Performance management and training

  • Bitten Hansen
Chapter
Part of the Management, Work and Organisations book series (MWO)

Abstract

Performance management has been the topic of considerable academic and practitioner debate since the mid 1980s. There is no single way of defining the practices of performance management, but in general the concept is about managing performance at and between various levels within an organisation including individual, team and business unit level, and the concept therefore relates to employment relations as a field of study. Storey and Sisson (1993) emphasise that performance management has to be understood in the context of an increasing interest in HRM in general and with the individualisation of the employment relationship in particular. Performance management can therefore be understood as constituting an element in the wider political and economic context of neo-liberal policies associated with industrialised economies such as the UK and the USA during the 1980s and 1990s.

Keywords

Income Dinated Defend Sonal Stake 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in to check access.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Ainsworth, M. and Smith, N. (1993) Making it Happen: Managing Performance at Work, Sydney: Prentice-Hall.Google Scholar
  2. Armstrong, M. (1992) Human Resource Management. Strategy and Action, London: Kogan Page.Google Scholar
  3. Armstrong, M. and Baron, A. (1998) Performance Management. The New Realities, London: Institute of Personnel and Development.Google Scholar
  4. Bacal, R. (1999) Performance Management, New York: McGraw-Hill.Google Scholar
  5. Barlow, G. (1989) ‘Deficiencies and the perpetuation of power: latent functions in management appraisal’, Journal of Management Studies, 26, 5, 499–516.CrossRefGoogle Scholar
  6. Bevan, S. and Thompson, M. (1991) ‘Performance management at the crossroads’, Personnel Management, November, 37–9.Google Scholar
  7. Bowles, M. L. and Coates, G. (1993) ‘Image and substance the management of performance as rhetoric or reality?’, Personnel Review, 22, 2, 3–21.CrossRefGoogle Scholar
  8. Braverman, H. (1974) Labor and Monopoly Capital, New York: Monthly Review Press.Google Scholar
  9. Bredrup, H. ‘Background for performance management’ in Rolstadås, A. (ed.) (1995) Performance Management: A Business Process Benchmarking Approach, London: Chapman & Hall.Google Scholar
  10. Brown, R. K. (1992) Understanding Industrial Organisations. Theoretical Perspectives in Industrial Sociology, London: Routledge.Google Scholar
  11. Brown, W. and Walsh, J. (1994) ‘Managing pay in Britain’, in Sisson, K. (ed.), Personnel Management. A Comprehensive Guide to Theory and Practice in Britain, Oxford: Basil Blackwell.Google Scholar
  12. Campbell, D. J., Campbell, K.M. and Chia, H. (1998) ‘Merit pay, performance appraisal, and individual motivation: an analysis and alternative’, Human Resource Management, 37, 2 (Summer) 131–46.CrossRefGoogle Scholar
  13. Carlton, I. and Sloman, M. (1992) ‘Performance appraisal in practice’, Human Resource Management Journal, 2, 3 (Spring) 80–94.CrossRefGoogle Scholar
  14. Drucker, P. (1955) The Practice of Management, London: Heinemann.Google Scholar
  15. Edwards, P., Collinson, M. and Rees, C. (1998) ‘The determinants of employee responses to total quality management: six case studies’, Organization Studies, 19, 3, 449–75.CrossRefGoogle Scholar
  16. Flanagan, J. C. (1954) ‘The critical incident technique’, Psychological Bulletin, 51, 327–58.CrossRefGoogle Scholar
  17. Fletcher, C. and Williams, R. (1992a) Performance Management in the UK. An Analysis of the Issues, London: Institute of Personnel Management.Google Scholar
