How Performance Evaluation link to other HRM systems

How Performance Evaluation link to other HRM systems

The importance of the relationship and alignment between the PA process, which forms the basis of most PM systems, and the HRM system has been well documented (Aguinis, 2013). After all, the secondary purpose of PA has historically been to support administrative decisions related to pay, promotion, and so on (Latham & Wexley, 1994). when concentrated on linkages to HRM systems the linkage between PM and pay-for-performance and/or reward systems (Catano et al., 2007; Chang & Hahn, 2006; van Vijfeijken, Kleingeld, van Tuijl, Algera, & Thierry, 2006). that compensation changes should flow from well-administered PM systems (Ferner & Almond, 2013; van Vijfeijken et al., 2006). Others argued that tying rewards to PM can generate a sense of over-entitlement among employees and potentially trigger misconduct and political behavior when expectations are not met (Fisk, 2010; Werbel & Balkin, 2010).

 

Figure 13

The PM in the context of organizational performance and high performance human resource practices or systems. the relationship between PM and bundles of different HR practices such as compensation, staffing, and employee participation were examined (Stumpf, Doh, & Tymon, 2010; Zhang & Li, 2009; C. Zheng, Morrison, & O’Neill, 2006). Moving forward, evidence suggests that a majority of firms link pay to performance (Rynes et al., 2005). this scoping review suggests that the administrative purposes of PM go beyond compensation to areas such as promotion and layoff (Bragger et al., 2014; Kaya, Koc, & Topcu, 2010; Stumpf, Doh, & Tymon, 2010; Suazo, Martínez, & Sandoval, 2009; van Vijfeijken et al., 2006). HRD are well situated to explore techniques which can help organizations to ensure clear career paths are fostered through effective PM systems. Given the aging labor force of much of the industrial world, and the cyclical nature of the economy and economic sectors.

Conclusion

                                               Figure 14 (Video 1)(AIHR - Academy to Innovate HR)
      

The Performance management is a set if process and system aimed at developing and employee. This not only focusing the employee do their job better and achieve organizational goals. This is a strategic and formal process it mean the key individualize career decisions, bounce, promotions, dismissal are linked with this process. Performance management is periodic, systematic objective process.

According to the Peter dracker -    “If you can’t measure it – you can’t improve it.”

When conducting performance management,

1.      The behavioral approach

2.      The result – oriented approach

In all post in previously can know how this performance management works and how it approaches in the organization.

 

Reference :

Aguinis, H. (2013). Performance management (3rd ed.). Boston, MA: Pearson.

Bragger, J., Kutcher, E., Menier, A., Sessa, V., Sumner, K. (2014). Giving nonselective downsizing a performance review.

Catano, V. M., Darr, W., Campbell, C. A. (2007). Performance appraisal of behavior-based competency: A reliable and valid procedure. Personnel Psychology.

Chang, E., Hahn, J. (2006). Does pay-for-performance enhance perceived distributive justice for collectivistic employees? Personnel Review.

Ferner, A., Almond, P. (2013). Performance and reward practices in foreign multinationals in the UK. Human Resource Management Journal.

Fisk, G. M. (2010). “I want it all and I want it now!” An examination of the etiology, expression, and escalation of excessive employee entitlement. Human Resource Management Review.

How To Do Performance Management | AIHR Learning Bite. (2019). YouTube. Available at: https://www.youtube.com/watch?v=WjvHPdlKoEA [Accessed 20 Nov. 2021].

‌Kaya, N., Koc, E., Topcu, D. (2010). An exploratory analysis of the influence of human resource management activities and organizational climate on job satisfaction in Turkish banks. The International Journal of Human Resource Management.

Latham, G. P., Wexley, K. N. (1994). Increasing productivity through performance appraisal (2nd ed.). Reading, MA: Addison-Wesley.

Rynes, S. L., Gerhart, B., Parks, L. (2005). Personnel psychology: Performance evaluation and pay for performance. Annual Review of Psychology.

Stumpf, S. A., Doh, J. P., Tymon, W. G. (2010). The strength of HR practices in India and their effects on employee career success, performance, and potential. Human Resource Management.

Suazo, M. M., Martínez, P. G., Sandoval, R. (2009). Creating psychological and legal contracts through human resource practices: A signaling theory perspective.

van Vijfeijken, H., Kleingeld, A., van Tuijl, H., Algera, J. A., Thierry, H. (2006). Interdependence and fit in team performance management.

Werbel, J., Balkin, D. B. (2010). Are human resource practices linked to employee misconduct? A rational choice perspective. Human Resource Management Review.

Zhang, Y. C., Li, S. L. (2009). High performance work practices and firm performance: Evidence from the pharmaceutical industry in China. The International Journal of Human Resource Management.

Zheng, C., Morrison, M., O’Neill, G. (2006). An empirical study of high performance HRM practices in Chinese SMEs. The International Journal of Human Resource Management.