Best Practice Performance Management Schemes

1722 Words Aug 13th, 2014 7 Pages
Best practice is not always the ‘best’ practice when it comes to people management. Discuss
There is a growing recognition as evidenced by academic literature that the adoption of ‘best’ practice performance management schemes are important to attract and retain high performing talent in the workplace (MacDuffie 1995; Delaney and Huselid 1996; Delery and Doty 1996; cited in Marchington and Grugulis 2000). As established in the works of Jeffrey Pfeffer (1994, 1998; cited in Marchington and Grugulis 2000) there exists a set of ‘best’ human resource practices which if implemented in the workplace can enhance firm performance and can be universally applied to organisations. This implies that a ‘one-size-fits all’ recipe must be inherent in ‘best’ practice human resource management. This paper challenges this notion on the basis that business organisations are dynamic and continuously evolving entities. Therefore, their ability to successfully conform to a set of prescribed rules on people management is questionable. This paper also challenges the research methodology used to determine ‘best’ practice. Further, it is also argued that implementing a one size fits all system to manage people can generate a complete opposite response to what was hoped for. Lastly, the incongruence between the adoption of strict performance based management schemes and efforts by firms to build a team oriented work culture will be analysed. The aforementioned discussion points will be corroborated…
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