Performance Management Effectiveness: Lessons from Worldleading Firms

9948 WordsNov 8, 201140 Pages
The International Journal of Human Resource Management Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rijh20 Performance management effectiveness: lessons from worldleading firms Michal Biron a a b , Elaine Farndale & Jaap Paauwe b b Graduate School of Management, University of Haifa, Mount Carmel, Haifa, Israel b Department of Human Resource Studies, Tilburg University, LE Tilburg, The Netherlands Available online: 30 Mar 2011 To cite this article: Michal Biron, Elaine Farndale & Jaap Paauwe (2011): Performance management effectiveness: lessons from world-leading firms, The International Journal of Human Resource Management, 22:06, 1294-1311 To link to this…show more content…
Over the past two decades, with the growing understanding of the role of human capital in firm success, performance management has become increasingly important as ‘managers, be they in the public or private sector, are under constant pressure to improve the performance of their organizations’ (Holloway, Francis and Hinton 1999, p. 351). Not surprisingly, the theme has become the focus of many scholar enquiries as well (e.g. Fletcher and Williams 1996; DeNisi 2000; Thorpe and Beasley 2004). However, while several authors (e.g. Otley 1980; Armstrong 2000; Molleman and Timmerman 2003) acknowledge the much-touted benefits of performance management systems, *Corresponding author. Email: farndale@uvt.nl ISSN 0958-5192 print/ISSN 1466-4399 online q 2011 Taylor & Francis DOI: 10.1080/09585192.2011.559100 http://www.informaworld.com The International Journal of Human Resource Management 1295 Downloaded by [UVA Univeriteitsbibliotheek] at 01:41 19 October 2011 suggesting that these systems make a useful contribution to the effectiveness of organisations, others (e.g. Rademan and Vos 2001; Furnham 2004; Hazard 2004) express criticism and concern regarding their effectiveness. The current study seeks to explain these divergent findings; we draw from signalling theory (e.g. Spence 1973; Murray 1991) to propose a framework of organisational facilitating practices, which may be particularly relevant for understanding the

    More about Performance Management Effectiveness: Lessons from Worldleading Firms

      Open Document