The paper “ Rеmunеrаtiоn аnd Реrfоrmаnсе Management Effectiveness” is a forceful variant of literature review on management. Performance management is one of the organizational practices undertaken by high performing firms. Indeed, although the effectiveness of performance management is responsible for the high performance that some successful firms experience, it continues to elude many of them, going by the high rate of the ineffectiveness of their management practices. Two articles interrogate the effectiveness of various performance management practices employed in firms, albeit using different approaches. One of the articles is titled, ‘ Performance management effectiveness: Lessons from world-leading firms’ and authored by Michal Biron, Elaine Farndaleb and Jaap Paauwe while the other is titled, ‘ Performance management effectiveness: Practices or context? ’ and authored by Victor Y.
Haines III and Sylvie St-Onge respectively although both were published in The International Journal of Human Resource Management. The ensuing discussion compares and contrasts the two articles that focus on performance management effectiveness by delving into the basis of their arguments and discussing the similarities and differences in the claims made by the others while offering evidenced-based support for and against these claims. Performance management effectivenessBoth authors take time to define performance management as a collection of activities that organizations undertake to facilitate their achievement of high performance that is aligned to their strategies and objectives (Biron, Farndale & Paauwe 2011; Haines & St-Onge2012).
They also allude to the extant debate emanating from the ambiguity in the effectiveness of performance management systems and practices with as many proponents of such effectiveness being matched with proponents of the ineffectiveness of the systems and practices employed by organizations. The studies reported in both articles were instigated by the lack of sufficient knowledge that is related to the effectiveness of performance management systems and practices, which could be contributing to the poor evaluation of the performance of many organizations. Similarities in the authors’ claimsThe authors of the two articles prosecuted similar aspects of performance management, specifically its effectiveness and its influencers and employ comparable methodologies in their approach.
For instance, the two articles arrived at common factors that were likely to enhance the effectiveness of performance management practices and systems. Specifically, the authors of both articles focused on employee performance and excluded the performance of the management of the specific design of the management system itself. In addition, both authors employed similar methodologies, which in this case, were surveys undertaken through interviews to base their findings regarding the extant systems in firms from which the effectiveness of performance management practices and systems were evaluated.
For instance, while Biron, Farndale & Paauwe (2011) evaluated performance management systems in 16 firms, Haines and St-Onge (2012) surveyed 312 organizations. As such, both articles interrogated the best practices used in firms that influenced or facilitated the effectiveness of performance management systems therein.
The participants of the surveys undertaken in both studies were drawn from practicing managers and employees drawn from existing firms, while the articles were authors a year apart, meaning that their findings could be comparable although they could not be generalized to the entire business fraternity due to the smallness of their samples.