Performance Management: A Scoping Review of the Literature and an Agenda for Future Research

Brown, Travor C.; O’Kane, Paula; Mazumdar, Bishakha; McCracken, Martin

doi:10.1177/1534484318798533

Cited by 96 publications

(130 citation statements)

References 135 publications

(202 reference statements)

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“…Thus, the results indicate the necessity to include this cultural dimension in future studies on cross-cultural PMS, and support the recommendation to go beyond a few commonly used cultural dimensions, and include assertiveness and other cultural dimensions in cross-cultural research (Brown et al, 2018;Kirkman et al, 2017;.…”

Section: Discussionsupporting

confidence: 67%

“…A generalized qualitative approach (Yin, 2016) was used for data collection and analysis. The three dimensions of design, enactment and experience of HR practices (Nishii & Wright, 2008) were examined by using multiple sources of data, as recommended for PMSs research (Brown et al, 2018;Ikramullah, Van Prooijen, Iqbal, & Ul-Hassan,-2016;Schleicher et al, 2018), and case study research (Eisenhardth, 1989;Yin, 2014). In each case, a few informal meetings were held with the focal person, and then formal approval was secured from the CEO in two organizations and the CHRO in the other two organizations.…”

Section: Data Collectionmentioning

confidence: 99%

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The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan

Nadeem

Tayyab

2020

Can J Adm Sci

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This paper examines the interplay between national cultural dimensions and the design, enactment, and experience of a Western model of a performance management system (PMS) in a non-Western setting. Data from four organizations in Pakistan indicate that domestic organizations are designing their PMSs in accordance with Western practices. Additionally, it reveals that during enactment and experience, the cultural values of low assertiveness, high in-group collectivism, and high power distance interact, although to varying degrees, with continuous feedback, appraisal meetings, final ratings, outcomes, and objective setting. Thus, while convergence in design reflects the far-reaching influence of globalization, divergence is attributable to cultural values which act as a deep-rooted force during enactment.

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Section: Discussionsupporting

confidence: 67%

Section: Data Collectionmentioning

confidence: 99%

The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan

Nadeem

Tayyab

2020

Can J Adm Sci

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Section: Organizational Hrd Culturementioning

confidence: 99%

“…Learning, on the other hand, aims to enable employees to deal with the challenges of the daily tasks (Sparr, Knipfer, & Willems, 2017). Performance and learning both relate to organizational HRD culture through T&D and OD efforts in the organization (Brown, O'Kane, Mazumdar, & McCracken, 2019). Oftentimes, when organizational support for performance and learning is poor, employee perceptions of HRD may be limited to instructional design, training delivery, learning management systems, and learning technologies (Hirudayaraj & Baker, 2018).…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Akdere

Egan

2020

Human Resource Dev Quarterly

113

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This large-scale study (n = 5,349) explores a long-standing, but rarely validated value chain. Since the inception of human resource development (HRD), the intersection between top organizational leadership, HRD, and organizational performance outcomes has been emphasized by scholars and practitioners. Leadership has been highlighted as the key catalyst both in encouraging employee learning and performance and in formulating an HRD supportive culture toward key organizational outcomes. However, there is a dearth of empirical studies that have focused on the intersection of leadership, HRD, and organizational performance, and virtually no studies have systematically investigated specific leadership practices, such as transformational leadership (TL). We explore the intersection between TL, HRD, and organizational performance by engaging 3,474 employees and 1,875 customers from 69 healthcare locations in the United States. Ideally, transformational leaders encourage followers to enrich their knowledge, skills, and abilities in order to increase individual and shared learning to advance organizational performance. A major organizational support function toward such employee development is HRD and its core domains-learning and performance. Those organizations fostering excellence in learning and performance have been identified as having strong organizational HRD cultures. The study reported herein supported

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“…Performance appraisal as a motivational tool that can be used to enhance the motivation. It is necessary for staff sustainability [4].…”

Section: Results (In Light Of Cause and Effect)mentioning

confidence: 99%

Performance Appraisal; Application of Victor Vroom Expectancy Theory

Rehman¹,

Sehar²,

Afzal³

2019

SJNHC

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A performance evaluation is a regular analysis of the job performance of an employee and the overall contribution to an organization. It evaluates employees' skills, achievements and lacking. The performance assessment process of employees is essential for organizations to boost the productivity of employees and improve their results. Employees are less motivated in government and private hospitals. Employees and organization did not meet each other expectations. Victor Vroom develops theory of expectancy in 1964 which applied in this scenario. Vroom stated that three major factors determine the person motivation: expectancy, instrumentality and valence. Performance appraisal used as motivational tool and it is necessary for staff sustainability. Organization should do performance evaluation of employees and give feedback according to their work. Motivation is very important to enhance employee organizational commitment, resulting in higher productivity levels. Rewards are also some of the key strategies to strengthen the motivation of employees to use their best capabilities to develop innovative ideas that could improve organizational performance.

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Performance Management: A Scoping Review of the Literature and an Agenda for Future Research

Cited by 96 publications

References 135 publications

The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan

The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Performance Appraisal; Application of Victor Vroom Expectancy Theory

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