Performance Management: A Comparative Analysis

This assignment tasks you with critically evaluating two distinct journal articles that delve into the effectiveness of performance management within organizations. The first article examines the role of upper management involvement, while the second focuses on the influence of training on employee performance. You are required to compare and contrast their perspectives, highlighting key findings and drawing conclusions about the factors contributing to effective performance management.

Running head: PERFORMANCE MANAGEMENT
Performance Management
Name of the Student
Name of the University
Author Note

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Introduction
The performance management of the employees helps in implementing initiatives and
managing the development of the workforce based on different strategies adopted by the
organization. These activities have been undertaken by the upper management that is present
within the organization, which helps in measuring the effectiveness of the employees that are
present in the company. The management takes in to considerations the factors such as appraisals
that helps them in understanding the performance of the employees and provides appropriate
training and development to the. The main aim of performance management is that it helps the
organization in achieving the long-term goals and objectives that have been formulated by the
organization. This process helps in aligning the employees towards the goals and objectives of
the organization so that they can perform in a better manner (Buckingham and Goodall 2015).
The training that is provided to the employees for managing the performance of the
employees helps in assessing and coaching the employees so that their effectiveness within the
organization can be improved. This helps in increasing the level of competency of the managers,
as the training process of the employees helps them in performing at a better rate at different
stages within the organization (DeNisi and Smith 2014).
Claim of the authors
The authors Haines and Onge (2012) are of the view that the feedback of the employees
in managing their performance in a better manner, as it helps in reviewing the employees. The
feedback needs to be provided by the subordinates and the peer groups along with the superiors

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to the management so that the performance of the employees can be judged in an appropriate
manner.
The authors are also of the view that recognition of the employees helps in reinforcing
the capacity to alter the behavior of the employees so that they can improve their performance
within the organization. Rewards act as an important tool for motivation where some certain
behaviors of the employees are considered as positive that helps them in earning rewards, while
the behaviors that may prove detrimental for the organization are eliminated by the management.
The identification of the behaviors will help the management in providing better training to the
employees so that they can improve their performance within the organization in an efficient
manner. The culture that exists within the organization is directly related to the management of
the performance of the employees, as the focus is mainly oriented towards the people.
The relationship among the employees helps in fostering better growth in between the
leaders and the subordinates within the organization. It helps the organization in successfully
developing the quality of the relationship between the leader and the employees. This helps in
managing the performance of the employees in an effective manner. The analysis at the
organizational level helps in establishing the relationship between the management and the
employees in a better manner, which helps in improving the relationships between them (De
Waal 2013).
The authors Biron, Farndale and Paauwe (2011) are of the view that performance
management acts as a tactical and strategical tool within the organization. The strategic goals are
designed in a way that helps the upper management in achieving the objectives of the business
organization. The goals of the employees need to be linked with the goals of the organization so

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that performance management can help in improving the process of work of the employees in a
consistent manner. The employees need to have a clear understanding about the goals of the
organization so that they can exhibit the behaviors, which will help in contributing potentially
towards the goals of the organization.
The authors have also opined that the tactical goals will help in designing the
informations that are related to the decisions of the HR. The decisions of the HR may include the
adjustments in the salary along with the promotions that the capable employees need. The
recruitment, retention and the termination of the employees are all decided by the human
resources department. This department needs to spread awareness among the employees up on
which the rewards are based, so that the employees can understand it and work towards it for
achieving the rewards. This helps the managers in providing better coaching techniques to the
employees based on the strengths and weaknesses, which may improve or damage the level of
productivity of the employees.
Advantages and disadvantages
The advantages of the performance management is that it helps in ensuring that the
employees can understand the objectives and goals of the organization and can contribute in a
better way towards achieving it. It has a positive impact on the loyalty of the employees and the
satisfaction that they get from the job that is being carried out within the organization. It is done
by providing better feedbacks about the job to the employees by the management, which helps in
establishing a better linkage between the compensation that they receive with respect to the
performance of the employees within the organization. The employees also have an opportunity
to maximize their growth within the organization (Mone and London 2014).