  18. Fletcher, C. and Williams, R. (1992b) ‘The route to performance management’, Personnel Management, October, 42–7.Google Scholar
  19. Fowler, A. (1990) ‘Performance management. The MBO of the’ 90s?’, Personnel Management, July, 47–51.Google Scholar
  20. Fox, A. (1966) ‘Industrial sociology and industrial relations’, Royal Commission on Trade Unions and Employers’ Associations, Research Paper, 3, London: HMSO.Google Scholar
  21. Fox, A. (1974) Beyond Contract: Work, Power and Trust Relations, London: Faber & Faber.Google Scholar
  22. Fox, S. (ed.) (1998) The European Business Environment: UK, London: International Thomson Business Press.Google Scholar
  23. Gallie, D., White, M., Cheng, Y. and Tomlinson, M. (1998) Restructuring the Employment Relationship, Oxford: Clarendon Press.Google Scholar
  24. Goffman, E. (1959) The Presentation of Self in Everyday Life, New York: Penguin.Google Scholar
  25. Grint, K. (1991) The Sociology of Work. An Introduction, Cambridge: Polity Press.Google Scholar
  26. Grint, K. (1993) ‘What’s wrong with performance appraisals? A critique and a suggestion’, Human Resource Management Journal, 3, 3, 61–77.CrossRefGoogle Scholar
  27. Guest, D. E. (1987) ‘Human resource management and industrial relations’, Journal of Management Studies, 24, 5, 503–21.CrossRefGoogle Scholar
  28. Hansen, B. (1994) ‘The Missing Link — Performance Management and Training Strategy at Spire Insurance’, unpublished Master’s dissertation in Industrial Relations, Warwick Business School, University of Warwick, September.Google Scholar
  29. Harrison, R. (1992) Employee Development, London: Institute of Personnel Management.Google Scholar
  30. Hartle, F. (1995) Transforming the Performance Management Process, London: Kogan Page.Google Scholar
  31. Hendry, C. and Pettigrew, A. (1986) ‘The practice of strategic human resource management’, Personnel Review, 15, 5, 3–8.CrossRefGoogle Scholar
  32. Holden, L. and Livian, Y. (1992) ‘Does strategic training policy exist? Some evidence from ten European countries’, Personnel Review, 21, 1, 12–23.CrossRefGoogle Scholar
  33. Incomes Data Services (1992) Performance Management, IDS Study 518, November, London: Incomes Data Services.Google Scholar
  34. Incomes Data Services (1997) Performance Management, IDS Study 626, May, London: Incomes Data Services.Google Scholar
  35. Industrial Society (1994) Performance Management, London: Industrial Society.Google Scholar
  36. Keep, E. (1989) ‘Corporate training stategies: the vital component?’ in J. Storey (ed.), New Perspectives of Human Resource Management, London: Routledge.Google Scholar
  37. Kessler, I. (1994) ‘Performance pay’, in Sisson, K. (ed.), Personnel Management. A Comprehensive Guide to Theory and Practice in Britain, Oxford: Basil Blackwell.Google Scholar
  38. Lane, J. E. (1995) The Public Sector. Concepts, Models and Approaches, London: Sage.Google Scholar
  39. Legge, K. (1995) Human Resource Management. Rhetorics and Realities, London: Macmillan.CrossRefGoogle Scholar
  40. Legge, K. (1998) ‘The morality of HRM’, in Mabey, C., Salaman, G. and Storey, J. (eds), Strategic Human Resource Management, London: Sage.Google Scholar
  41. Littler, C. R. (1982) The Development of the Labour Process in Capitalist Societies, London: Heinemann.Google Scholar
  42. Local Government Management Board (1994) Performance Management and Performance Related Pay, London: The Local Government Management Board.Google Scholar
  43. Longenecker, C. O., Sims, H. P. and Gioia, D. A. (1987) ‘Behind the mask: the politics of employee appraisal’, Academy of Management Executive, 1, 3, 183–93.CrossRefGoogle Scholar
