How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Tweedie, D; Wild, D; Rhodes, C; Martinov-Bennie, N

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Tweedie, D Wild, D Rhodes, C

Martinov-Bennie, N

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Publication Type:: Journal Article
Citation:: International Journal of Management Reviews, 2019, 21 (1), pp. 76 - 96
Issue Date:: 2019-01-01

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Field	Value	Language
dc.contributor.author	Tweedie, D	en_US
dc.contributor.author	Wild, D	en_US
dc.contributor.author	Rhodes, C https://orcid.org/0000-0002-6571-2872	en_US
dc.contributor.author	Martinov-Bennie, N	en_US
dc.date.issued	2019-01-01	en_US
dc.identifier.citation	International Journal of Management Reviews, 2019, 21 (1), pp. 76 - 96	en_US
dc.identifier.issn	1460-8545	en_US
dc.identifier.uri	http://hdl.handle.net/10453/135426
dc.description.abstract	© 2018 British Academy of Management and John Wiley & Sons Ltd While performance management (PM) is pervasive across contemporary workplaces, extant research into how performance management affects workers is often indirect or scattered across disciplinary silos. This paper reviews and synthesizes this research, identifies key gaps and explores ‘recognition theory’ as a nascent framework that can further develop this important body of knowledge. The paper develops in three main stages. The first stage reviews ‘mainstream’ human resource management (HRM) research. While this research analyses workers’ reactions to performance management in some depth, its focus on serving organizational goals marginalizes extra-organizational impacts. The second stage reviews more critical HRM research, which interprets performance management as a disciplinary, coercive or inequitable management device. While this literature adds an important focus on organizational power, there is scope to analyse further how PM affects workers’ well-being. To develop this strand of PM research, the third stage turns to the emerging field of recognition theory independently developed by Axel Honneth and Christophe Dejours. The authors focus especially on recognition theory's exploration of how (in)adequate acknowledgement of workers’ contributions can significantly affect their well-being at the level of self-conception. Although recognition theory is inherently critical, the paper argues that it can advance both mainstream and critical performance management research, and also inform broader inquiry into recognition and identity at work.	en_US
dc.relation.ispartof	International Journal of Management Reviews	en_US
dc.relation.isbasedon	10.1111/ijmr.12177	en_US
dc.subject.classification	Business & Management	en_US
dc.title	How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	21	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	21	en_US

Abstract:

© 2018 British Academy of Management and John Wiley & Sons Ltd While performance management (PM) is pervasive across contemporary workplaces, extant research into how performance management affects workers is often indirect or scattered across disciplinary silos. This paper reviews and synthesizes this research, identifies key gaps and explores ‘recognition theory’ as a nascent framework that can further develop this important body of knowledge. The paper develops in three main stages. The first stage reviews ‘mainstream’ human resource management (HRM) research. While this research analyses workers’ reactions to performance management in some depth, its focus on serving organizational goals marginalizes extra-organizational impacts. The second stage reviews more critical HRM research, which interprets performance management as a disciplinary, coercive or inequitable management device. While this literature adds an important focus on organizational power, there is scope to analyse further how PM affects workers’ well-being. To develop this strand of PM research, the third stage turns to the emerging field of recognition theory independently developed by Axel Honneth and Christophe Dejours. The authors focus especially on recognition theory's exploration of how (in)adequate acknowledgement of workers’ contributions can significantly affect their well-being at the level of self-conception. Although recognition theory is inherently critical, the paper argues that it can advance both mainstream and critical performance management research, and also inform broader inquiry into recognition and identity at work.

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http://hdl.handle.net/10453/135426