Critical Review of Two Articles on Performance Management

This critical review analyzes two articles on performance management, highlighting their similarities and differences. It also discusses the strengths and weaknesses of each article and provides an analysis of their findings.

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Contents
Introduction...........................................................................................................................................3
Overview of two articles........................................................................................................................3
Similarities and differences...................................................................................................................3
Analysis.................................................................................................................................................4
Conclusion.............................................................................................................................................5
References.............................................................................................................................................7

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Introduction
With the increasing business complexities, business has to establish its HR department and
carry out its evaluation methods to measure performance. Interaction between performance
management and employee development can integrate with the business plan. The essay
brings out a discussion of analysis of two different articles by different authors. Although the
topic for discussion was same on performance management. It is a practise that can help the
company to improve its HR functioning and achieve organisational goals. The essay carries a
discussion of similarities and differences of both the articles. Moreover, the essay describe
strengths and weaknesses of each research article. The article has elaborated the training
method and analysed the strategic and tactical goals (Anitha, 2014).
Overview of two articles
Most researchers have considered the importance of performance management as a priority in
big companies. According to Bironet, there was a general shift in the mindset of the
organisation that consideration has been changed from tactical goal to strategic goal. Six
companies carry out training and other alternative methods to implement an unbiased system
of evaluating performance. According to second article of performance management system,
employee performance method is a mode to implement the strategic initiatives. It also reveals
the method of managing the efficiency of workers. The article discusses the influence of
variables and relevant practises on performance and focus on microenvironment technical
that can improve the abilities of performance system (Gerrish, 2016).
Similarities and differences
The similarity undoubtedly in both articles focus on performance management system.
According to Bironet, multiple raters was the method used to evaluate the performance on the
basis of various assessors and the score is being aggregated on the basis of multiple raters.
Balance scorecard is another method discussed in the article that considers number of

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dimensions that ultimately reflect the overall overview of performance of the organisation.
While considering the importance of measurement programs has emphasized on evaluation of
self to enhance the accuracy and process of evaluation lead to emergence of management
evaluation method that is based on 360-degree perspective. This concept was considered
because an organisation has to suffer from global competent companies (Kerzner, and
Kerzner, 2017). In article research, another four formal practises for the organisation is seen
as communication mechanism signal expectations regarding behaviour of workers and
communicate the current and future aspirations (George, Siti-Nabiha, Jalaludin, and Abdalla,
2016). It is reported from the article that it has not used and tested directly for the procedure
and explain the relationship between several organisational practises. Several advantages
have influenced work-life balances and other performance-related results, which has
increased the effectiveness of commitment and decrease the labour turnover. A practise can
be multisource feedback from the people because of inherent complexity of the assessment. It
is analysed that many studies have contributed too many practises to check the effectiveness
of performance system. Effective behaviour creates motivation among oneself and other
employees. Managers have to develop some competencies that is associated with effective in
performance. The finding analysed, article by Hainesetal supports the practise of employee
recognition. After the increasing number of employees recognition programmes where they
are linked with the effectiveness of motivational properties that reflect good performance in
the organisation (Biron, Farndale, and Paauwe, 2011).
Analysis
The article paper has considered performance management as a tactical focus that have also
included strategic goals in it. According to Bironet, managing the performance in
organisation can manifest more strategic approach by coordinating the daily operations to the
organisation`s main strategy. This article by Bironet has also described a theory named

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signalling where the targets are sent by a signalling function through sending messages where
employees define the sense of work situation (Victor and St-Onge 2012). Strategic goals
depicts how personal actions are linked with organisation objectives that further contributes
to achievement of goals. Ultimately, tactical goals provide employees the signals regarding
what performance related efforts could be rewarded and appreciated. Moreover, another
model for advance management of performance act as a prominent feature of HR department
of the organisations. Sadler model prioritises all the aspects of HRM which are designed to
enhance and improve the effectiveness for both individuals and the organisation. Considering
the zist of the organisation, it can be said from the article that to understand the efficiency of
PMS (performance management system) in high performing organisations by elaborating
strategic and tactical goals that are integrated through the process (Denisi, and Smith, 2014).
The finding from the Bironet article is to understand that senior manager are involved in the
process of designing and implementing. Employees are made aware of their targets and what
they actually want to achieve and how the process would deliver the target. Although, it is
found that in order to reduce the biasness in the rating of the performance. Moreover, it is
seen that in this era the company and evaluators have made use of alternative solutions where
more raters are involved. There always lie limitation because the data inadequacy by focusing
on enacted performance practises (Buckingham, and Goodall, 2015).
Conclusion
From the above evaluation and critical review of two performance management articles have
prioritised to undertake the importance of effective HR. In addition to this, apart from tactical
and strategic tools, an organisation should consider other methods such as ranking method
that is used in the first article. It also emphasized on multiple raters, checklist method,
graphic scale method and confidential report as the traditional methods whereas modern
methods such as MBO (management by objective), cost accounting method. Moreover, in

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article, the author has used 360 degree method has been used by the company to have an
overall perspective for assessing the every perspective of business.

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References
Anitha, J., (2014) Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3),
p.308.
Biron, M., Farndale, E., and Paauwe, J. (2011) Performance management effectiveness:
lessons from world-leading firms, The International Journal of Human Resource
Management, 22:06, 1294-1311
Buckingham, M. and Goodall, A., (2015) Reinventing performance management. Harvard
Business Review, 93(4), pp.40-50.
DeNisi, A. and Smith, C.E., (2014) Performance appraisal, performance management, and
firm-level performance: A review, a proposed model, and new directions for future
research. The Academy of Management Annals, 8(1), pp.127-179.
George, R.A., Siti-Nabiha, A.K., Jalaludin, D. and Abdalla, Y.A., (2016) Barriers to and
enablers of sustainability integration in the performance management systems of an oil and
gas company. Journal of cleaner production, 136, pp.197-212.
Gerrish, E., (2016) The impact of performance management on performance in public
organizations: A meta‐analysis. Public Administration Review, 76(1), pp.48-66.
Kerzner, H. and Kerzner, H.R., (2017) Project management: a systems approach to
planning, scheduling, and controlling. US: John Wiley & Sons.
Victor Y. Haines III and Sylvie St-Onge (2012) Performance management effectiveness:
practices or context? The International Journal of Human Resource Management, 23(6),
1158-1175.