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The advantage that the organization receives is that it helps them in retaining the
employees, which helps in building up of the loyalty among the employees. The employees
become more productive within the organization, which helps in reducing the communication
barriers that the organization may have. The benefit of the managers is that it helps them in
saving time, as the conflicts among the employees are decreased to a great extent. It also helps in
ensuring consistency and efficiency of the employees based on their performances. The
employees also get benefitted, as it provides them with the opportunity of assessing themselves,
which helps in improving their performance within the organization. The employees are also able
to choose a better path in their carrier, which will lead to satisfaction with respect to the job
(Reiche, Mendenhall and Stahl 2016).
However, there are certain disadvantages as well such as the employees may be ready to
quit their job based on the results. It is seen that if the process of rating the performance is not
fair, it may lead to the quitting of the organization by the employees. The employees may not
withdraw from the organization in a physical way but in a psychological manner they can
minimize their efforts within the organization. If the information that is provided to the
employees is misleading and false, then it might lead to the degradation of the performance of
the employees. This will also result in the lowering of the self esteem of the employees, which
may result in a negative contribution towards the organization by the employees (Mone and
London 2014)).
Another disadvantage for the organization is that it results in loss of money and a lot of
time while trying to evaluate the performance if the rating system of the employees is designed
in a poor state. This will lead to the unethical methods of reviewing the employee performance,

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which may lead to dissatisfaction of the job by the employees within the organization (Reiche,
Mendenhall and Stahl 2016).
Approaches used
The approaches that are taken by the authors Biron, Farndale and Paauwe is that they
observed 16 organizations and collected the responses of 153 HR personnel along with 95 non-
HR personnel. The 16 organizations are based in more than 19 countries, which helped the
authors in conducting the research. The findings after studying the organizations was that the
extent to which the upper management of the organizations were involved in managing the
performance of the employees. It can be derived that the involvement of the upper management
is present in some aspects when the performance is reviewed of the employees. The issues of the
employees can be identified in a better way by the managers, as they spend most of their time
with them, which can be communicated to the senior management in a better way. This allows
the senior management in the decision-making process with respect to the employee
performance.
The method that has been used by Haines and Onge is that they distributed the
questionnaire in different organizations and the responses have been collected from more than
200 employees that are based in Quebec, Canada. The interview was conducted over the phone,
as it was impossible in interviewing the employees of the organizations. The analysis of the
responses suggested that there is a positive and strong relationship between the effectiveness of
the employees and the training that they receive within the organization, which helps them in
increasing their level of performance. The regression analysis that was conducted by the authors

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showed that the effectiveness of the performance management and the multisource feedback
within the organization does not have any significance between them.
Conclusion
Therefore, it can be concluded that the authors of both of the journal articles have taken
up different point of views, which has helped in understanding the performance management in a
better manner. It can be seen that the organization plays important role in reviewing the
performance of the employees so that they get motivated and increase their level of productivity
within the organization. The organization needs to have a fair system of reviewing the employees
so that the can be communicated with the shortcomings, which will help in exhibiting different
attitudes and behavior, which may improve the performance of the employees.

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Reference List
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),
pp.1294-1311.
Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard
Business Review, 93(4), pp.40-50.
De Waal, A., 2013. Strategic Performance Management: A managerial and behavioral
approach. Palgrave Macmillan.
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. Academy
of Management Annals, 8(1), pp.127-179.
Haines III, V.Y. and St-Onge, S., 2012. Performance management effectiveness: practices or
context?. The International Journal of Human Resource Management, 23(6), pp.1158-1175.
Mone, E.M. and London, M., 2014. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Reiche, B.S., Mendenhall, M.E. and Stahl, G.K. eds., 2016. Readings and cases in international
human resource management. Taylor & Francis.