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date: 14 December 2019

Abstract and Keywords

This chapter examines performance management programs, procedures, and policies and their tie to organizational culture and climate. Performance management reflects and shapes the values and norms of work groups and organizations and employees’ attitudes and behaviors. Performance management methods stem from structural characteristics of job and group design that in turn influence both the talent needed and how the work is performed. Performance may require following prescribed work methods that may need to be adapted to changing circumstances. In other cases, performance may not have prespecified work methods and outcomes, requiring generative work processes that lead to invention and problem solving. Performance expectations and management are also a function of the leaders’ style and strategies for operating the organization—the culture leaders want to promulgate or change.

Keywords: employee engagement, integrated performance management systems, job design, leadership of performance management, multi-source feedback, performance appraisal systems, performance management policies and practices

Manuel London

Manuel London, PhD, is Professor of Management and Director of the Center for Human Resource Management in the College of Business at the State University of New York at Stony Brook. He previously taught at the University of Illinois at Champaign and was a researcher and human resource manager at AT&T. He received his PhD in industrial and organizational psychology from the Ohio State University. His dissertation focused on how small groups make decicions. He has since studied and developed ways to improve individual and group learning. He consults for business and government organizations on group facilitation, performance appraisal, feedback, and career development.

Edward M. Mone

Edward M. Mone is a member of CA Technologies in Islandia, NY.

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