Performance management: Lessons from world-leading firms
While interest in performance management has increased considerably in recent years, research has revealed inconsistent results about its effectiveness. Inconsistencies may be related to insufficient understanding of the factors likely to enhance the effectiveness of performance management systems. The current study seeks to address this issue by investigating performance management systems in 16 world-leading firms. We use signalling theory (e.g., Murray, 1991; Spence, 1973) to propose that to the extent that firms promote certain facilitating practices, employees infer that management is concerned with performance management issues, and this may have a trickle-down effect with regards to the effectiveness of the firm's performance management system. Our framework proposes four performance management system facilitators, namely (1) taking a broad view of performance management that includes both strategic and tactical elements, (2) involving senior managers in the process, (3) clearly communicating performance expectations, and (4) formally training performance raters.
Files
Metadata
Work Title | Performance management: Lessons from world-leading firms |
---|---|
Access | |
Creators |
|
Keyword |
|
License | In Copyright (Rights Reserved) |
Work Type | Article |
Publisher |
|
Publication Date | March 30, 2011 |
Publisher Identifier (DOI) |
|
Deposited | September 12, 2023 |
Versions
Analytics
Collections
This resource is currently not in any collection.