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Determining the impact of an organisation's performance management system
Author(s) -
Harper Sarah,
Vilkinas Tricia
Publication year - 2005
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/1038411104048167
Subject(s) - clarity , performance management , business , process management , key (lock) , operations management , psychology , knowledge management , marketing , computer science , engineering , computer security , biochemistry , chemistry
Soon after an Australian organisation introduced a performance management system (PMS), the researchers asked employees to comment on their attitudes to the PMS. In addition, key stakeholders, managers and employees were interviewed to determine what they considered the impact of the PMS to have been. The results indicated that those workgroups that were already performing well benefited from the PMS, whereas those that were not had a more negative attitude to the PMS and were less positive about its impact on performance. The stakeholders and managers stated that the PMS had a more positive impact on performance than did the employees. Other successful outcomes as a result of the introduction of the PMS included: increased role clarity, standardisation of performance objectives, increased feedback on performance and the development of more accurate and relevant performance measures. The study also highlighted the difficulties encountered when evaluating PMS. Both the timing of the evaluation and the measures used need to be carefully considered when designing the evaluation.