A Model Of The Underlying Philosophy And Criteria For Effective Implementation Of Performance Management

Abstract

The objective of this study was to develop a model that assists organisations in implementing performance management effectively. A model describing the philosophical paradigm underpinning best practice in performance management and the criteria for effective implementation of performance management was developed. The sample used in this study was a convenience sample of 615 employees. Exploratory factor analysis revealed three reliable philosophical dimensions. Moderate correlations were found between the three dimensions and some of the implementation criteria

The influence of performance appraisal on the psychological contract of the inpatriate manager

“…Despite their importance and prevalent use, the implementation of performance appraisals is frequently defective in a number of ways. These limitations include erroneous judgements about performance, unproductive feedback, invalid performance criteria and a lack of transparency about the purpose of the system (Maley & Kramar, 2007;Whitford & Coetsee, 2006). At the same time, a performance appraisal cannot be an exclusive process, and the consequences of the appraisal may infl uence a number of human resource management areas (Rousseau, 2001).…”

“…At the Australian national level, the criteria for performance appraisal have received a great deal of attention from researchers and have been broadly divided into results and behaviours. Results are easily defined and can lead to superior productivity and business goals (Whitford & Coetsee, 2006). However, this approach has a number of shortcomings (McGovern, 1999;Muchinsky, 2002).…”

“…Consequently, a multinational organisation's purpose for conducting appraisals needs to be transparent. In other words, not only should the subordinate's and supervisor's expectations be aligned, but both also need to be in congruence with the organisation's rationale for conducting the appraisal (Milliman et al, 2002;Shen, 2005;Whitford & Coetsee, 2006). Furthermore, Milliman et al (2002) argue that the purpose of appraisal, in addition to controlling individuals and maximising the organisation's financial performance, is to develop the employee, engender allegiance and allow subordinate expression in an environment of trust.…”

“…Furthermore, they concluded that the purpose of appraisal has fallen short not only in the US, but in 10 other countries they sampled. Whitford and Coetsee (2006) examined performance appraisals in a large life insurance organisation in South Africa and also found that appraisal purpose was frequently unclear.…”

Hybrid purposes of performance appraisal in a crisis

“…Milliman et al (2002) argue that the purpose of appraisal has fallen short not only in the USA but in ten other countries they sampled. Whitford and Coetsee (2006) examined appraisal in a large life insurance firm in South Africa and they also found that the appraisal purpose was frequently unclear to employees. They recommended that MNCs need to devote more time and effort to managing the purpose of appraisals.…”