Performance Management: A Comparative Analysis of Two Articles

This report provides a comparative analysis of two articles focusing on performance management: Michal Biron, Elaine Farndale & Jaap Paauwe's "Performance management effectiveness: lessons from world-leading firms" and Victor Y. Haines III & Sylvie St-Onge's "Performance management effectiveness: practices or context?". The report highlights similarities, such as the importance of management training for employee development and the role of performance management in achieving strategic goals. It also details the differences in research methodologies, including data collection methods like questionnaires and interviews, and the focus of each study. The Biron et al. article emphasizes the significance of superior involvement and feedback, while Haines et al. highlights the positive impact of training and employee recognition on performance management effectiveness. The report concludes by summarizing the key findings and emphasizing the systematic nature of performance management in evaluating employee performance and achieving organizational objectives. The report also discusses the limitations of each study and provides a comprehensive overview of the researchers' conclusions.

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Performance management is a systematic process applied to evaluate the employee’s
performance on a given task in an organisation. It is the set of activities as well as actions to
ensure that the goals of the organization are met in an effective as well as efficient manner
(Barth & Beer 2017). Many scholars time to time review performance evaluation and
management and made their efforts to understand the role of performance management are
very helpful for the managers and leaders. The collection of different articles and studies
gives valuable support to the managers of an organisation to manage the performance of an
organisation. In this essay, the two selected articles for the performance management are
review the similarities as well as are discussed.
The two articles which is selected for this essay are Michal Biron , Elaine Farndale & Jaap
Paauwe (2011) “Performance management effectiveness: lessons from world-leading firms,
The International Journal of Human Resource Management” and Victor Y. Haines III &
Sylvie St-Onge (2012) “Performance management effectiveness: practices or context?, The
International Journal of Human Resource Management”. The similarities between the two
articles include that both the researcher believed that the training provided by the
management is considered the significant aspect of managing the performance of the
employee. However, training is the most important method of increasing the knowledge,
skills and abilities of the individual (Bauwens 2018). In both the studies, researcher says that
the managers, who are well trained, regarded as more competent as well as well informed by
the methods of evaluating the performance as compared to the manager who is untrained. The
organization will work efficiently, when it is operated by the well-trained managers as well as
employees (Bauwens, Audenaert & Decramer 2019). The both Haines et al as well as Biron
et al shows that system of performance management is considered the medium for executing
the strategic initiatives. They says that various activities for managing the performance in
which the corporation engaged is important for enhancing the performance of the companies
as well as also helps in developing the individuals in the organization. The researcher in their
studies finds that an earlier study does not provide the real insight for the Performance
management effectiveness.
In the study both, the researcher says that performance management is important and a major
aspect for achieving the strategic goal of the organization. Performance management is also
helps in achieving the tactical goal as well as overall objective of the organization (Doellgast
& Marsden 2019). Further, the similarities also include that in their study the researcher does
not focuses on the current practices used by the organization and their impact on the

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effectiveness of managing the performance, both the studies comparative is also not done to
know the influence of Performance management in different countries and in the different
organization.
The differences in the both the articles show that Haines et al for managing the performance
in the organization in the effective manner. The study is more focused on the theory of
Signalling, which is adopted for developing the practices of organization. This theory is
adopted to make the decisions of recruitment in the uncertainty, whereas Biron et al study is
focused in the level of training provided to the managers for managing, the usage of
multisource feedback as well as various practices of employee recognition (Biron, Farndale
& Paauwe 2011). In this study researcher, also shows that contextual factors are also play a
key role for the effectiveness of performance management however, in study the researcher
focuses on the factors like organizational culture, climate of employee relation. Haines et al
used the questionnaire method for collecting the data, the researcher has mail the
questionnaire to the executives of human resource management in every 1556 corporations
along with the two hundred more workers, which is situated in Quebec (Canada) (Haines &
Onge 2012). The researcher also conducted the survey through the phone; the survey was
taken of the human resource executive. The back translation conventional method and the
French language are used in the development of the questionnaire. However, Biron et al used
the interview method for the data collection. In 2004-2005, the semi-structured interviews
was conducted, the data is collected from the 153 professionals of Human Resource
professionals as well as other 95 employees in the sixteen multinational corporations, which
is in the nineteen countries (Biron, Farndale & Paauwe 2011).
The researcher also get different results, Biron et al finds that involvement of the superior is
considered to be vital due to matching the objectives of Performance management with the
vision of the organization. The researcher also finds that to effectively managing the
performance the feedback of supervisor, program of socialisation for effectively
communicating the performance with the employees. The other researcher believed that the
feedback should be effectively communicated to the employees, this will results in increasing
the satisfaction as well as efficiency of the workers (Dewettinck & Vroonen 2017). However,
Haines et al finds that some of the practices are very important for improving the method and
shows that there is the positive association between the training as well as effectiveness of
performance management. The relationship between recognition of employees as well as
effectiveness of performance management is also positive (El Nasri & Suliman 2019). The

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limitations in the study of Haines et al includes that the researcher does not focused on the
subjective character for the effectiveness of performance management level because it is
major for recognizing the various complaints of the workers working in the organization
(Haines & Onge 2012). The variations in the performance of the employees as well as the
absenteeism of the employee’s aspects were also not included while conducting the study
whereas in the other study Biron et al is also focused on the qualitative character of the study.
In study, for the analysis researcher only collected the data from the well-established
organizations (Biron, Farndale & Paauwe 2011).
From the above it is conclude that Performance management is the systematic as well as
organized method, which is useful for evaluating the performance of the employee’s, who all
are working in the organization in a specific job. In this essay, two articles are selected for
reviewing the effectiveness of performance management. From the above it also concludes
that there are various similarities in both the studies, which shows that researchers believe
that the training of managers is the major aspect. The differences in the articles are that the
researcher uses different process and methods for measuring the effectiveness of performance
management.
References

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Barth, AL & Beer, WD 2017, Performance Management Success: A Best Practices and
Implementation Guide for Leaders and Managers of All Organizations, Springer, Berlin.
Bauwens, R,AM,&DA 2018, 'Fostering societal impact and job satisfaction: the role of
performance management and leader–member exchange', Public Management Review, pp. 1-
30.
Bauwens, R, Audenaert, M & Decramer, A 2019, 'Fostering societal impact and job
satisfaction: the role of performance management and leader–member exchange', Public
Management Review, vol 21, no. 10, pp. 1486-1515.
Biron, M, Farndale, E & Paauwe, J 2011, 'Performance management effectiveness: lessons',
The International Journal of Human Resource, vol 23, no. 6, pp. 1294-1311.
Dewettinck, K & Vroonen, W 2017, 'Antecedents and consequences of performance
management enactment by front-line managers. Evidence from Belgium', The International
Journal of Human Resource Management , vol 28, no. 17, pp. 2473-2502.
Doellgast, V & Marsden, D 2019, 'Institutions as constraints and resources: Explaining cross‐
national divergence in performance management', Human Resource Management Journal,
vol 29, no. 2, pp. 199-216.
El Nasri, N & Suliman, A 2019, 'Talent Management, Employee Recognition and
Performance in the Research Institutions', Studies in Business and Economics, vol 14, no. 1,
pp. 127-140.
Haines, VY & Onge, SS 2012, 'Performance management effectiveness: practices or
context?', The International Journal of Human Resource, vol 23, no. 6, pp. 1158-1175.