectations of bridge employees shape their experiences. Design/methodology/approach This paper first reviews the extant literature on bridge employment. It then discusses the psychological contract theory and the self-determination theory, and examines the expectations of bridge employees through the theoretical perspectives of these two theories, to examine experiences in bridge employment. Findings Discord in the bridge employment relationship may be attributed to a lack of understanding of the implicit expectations of bridge employees. More specifically, unmet expectations may be detrimental to the bridge employment experience, and ultimately jeopardize both employer and employee outcomes. Research limitations/implications This paper examines expectations and experiences of bridge employees from a theoretical perspective. Theoretical tenets are utilized to analyze how and why implicit expectations may influence bridge employees in ways that result in detrimental outcomes for both employers and employees. Practical implications This paper sheds light on why bridge employment arrangements may result in adverse outcomes. Specifically, when there is a lack of understanding between bridge employees’ expectations and experiences, both individual and organizational outcomes may be impaired. An improved understanding of the bridge employment experience will likely result in an enhanced working relationship between bridge employees and employers, and minimize misunderstandings about this cohort of the workforce. Originality/value Using the guidelines of the psychological contract theory and the self-determination theory, we develop a model to examine how expectation of bridge employees may affect the experiences and ultimately, the outcomes of bridge employment. The authors also identify factors uniquely applicable to bridge employees. This is the first paper that examines the experiences of bridge employees through such theoretical perspectives.

While there is a growing tendency among present day retirees to engage in bridge jobs before their final exit from the labour force, limited academic attention is directed towards understanding the expectations and experiences of bridge employees. To address this gap in the literature, we conducted 26 semi-structured interviews with bridge employees. After collecting and analysing the data, we found the lens of socio-emotional selectivity theory helpful in better understanding the experiences and expectations of bridge employees. Bridge employees generally expressed preference for intrinsic rather than extrinsic rewards. In addition, bridge employees tended to favour part-time work. However, even though bridge employees were satisfied with their work, benefits, and social interactions, some of them faced social disapproval for re-entering workforce. To our knowledge, this paper is among the first exploratory qualitative studies in the human resource management field to investigate the expectations and experiences of bridge employees.

PurposeIn this study the authors examine whether bridge employees tend to hold non-standard jobs, and if so, whether non-standard job choice is deliberate. Moreover, the authors examine whether fulfillment of employment expectations affects the personal and work attitudes of bridge employees.Design/methodology/approachThe authors' research and hypotheses are supported and developed through psychological contract theory. The authors collected data from 195 bridge employees, employed in a variety of jobs, through an online survey. Hypotheses were tested using hierarchical multiple regression.FindingsThis study suggests that some bridge employees may engage in non-standard employment deliberately. Moreover, we show that fulfillment of perceived obligation by employers (psychological contract) is associated with personal and work attitudes (life satisfaction, job satisfaction, affective commitment, normative commitment and intentions to stay) of bridge employees.Research limitations/implicationsWhile this study supports psychological contract theory as an important framework for understanding bridge employment, sample size, cross-sectional data and a lack of diversity in the sample limit causality, generalizability and data robustness. Future research should strive to replicate and extend the current findings.Practical implicationsThe present study underlines the importance of designing jobs to meet the expectations of bridge employees. Also, it highlights the preference of bridge employees to engage in non-standard employment.Originality/valueThe authors extend bridge employment research by empirically examining the relationship between unmet employment expectations and the personal and work attitudes of bridge employees.

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