- Title
- Managing performance: a modern day myth or a game people play?
- Creator
- Nolan, John; Connell, Julia
- Relation
- International Journal of Employment Studies Vol. 12, Issue 1, p. 43-63
- Publisher
- Group Researching Organisations, Work, Employment and Skills (GROWES)
- Resource Type
- journal article
- Date
- 2004
- Description
- Performance appraisal and managing performance are they one and the same or fundamentally different? Although effective performance management has been touted as the key lever for change that may boost individual and team accomplishment in organisations, the results will be limited if it is a case of ‘old wine in new bottles’. The results of two case studies indicate that performance management systems operate in the same way as ‘old’ performance appraisals. Some interviewees perceived that ‘knowing how to play the corporate game’ was as important as performing well. Those who ‘play the game’, were perceived as advancing, while those who performed but did not ‘play the game’ were left confused about their performance, and subsequently, their future. Data analysis suggests that if managers want to introduce more innovative ways of managing performance, the solution could be in the level and frequency of informal feedback occurring between managers and employees.
- Subject
- supervision of employees; personnel management; industrial productivity; performance management systems
- Identifier
- uon:2498
- Identifier
- http://hdl.handle.net/1959.13/29244
- Identifier
- ISSN:1039-6993
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