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Performance Management: A Comparative Analysis

   

Added on  2020-02-24

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Assignment 1Essay : Performance Management MethodsStudent Name:Student ID:Subject Name:Subject ID:Date Due:Professor Name:1 | P a g e
Performance Management: A Comparative Analysis_1

Introduction Employee management is the most important part of resource management for any organisation[ CITATION Agu081 \l 1033 ]. There are multiple functions that are managed by human resources department for managing employees, one of the most critical amongst them is performance management. Performance Management involves processes where employees alongwith managers review and monitor employee’s work objectives for analysing their contribution towards the organisation. The scope of this current analysis involved reviewing of views regarding performance management of two distinct group of authors. M. Biron, E. Farndale and J. Paauwe (2011) article, Performance management effectiveness: Lessons from world-leading firms. In The International Journal of Human Resource Management, volume 22(6), pages 1294 to 1311[ CITATION Bir11 \l 1033 ].V. Haines and S.St-Onge (2012) article, Performance management effectiveness: Practices or context? In The International Journal of Human Resource Management, volume 23(6), pages 1158 to 1175[ CITATION Hai12 \l 1033 ].Views of thetwo articles are covered and compared in the analysis. AnalysisPerformance management involves monitoring, reviewing and assessing of employee’s work contribution towards the organisation. It is a continuous process by which objectives are set enabling an ongoing feedback and coaching, ensuring employees are able to meet their objectives. In contemporary management, there has been a growing prevalence of role of human capital that is played in a firm’s success. Growing relevance of human capital in organisation success of performance management has been becoming important for management. Divergent findings propose a framework that is drawn from signaling theory for facilitation of organisational practices. Performance management is seen as a strategic and tactical tool for attaining diverse set of objectives. Globalisation has imposed pressure on organisations for gaining productivity, hence they need to impose performance appraisal techniques. Scholars along with organisation, are focused on devising strategies bent on improving techniques of performance management. 2 | P a g e
Performance Management: A Comparative Analysis_2

In review of the first journal by M. Biron, E. Farndale and J. Paauwe (2011) reflects the growing importance of performance management in recent years regarding its effectiveness. The journal examines factors that can increase effectiveness of a performance management systems. In this study data has been obtained from 16 world leading firms from around the world for their performance management systems. It has made use of signaling theory for purpose of facilitatingpractice which employees can infer management is concerned with performance management. Such use of signaling theory might have trickle-down effect according to a firm’s performance management systems. This journal provides key insights into four facilitators of performance management system. Firstly, obtaining a broad view of performance management systems including strategic along with tactical elements. Secondly, involving senior management in the process of performance management. Thirdly, communicating performance expectations. Fourthly, formally training of performance raters, who are involved in the process of reviewing of performances. Strategies application are integral for success of any organisation, tactical elements needs to be integrated for better productivity of employees. This article views integral role of senior management in the process of performance management, as leaders and managers role has been identified as being crucial in directing employees to specific set of objectives. Managers and leaders play an active role in designing and implementation, informing employees regarding targets and deliverable processes to reduce any kind of biases present in performance rating processes. Thus, it can be derived that communication mechanism which act as a signalingtechnique regarding expectations of employees in their current and future intentions. Results of this study provides that signaling theory can be ambiguous for organisations to facilitate and interpret employee performance in the practice. The major limitation of this study is that it is qualitative in nature and as data has been obtained from 16 varied firms there is difficulty in generalizing them. The research findings has not been able to indicate any relation between high performance and success of the firm. Thus, the scope of the research needs to be extended acrosslow success firms such that performance indicator attribute can be verified. The study is also limited to enacted performance set of indicators. Researcher Sum Chau (2008) also supports the view and focuses on strategic connection of performance management with that of the organisation[ CITATION Sum08 \l 1033 ]. 3 | P a g e
Performance Management: A Comparative Analysis_3

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