Performance management: Theory in practice?

Abstract

in association with the Australian Human Resources Institute (AHRI). It was undertaken electronically via the AHRI website, and resulted in a broad range of responses from both the public and private sectors. It reflects the views of a broad sample of Australian HR professionals.Its main purposes were to update findings from earlier studies, to ascertain current levels of use and satisfaction, and to determine whether performance management has become a more effective strategic tool in the human resource management repertoire. The findings suggest, as in earlier studies, that the use of, and satisfaction with performance management systems remain problematic, although there are some indications that the increasing integration of the balanced scorecard within these systems appears to encourage more strategic links between individual, group, and organisational outcomes, as espoused by strategic human resource management theorists.

Managing employee performance in an emerging economy: perceptions of Vietnamese managers

“…Feedback on individual performance can lead to developmental programmes and ensure that good performers are recognized and rewarded and poor performers are identified, thus providing linkage and integration into other HRM functions and providing feedback loops to the individual and to the organization (Winstanley and Smith 1996;Boice and Kleiner 1997). As Nankervis and Compton (2006) argue, PM processes commence by setting performance expectation for employees and end with rewards and penalties.…”

“…The strategic HRM (SHRM) literature suggests that PM is a vital part of the HRM process to ensure the strategic alignment of employee behaviours and effective contribution to organizational goals (Shen 2004;Bosalie, Dietz, and Boon 2005;Nankervis and Stanton 2010). In theory, a PM system creates a shared vision for employees and an awareness of their organizational contribution (Nankervis and Compton 2006;Nankervis and Stanton 2010). Hence, the starting point for understanding PM is to identify the organization's mission, vision and strategic directions, to understand how PM is integrated into other key HRM functions and how individual and team objectives link to these processes.…”

“…Internationally, there is an increasing amount of literature on employee performance management (PM) (Shen 2004(Shen , 2010Nankervis and Compton 2006). However, empirical studies show that PM processes vary in different organizations and countries and are often influenced by organizational and cultural contexts and characteristics (Pettijohn et al 2001;Ahmad, Samarahan, and Ali 2004;Neely and Powell 2004;Shen 2004Shen , 2010Cunningham and Rowley 2010).…”

“…Human resource management (HRM) theory suggests that better management and measurement of employee performance can be an effective tool to link HRM to organizational performance and hence improve organizational effectiveness (Bosalie, Dietz, and Boon 2005;Nankervis and Compton 2006). Internationally, there is an increasing amount of literature on employee performance management (PM) (Shen 2004(Shen , 2010Nankervis and Compton 2006).…”

Performance measurement considering the interdependence of evaluators and criteria

“…Although to determine whether performance management system has become a more effective strategic tool in the human resource management repertoire remain problematic (Nankervis and Compton 2006), some researches have implicated proper practices for human resource management can make significant impact on operational performance (Jayaram et al 1999;Ahmad and Schroeder 2003;Singh 2004) and different performance measurement systems so that result in different performance of organizations (Evans 2004;Melnyk et al 2004). Many hi-tech companies encourage their R&D employee by offering economic compensation to work more productively (Cordero 1990;Coombs and Gomez-Mejia 1991).…”