Managing the Performance Management Process: The Importance of Employees’ Performance in Determining the Organisation’s Viability and Efficiency
DOI:
https://doi.org/10.53819/81018102t2100Abstract
Many organisations for a number of years have been placing emphasis on performance management (PM) as they have noticed the profound impact of PM on organisations’ human resource capacity and its overall productivity and sustainability. Traditionally, PM was seen as a human resource function but has now become the lifeblood of organisations and subsequently, is a joint effort of all heads of departments/units as well as employees alike. PM is predominantly about managing people and business processes and if not effectively managed can impact negatively on employees’ overall performance by lowering staff satisfaction level, decreasing staff morale and as a consequence impede productivity. Models such as the Balanced Scorecard, the European Foundation of Quality Management (EFQM) or the Ability Motivation and Opportunity (AMO) are crucial in determining how smoothly the PM process flows. How employees are managed throughout the performance management cycle is of utmost importance in determining the viability of any organisation. This paper is intended to discuss the extent to which the PM process can increase productivity, staff morale and job satisfaction within the organisation.
Keywords: Performance Management, Performance Appraisal, Productivity, Job Satisfaction, Performance Models, Performance Measurement
References
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Martinez, J. (2001). Assessing Quality, Outcome and Performance Management. The Institute for Health Sector Development: London.
McGregor, D. (1957) ‘An uneasy look at performance appraisal’. Harvard Business Review. May – June: 89 -94
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Moorhead, G. And Griffin, R.W. (eds) (1989). Organisational Behaviour (2nd edn). Boston: Houghton Mifflin Co.
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Odiorne, G. S. (1965). "Management by Objectives; a System of Managerial Leadership", New York: Pitman Pub.
Vroom, V.H. (1964). Work and Motivation. McGraw-Hill, New York, NY.
Watson, P (2000) 'Applying the European Foundation for Quality Management (EFQM) Model', Journal of the Association of Building Engineers, Vol 75 (4), pp 18-20.
Armstrong, M. and Baron, A. (1998). Performance Management: the new realities. London: Institute of personnel and Development, London.
Armstrong, M. (2000). Performance Management: Key Strategies and Practical Guidelines (2nd edition) New York:
Arvey, R.D. and Murphy, K.R. (1998). ‘Performance Evaluation in Work Settings’, Annual Review of Psychology 49: 141 – 168.
Boxall, P. (2003). ‘HR Strategy and Competitive Advantage in the Service Sector’. Human Resource Management Journal, 23: 3, 5-20.
Boxall, P. and Purcell, J. (2003). Strategy and Human Resource Management. Houndsmills: Palgrave-Macmillian.
Boxall, P., Purcell, J., (2003) Review of Strategy and Human Resource Management. Industrial & Labor Relations Review, Vol. 57, No. 1. Available at: http://digitalcommons.ilr.cornell.edu/ilrreview/vol57/iss1/84
Bratton and Gold (2003). Human Resources Management: Theory and Practice, third edition, Palgrave MacMillan: Basingstoke.
Briscoe, D.B and Claus, L.M. (2008). Employee Performance Management Policies and Practices in Multinational Enterprises, in Performance Management Systems: A Gobal Perspective, ed. PW Budwah and a DeNisi, Routledge, Abingolon.
Cascio, W.F. (1986). Managing human Resources: Productivity, Quality of Work Life, Profits. London: MCGraw-Hill
CIPD. (2009) Performance management: an overview [online]. Factsheet. London: Chartered Institute of Personnel and Development. Retrieved October 22, 2012 from http://www.cipd.co.uk/subjects/perfmangmt/general/perfman.htm
Craig, J and Moores, K. (2005). Balanced Score Cards to Drive the Strategic Planning of Family Firms’, Family Business Review 18 (2): 105-122.
Dessler, G. (1997) Human Resource Management, 7th ed. New Jersey: Prentice Hall
Effron and Ort (2012). Three reasons Performance Management will change in 2013. Retrieved February 10, 2013. Retrieved March 1, 2013 from http://www.forbes.com/sites/sylviavorhausersmith/2012/12/16/the-new-face-of-performance-management-trading-annual-reviews-for-agile-management/
Falconer, Y. (2001).Human Resource Management. University of the West Indies. Jamaica W.I.
Fisher, C., Schoenfeldt, L.F. and Shaw, J.B. (1996). Human Resource Management. Houghton Mifflin Company. USA
Freyd, M. (2013). Journal of Educational Psychology, Vol 14(2), Feb 1923, 83-102. Retrieved January 29, 2013 http://psycnet.apa.org/index
Herzberg, F. (1959). The Motivation to Work, New York: John Wiley and Sons
Kaplan, R.S. and Norton, D.P. (1992), The balanced scorecard – measures that drive Performance, Harvard Business Review, 70(1), pp.172- 180.
Kaplan, R.S. and Norton, D.P. (1996). “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review.
Kaplan, R.S. and Norton, D.P. (1996).The Balanced Scorecard–Translating Strategy into Action, Harvard Business School Press, Boston, MA, USA.
Kaplan, R. S. and Norton, D. P. (2004), Strategy Maps: Converting Intangible Assets into Tangible Outcome, Harvard Business School Press, Boston.
Kennerley, M. and Neely, A. (2003). Measuring Performance in a Changing Business Environment’, International Journal of Operations and Production Management 23 (2): 213-229.
Kim, D.Y., Kumar, V., and Murphy, S. (2010). “European Foundation for Quality Management Business Excellence Model: An integrative review and research agenda”. International Journal of Quality and Reliability Management, Vol. 27 Iss: 6, pp. 684 - 701.
Landy, F.J. and Farr, J.L (1983). The Measurement of Work Performance: Methods, Theory and Applications. New York: Academic.
London, M., Mone, E. M. and Scott, J. C. (2004) ‘Performance Management and Assessment: Methods for Improved Rater Accuracy and employee Goal Setting’ Human Resource Management 43(4): 319-36.
Luecke, R. (2006). Performance Management: Measure and Improve the Effectiveness of Your Employees. Boston: Harvard Business School Publishing.
Lynch, R.L. and Cross, K.F. (1991). Measure up – The Essential Guide to Measuring Business Performance. Mandarin, London.
Martinez, J. (2001). Assessing Quality, Outcome and Performance Management. The Institute for Health Sector Development: London.
McGregor, D. (1957) ‘An uneasy look at performance appraisal’. Harvard Business Review. May – June: 89 -94
Mohrman, A.M. and Mohrman, S.A. (1995). Performance Management is ‘running business’. Compensation & Benefits Review. July - August. Pg. 69-75.
Moorhead, G. And Griffin, R.W. (eds) (1989). Organisational Behaviour (2nd edn). Boston: Houghton Mifflin Co.
Neely, A.D., Mills, J.F., Gregory, M.J. and Platts, K.W. (1995) ‘Performance Measurement
Odiorne, G. S. (1965). "Management by Objectives; a System of Managerial Leadership", New York: Pitman Pub.
Vroom, V.H. (1964). Work and Motivation. McGraw-Hill, New York, NY.
Watson, P (2000) 'Applying the European Foundation for Quality Management (EFQM) Model', Journal of the Association of Building Engineers, Vol 75 (4), pp 18-20.
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Published
2022-10-24
How to Cite
Simpson, G., & Simpson, R. (2022). Managing the Performance Management Process: The Importance of Employees’ Performance in Determining the Organisation’s Viability and Efficiency. Journal of Human Resource & Leadership, 6(4), 42–56. https://doi.org/10.53819/81018102t2100
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