Performance management theory: A look from the performer's perspective with implications for HRD

Abstract

Performance management methods are receiving increased attention as organizations seek performance gains from their workforces during challenging economic times. In this paper, the construct of performance management is challenged along two lines: how applied models do not take full advantage of existing theories of work motivation; and how the impact of performance management will continue to be constrained as long it remains a predominantly top-down process. Several relevant theories of motivation are examined to illustrate gaps between theory and practice and to provide a basis for looking at performance management from the performer's perspective. Resulting implications for the human resource development (HRD) field are discussed.

Key words:

• Performance management
• performance appraisal
• motivation
• self-management