Performance management: Theory in practice?

Nankervis, A and Compton, R 2006, 'Performance management: Theory in practice?', Asia Pacific Journal of Human Resources, vol. 44, no. 1, pp. 83-101.

Document type: Journal Article
Collection: Journal Articles

Title Performance management: Theory in practice?
Author(s) Nankervis, A
Compton, R
Year 2006
Journal name Asia Pacific Journal of Human Resources
Volume number 44
Issue number 1
Start page 83
End page 101
Total pages 18
Publisher Sage Publications
Abstract This paper reports the findings of a recent Australian study of performance management systems conducted by the School of Management at Curtin University of Technology, Perth, in association with the Australian Human Resources Institute (AHRI). It was undertaken electronically via the AHRI website, and resulted in a broad range of responses from both the public and private sectors. It reflects the views of a broad sample of Australian HR professionals. Its main purposes were to update findings from earlier studies, to ascertain current levels of use and satisfaction, and to determine whether performance management has become a more effective strategic tool in the human resource management repertoire. The findings suggest, as in earlier studies, that the use of, and satisfaction with performance management systems remain problematic, although there are some indications that the increasing integration of the balanced scorecard within these systems appears to encourage more strategic links between individual, group, and organisational outcomes, as espoused by strategic human resource management theorists.
Subject Organisation and Management Theory
DOI - identifier 10.1177/1038411106061509
Copyright notice © 2006 Australian Human Resources Institute.
ISSN 1038-4111
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