  44. McGregor, D. (1957) ‘An uneasy look at performance appraisal’, Harvard Business Review, 35, 89–94.Google Scholar
  45. Mayo, E. (1933) The Human Problems of an Industrial Civilization, New York: Macmillan.Google Scholar
  46. Newton, T. and Finlay, P. (1996) ‘Playing God? The performance of appraisal’, Human Resource Management Journal, 6, 3, 42–58.CrossRefGoogle Scholar
  47. Noble, C. (1998) ‘International comparisons of training policies’, in Maybey, C., Salaman, G. and Storey, J. (eds), Strategic Human Resource Management. A Reader, London: Sage.Google Scholar
  48. Nolan, P. (1989) ‘Walking on water? Performance and industrial relations under Thatcher’, Industrial Relations Journal, 20, 2, 81–92.CrossRefGoogle Scholar
  49. Offe, C. (1976) Industry and Inequality, London: Edward Arnold.Google Scholar
  50. Pettigrew, A., Sparrow, P. and Hendry, C. (1988) ‘The forces that trigger training’, Personnel Management, December, 28–32.Google Scholar
  51. Porter, M. E. (1980) Competitive Strategies: Technologies for Analyzing Industries and Firms, New York: Free Press.Google Scholar
  52. Porter, M. E. (1985) Competitive Advantage: Creating and Sustaining Superior Performance, New York: Free Press.Google Scholar
  53. Rogers, S. (1990) Performance Management in Local Government, Essex: Longman.Google Scholar
  54. Rose, M. (1975) Industrial Behaviour. Theoretical Development since Taylor, London: Allen Lane.Google Scholar
  55. Scott, W. H., Banks, J. A. and Lupton, T. (1956) Technical Change and Industrial Relations. A Study of the Relations between Technical Change and the Social Structure of a Large Steelworks, Liverpool: Liverpool University Press.Google Scholar
  56. Smith, I. (1992) ‘Reward management and HRM’, in Blyton, P. and Turnbull, P. (eds), Reassessing Human Resource Management, London: Sage.Google Scholar
  57. Stiles, P., Gratton, L., Truss, C., Hope-Hailey, J. and McGovern, P. (1997) ‘Performance management and the psychological contract’, Human Resource Management Journal, 2, 1, 57–66.CrossRefGoogle Scholar
  58. Storey, J. and Sisson, K. (1993) Managing Human Resources and Industrial Relations, Buckingham: Open University Press.Google Scholar
  59. Taylor, F. W. (1911) Principles of Scientific Management, New York: Harper & Row.Google Scholar
  60. Thompson, P. and McHugh, D. (1990) Work Organisations. A Critical Introduction, London: Macmillan.CrossRefGoogle Scholar
  61. Torrington, D. and Hall, L. (1995) Personnel Management: HRM in Action, 3rd edn., Hemel Hempstead: Prentice HallGoogle Scholar
  62. Townley, B. (1989) ‘Selection and appraisal: reconstituting “social relations”’, in Storey, J. (ed.), New Perspectives on Human Resource Management, London: Routledge.Google Scholar
  63. Townley, B. (1994) Reframing Human Resource Management. Power, Ethics and the Subject at Work, London: Sage.Google Scholar
  64. Whittington, R. (1993) What is Strategy and Does it Matter?, London: Routledge.Google Scholar
  65. Whittington, R., Pettigrew, A., Peck, S., Fenton, E. and Conyon, M. (1999) ‘Change and complementarities in the new competitive landscape: a European study, 1992–1996’, Organization Science, 10, 5, 583–600 (September).CrossRefGoogle Scholar
  66. Williams, R. S. (1998) Performance Management. Perspectives on Employee Performance, London: International Thomson Business Press.Google Scholar
  67. Winstanley, D. and Stuart-Smith, K. (1996) ‘Policing performance: the ethics of performance management’, Personnel Review, 25, 6, 66–84.CrossRefGoogle Scholar

Copyright information

© Bitten Hansen 2000

Authors and Affiliations

  • Bitten Hansen

There are no affiliations available

Personalised recommendations