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Performance Management
Chapter 18 of Human Resource Management in a Business Context
(3rd Edition 2007) by Alan Price - published by Cengage
Contents
Objectives
The purpose of this chapter is to:
- Determine the criteria that distinguish 'good' from less acceptable performance
- Evaluate the most common techniques for measuring performance
- Investigate how performance management can be used to reinforce an organization's human resource
strategies
- Consider whether or not performance management really encourages desirable work behaviour
Sections
Performance assessment
The environmental context
The organization and effective performance
Performance strategies
Performance management systems
The assessment process
Limitations of performance management
Counselling interviews
Objectivity and subjectivity in assessment
Summary
HRM is associated with sophisticated and intensive performance assessment, typically
involving performance-related pay. The assessment of performance can be beneficial to
personal development. We considered performance management as an integrated system.
Theoretical descriptions of such systems emphasize their value to the link between
individual employee performance and the achievement of strategic goals. However, there
are philosophical issues of what precisely represents 'good' performance, and further
technical problems of measurement. We completed the chapter with a critique of appraisal
methods and a discussion of recent attempts to objectify their use.
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Human Resource Management in a Business Context, 3rd edition
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