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Introduction
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Performance Management” of the employees is considered as an important tool for the growth and development in the workplace. This process helps in increasing the performance of the employees. The primary purpose of managing the performance of the employees in an organisation is to improve the organisation's effectiveness. In this study, two articles will help in analysing the similarities as well as dissimilarities of the “performance management” based on it. This process helps the managers to improve “organisational performance”. The implication of this system happens for increasing performance and effectiveness within an organisation. This study mainly focuses on the management of performance and training which the managers get.
Main Body
2.1. Definition of Performance Management based on two articles
This study is mainly based on “Performance Management Effectiveness” and it is an important part of an organisation. In this part, the discussion will mainly be done based on the two articles. As per the view of Biron, Farndale & Paauwe, (2011) Performance Management (PM is considered as wide activities range which is engaged by the companies. The authors also discussed in their article that this process helps in enhancing the effectiveness of the organisation. The development of the individual as well as units is done for the actual objective of developing effectiveness of company (Schleicher et al., 2018). The concept of PM is an important factor to the managers of an organisation whether they work in the private or public sector.
In contrast, according to the opinion of Haines III & St-Onge, (2012) "performance management" of the employees is effective process for implementing the initiatives strategically. The authors also discussed in their article that it assists an organisation to manage the improvement of the "workforce". The authors' view also goes to the matter that the original functioning is the PM system leads to broad dissatisfaction. Many authors discussed their views and thought that the PM system does not improve performance of a company. The reason for this failure can be misalignment of practices of PM. It is seen that most of the research on this matter said that there is an issue regarding measurement associated with PM (Beeri, Uster & Vigoda-Gadot, 2019). In this matter, few studies also prove that the practices of PM improve "overall system effectiveness".
According to the view of Haines III & St-Onge, (2012) the concept of the “performance management system” is failing due to wrong comprehension and short duration. On the other hand, Biron et al., (2011) “performance management” helps in increasing the performance of the organisation. The speakers also thought that the PM system also has different benefits
2.2. Similarities of “Performance management” based on two articles
The study shows the concept of managing the performance of the employees within an organisation. The discussion is mainly going based on two articles as well as many other articles (Haines III & St-Onge, 2012). The views of the authors differ from each other but it also has similarities in some factors. Both the articles in this part focus on the matter of PM and its effectiveness on the organisation. Based on the research of those articles, the authors focus on giving proper training related to PM. The recognition of the employees as well as “employee feedback is the other two factors that are given importance in those articles. Both the articles are similar in the factor of managing the culture of the organisation (Robert, Giuliani & Gurau, 2022). They give importance to the matter of complete effectiveness on management of performance compared to the particular interventions of design.
The result of two of the articles discussed the matter that the approach of PM helps in improving the function of “performance management” of the employees. Both the article views the matter of setting target and goals, developing the employees, coaching and many more (Biron et al., 2011). The authors discussed the benefits that are got from the practices of “performance management”. They give stress by discussing the fact whether the matter of PM is effective in achieving the goals of the organisation. Therefore, it is seen that the authors not only show the effectiveness of the PM practice (Van Waeyenberg, Peccei & Decramer, 202). They also give focus on the matter of whether the practice is useful or not.
The similarities of the matter lie in the fact that they show the effectiveness of the system of PM. Another similarity of the factor is that the articles give a brief analysis of setting strategic goals, practices of PM and training as well as the culture of the organisation.
2.3. Dissimilarities of “Performance management” based on two articles
The system of performance management” is a great concept which helps in the development of the overall performance of organisation. In this study, this concept is discussed by researching two articles as well as a few other articles (Tweedie, Wild, Rhodes & Martinov?Bennie, 2019). The discussion says that regarding the effectiveness of the PM system different authors have different opinions. It is seen that in recent years the concept of performance management is increased in a great way. As per the opinion of Biron et al., (2011) PM is a activity range involved by the companies. They focus on the matter that this system helps in developing the performance of an individual as well as the units. The matter of importance here is the improvement of the effectiveness of an organisation. In a contradictory sense, Haines III & St-Onge, (2012) in their article describe PM as a vehicle “for implementing strategic initiatives”. They also give effort in the matter of developing and managing the workforce.
The view of the two authors later goes to the dissatisfaction with the functioning of the "performance management system". Their observation in this article describes the matter that the system of PM is failing because of no expectations. In contrast, as per the article of Biron et al., (2011), PM practice helps in achieving the objectives and goals of an organisation. The authors say PM is a constant procedure that helps to identify, measure, and develop an employee's performance. The speakers also have the view that PM is regarded as one of the most praised and debated practices. They described the practice of an organisation as "signals" and discussed the matter of tactical and strategic goals. Haines III & St-Onge, (2012) in their article focuses on training about PM, recognition of the employees, "contextual factors of PM", and culture of organisation.
The dissimilarity between these two articles is that the view of Biron et al., (2011) describes PM as an effective system for improving the performance of an organisation. On the other hand, Haines III & St-Onge, (2012) describes this practice as a failed process due to limited expectations of the management.
2.4. Theoretical Discussion based on two articles
The illustration of theory in this matter is done properly within two of these articles. Here, Biron et al., (2011) present the “theory of Signalling” in the present context. As per the context of “Signalling theory”, the people within an organisation need tangible information” and it can help them in understanding the future prospect of an organisation. This theory is used in different topics such as from dividend payments to policies of price-matching. It is mainly applied for understanding the facilities of an organisation which helps in chllenges of performance management. This matter helps in the enhancement of an “effective performance management system. It helps the employees in giving the idea that they are valuable to the organisation (Schleicher, Baumann, Sullivan, Levy, Hargrove & Barros-Rivera, 2018). It mainly assists in developing the framework of the “organisational practices.
On the other hand, Haines III & St-Onge, (2012) mention the "theory of Member Exchange". The study of this theory focuses on the relationship between the members and managers of an organisation. It mentioned three stages in this factor such as "Role-Taking, Role-Making, and Routinization". The first stage occurs in this field when some people from team join the group. "Role-making" is the process where managers expect the team members will lead the new role through their hard work. The last phase describes the routine between "the team members and managers". Here, it is described that the members of a team maintained hard work and maintain a better point of view of their managers (Gottfredson, Wright & Heaphy, 2020). The use of theory can help an organisation to manage its members and the way how the organisation will perceives their team. The relationship between the management and the group is an important part that is described in this theory.
Conclusion
The study is mainly based on the research on the effectiveness of “performance management or PM”. It is considered to be an effective system that improves the overall performance of an organisation. The discussion is mainly done based on two articles on the matter of “performance management” efficiency. The guidance of other writers has also been taken here and it describes the part of the PM system. Different authors show their different opinions on this matter. Some of them say this system is an effective system and others say it is a failed process”. Ultimately, it is seen that PM is an activity that helps in enhancing the performance of an organisation.
