The Formality and Informality of Performance Management
While the implementation of performance management is the responsibility of all levels of management, frontline managers play the greatest role as they deal with frontline employees directly on a day-to-day basis. This paper examines how the culture in the organization (based on how formal and infor...
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ftgriffithuniv:oai:research-repository.griffith.edu.au:10072/389219 2024-06-23T07:54:00+00:00 The Formality and Informality of Performance Management Lee, Qian Yi Townsend, Keith Wilkinson, Adrian 2018-06-19 to 2018-06-22 Reykjavik, Iceland 2018 http://hdl.handle.net/10072/389219 unknown EURAM Annual Conference of the European Academy of Management (EURAM 2018) Lee, QY; Townsend, K; Wilkinson, A, The Formality and Informality of Performance Management, 2018 https://2018.euramfullpaper.org/programme/papers.asp http://hdl.handle.net/10072/389219 open access Human resources and industrial relations Conference output 2018 ftgriffithuniv 2024-06-04T23:57:53Z While the implementation of performance management is the responsibility of all levels of management, frontline managers play the greatest role as they deal with frontline employees directly on a day-to-day basis. This paper examines how the culture in the organization (based on how formal and informal performance management are enacted) will affect the frontline manager’s implementation of his or her performance management responsibilities. We found that the culture of the organisation signals to FLMs what they should be doing, which heavily impacts the opportunity that FLMs have in formal performance management. However, it is also their own individual ability and that affects the informal performance management of their employees. No Full Text Conference Object Iceland Griffith University: Griffith Research Online |
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Griffith University: Griffith Research Online |
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unknown |
topic |
Human resources and industrial relations |
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Human resources and industrial relations Lee, Qian Yi Townsend, Keith Wilkinson, Adrian The Formality and Informality of Performance Management |
topic_facet |
Human resources and industrial relations |
description |
While the implementation of performance management is the responsibility of all levels of management, frontline managers play the greatest role as they deal with frontline employees directly on a day-to-day basis. This paper examines how the culture in the organization (based on how formal and informal performance management are enacted) will affect the frontline manager’s implementation of his or her performance management responsibilities. We found that the culture of the organisation signals to FLMs what they should be doing, which heavily impacts the opportunity that FLMs have in formal performance management. However, it is also their own individual ability and that affects the informal performance management of their employees. No Full Text |
format |
Conference Object |
author |
Lee, Qian Yi Townsend, Keith Wilkinson, Adrian |
author_facet |
Lee, Qian Yi Townsend, Keith Wilkinson, Adrian |
author_sort |
Lee, Qian Yi |
title |
The Formality and Informality of Performance Management |
title_short |
The Formality and Informality of Performance Management |
title_full |
The Formality and Informality of Performance Management |
title_fullStr |
The Formality and Informality of Performance Management |
title_full_unstemmed |
The Formality and Informality of Performance Management |
title_sort |
formality and informality of performance management |
publisher |
EURAM |
publishDate |
2018 |
url |
http://hdl.handle.net/10072/389219 |
op_coverage |
2018-06-19 to 2018-06-22 Reykjavik, Iceland |
genre |
Iceland |
genre_facet |
Iceland |
op_relation |
Annual Conference of the European Academy of Management (EURAM 2018) Lee, QY; Townsend, K; Wilkinson, A, The Formality and Informality of Performance Management, 2018 https://2018.euramfullpaper.org/programme/papers.asp http://hdl.handle.net/10072/389219 |
op_rights |
open access |
_version_ |
1802645916513992704 |