Embedding performance management: understanding the enablers for change

Abstract

Purpose -Organisational performance requires robust performance management, with the leadership skills and behaviours to bring the process to life. This paper seeks to address the challenge of how HR can get an understanding of the associated shift required within organisations.Design/methodology/approach -The paper outlines the key elements of the transformation required to embed a performance management culture. The term performance management is used to describe the practice of managing performance, including the associated processes, systems, skills and leadership behaviours. To implement performance management successfully, HR needs to gain an understanding of how things are now (the current state); the vision of what is possible (the desired state); and the practical steps that can be taken (the shift).Findings -In an increasingly complex environment there are a greater number of factors that impact the success of key HR practices such as performance management. HR needs to collect powerful data to ensure that it can understand which of the factors have an influence on how transformations can be undertaken, and practices, such as performance management, embedded. Originality/value -HR can play a strategic role in transforming an organisation. The value for HR is in linking together the various insights these data can provide to understand causal links, and then translating all of this into a change strategy that is aligned to the organisation's vision and strategy. HR can use data to build a compelling case for change and the need for a performance management system, process and practice that are focused on delivering the organisational strategy.

The Role of Authentic Leadership in Fostering Workplace Inclusion: A Social Information Processing Perspective

“…HR professionals should ensure the organizational reward system reinforces the importance of inclusion by rewarding employees for engaging in sincere inclusive behaviors to further elicit these types of behaviors (e.g., Colville & Millner, ). HR professionals should also seek to provide employees numerous voice opportunities to foster a sense of uniqueness and belongingness through various initiatives, such as diversity‐enhancing work councils, equality‐promoting initiatives, and anonymous feedback systems (e.g., Bell et al, ).…”

“…As previously alluded to, followers learn how to behave in the workplace by avoiding replicating behaviors that are punished and replicating behaviors that are rewarded (Bandura, ). Henceforth, the organizational reward system is a key organizational process that dictates the type of behaviors expected in the workplace by rewarding those behaviors that are expected from employees (Colville & Millner, ).…”

Organizational Vision and System Influences on Employee Inspiration and Organizational Performance

“…Rewards and sanctions are major forces that organizations and leaders use to promote values and goals, and to influence employee effort and motivation (Katz & Kahn, 1978; Nanus, 1992; House et al., 2004; Colville & Millner, 2011). Organizational System Theory indicates that rewards allocated based on fit with the system are necessary to bind individuals to organizational vision and goals (Katz & Kahn, 1978, p. 78).…”

“…Organizational System Theory indicates that rewards allocated based on fit with the system are necessary to bind individuals to organizational vision and goals (Katz & Kahn, 1978, p. 78). Organizations' reward systems must align with and reinforce a vision if employees are to be inspired (motivated) to act on it (Cropanzano, James & Citera, 1993; Lord, Brown & Freiberg, 1999; Boswell, Colvin & Darnold, 2008; Colville & Millner, 2011). A compelling organizational vision and a reward system for behaviours that correspond to the vision tend to lead employees to internalize and be guided by, in their day‐to‐day performance, vision‐related behavioural ideals (Lord, Brown & Freiberg, 1999).…”

“…Effective use of organizational reward systems, then, helps bind individuals to organizations' visions and goals, and helps lead to integration of individual effort into collaborative action (Katz & Kahn, 1978; Lord, Brown & Freiberg, 1999; Boswell, Colvin & Darnold, 2008; Kozlowski, Chao & Jensen, 2010; Colville & Millner, 2011). Reward systems do this by supporting social expectations of behaviour (i.e., visions, goals, norms) as guides and motivations to action (House et al., 2004; Colville & Millner, 2011). Rewards that encourage individuals to identify with the organization, its vision and goals should, therefore, influence their inspiration from organizational vision.…”