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
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