Performance Management: Trends in HRM Presentation Analysis

This presentation, prepared for HRMT20024, analyzes performance management trends based on two research papers: Maley (2013) and Yoon, Sung, & Choi (2015). It explores the hybrid purposes of performance appraisal, focusing on achieving organizational strategic goals, employee development, and administrative tasks, especially during economic downturns. The presentation also examines the impact of intrinsic and extrinsic rewards on employee creativity, highlighting the importance of aligning rewards with work tasks and employee needs. The analysis covers the challenges in balancing global and local HR standards and emphasizes the need to capture both implicit and explicit employee issues in performance appraisal systems to reflect the strategic role of employees. The conclusion stresses the importance of linking employee needs with organizational goals and developing a performance appraisal system that reflects the strategic role that the employee performs within the organization.

Performance management
Presenter’s Name

Introduction
 Employee performance measurement is one way that human resource
managers gauge the importance of the employee.
 Performance appraisal is the common tool that most organizations use.
 Employee performance varies based on different challenges that
employees face.
 Rewards can be used to increase performance through increased
employee creativity.
 This presentation analyses two works Maley (2013) and Yoon, Sung,
& Choi (2015).

Maley, J. (2013), Hybrid purposes of
performance appraisal in a crisis.
 Maley (2013) suggests that the purpose of performance
management is to achieve strategic goals in the organization.
 This focusses on three areas; increased individual employee
performance, employee development and administrative tasks
 performance appraisal fails to find the middle ground between
management and employees.
 The objective of the journal is analyze performance appraisal in
economic downturns or global crisis.
 Previous research literature was used to analyze the topic.

Findings
 Findings reveal that literature defines explicit purpose of appraisal
and not implicit.
 Employees do not raise implicit concerns but only explicit ones.
 Appraisal systems capture both results and behaviour modes.
 Results are easily seen while behaviors are not as seen on the
Japanese system o work.
 Balancing global and local human resource standards in appraisal.
 The system fails to capture international challenges like economic
crisis.

Recommendations
 The to reflect the formal purpose of performance management and to
capture culture and contextual factors that shape performance.
 This allows fulfillment of implicit and explicit expectations.
 Analysis of cultural and local context when assessing employees.
 Management to understand how cultural and contextual factors shape
employee performance.
 Balancing between employee needs and management needs during
appraisal.
 The outcome is a clear strategic goal for the employee.

Yoon, H. J., Sung, S. Y., & Choi, J. N. (2015). Mechanisms
underlying creative performance: employee perceptions of intrinsic
and extrinsic rewards for creativity
Employee creativity is challenging in conforming to established
standards.
The journal sought to clarify the role of intrinsic and extrinsic
rewards on creativity.
Ambiguities exist in the reward-creativity relationship.
Organizations use reward systems to encourage employee creativity.
Most employees are not creative since it challenges status quo by
going outside established standards.
Survey was done on 241 employee-peers in South Korea industries.

Findings
 Most organizations use reward to increase creativity.
 Creativity is high when intrinsic motivation is linked work tasks.
 This leads to increased creativity and performance.
 Extrinsic rewards are contingent on personal and contextual characteristics.
 They only work for employee who know the value of the reward.
 Intrinsic rewards are predictors of extrinsic performance by exerting direct effect
on employees.
 There is interaction between extrinsic and intrinsic rewards.
 Thus extrinsic rewards work on tasks that have intrinsic characteristics.

Conclusion
 Employee performance needs to capture the implicit and explicit
employee issues.
 When rewards are used tasks need to be organized in an intrinsic
way so that extrinsic rewards can be effective.
 The performance appraisal system has to be developed in a way
that reflects the strategic role that employee performs.
 Management has to ensure there is a link between employee
needs and organizational needs.

References
 Maley, J. (2013). Hybrid purposes of performance
appraisal in a crisis. Journal of Management
Development, 32(10), 1093-1112.
https://doi.org/10.1108/JMD-03-2012-003
 Yoon, H. J., Sung, S. Y., & Choi, J. N. (2015).
Mechanisms underlying creative performance: employee
perceptions of intrinsic and extrinsic rewards for
creativity. Social Behavior and Personality, 43(7), 1161-
1180. http://dx.doi.org/10.2224/sbp.2015.43.7.1161