Performance Management Systems: Signalling Theory and Organisational Effectiveness
Overview
This assessment task requires analysis and comparison of academic articles on performance management, specifically examining Biron, Farndale and Paauwe (2011). The paper dissects key definitions, theoretical frameworks (signalling theory), and conditions supporting effective PM systems in organisations, while comparing findings across multiple research sources.
What this coursework covers
- Definition and scope of Performance Management activities
- General arguments about PM effectiveness and criticisms
- Application of signalling theory to understand PM systems
- Organisational practices as signals for employee behaviour
- Conditions supporting effective PM implementation
Preview
MGT3RPM
Assessment Task 1
Summary / dissection of Article 1 – Biron, Farndale and Paauwe (2011).
Please note that you are required to read the two articles provided on LMS (assessment task one) to identify the main themes and then compare/contrast these themes to note the similarities and differences. This analysis will start to shape your arguments and key points.
An example of some of the main points/arguments presented in article one is provided in this document. For example, Biron, Farndale and Paauwe (2011) (article 1) state the following in the introduction/literature review section of their research paper:
Define key terms/concepts
Performance Management (PM) is defined as:
A diverse range of activities and subsystems that are focused on the improvement and enhancement of performance of both individuals, units, and organisational effectiveness. Activities may include setting objectives, using appraisal systems, reward strategies training and individual career plans.
(compare/contrast this definition with other definitions that are presented in the literature – e.g. is a similar or different definition presented in article two, and in any of the additional (6) references that you have found?)
General points mentioned in Biron et al. (2011) (article 1) about performance management (compare/contrast whether other research articles mention similar points):
- PM is growing in significance and importance in both the private and public sector
- Ever present pressure to improve performance in organisations
- Authors suggest there are arguments both for and against the use of PM:
- Some argue that there are benefits – i.e., management of performance helps to outperform competitors.