Hendry C, Woodward S, Bradley P, Perkins SHuman Resource Management Journal, (UK), 2000 Vol 10 No 3
Start page: 46. No of pages: 17
Argues that the link between rewards and performance is not perfectly understood in UK organizations. Believes that there needs to be more clarity concerning the definition of performance, whether it is measurable and how it can be improved before human resource management can be expected to develop an effective reward system to encourage it. Sets out the flaws in the current approach to performance management, underlining the need for senior managers to articulate the business strategy of their organization and to identify the specific human resource practices that this strategy requires. Focusing on the common performance management practices adopted by organizations, criticizes these for being focused on control, arguing that this subverts the link to the reward strategy. Reviews eight issues that need to be considered if an effective link between performance management and the reward system is to be achieved. Presents a performance management diagnostic, developed by the Strategic Remuneration Research Unit at City University, to help the process.
Subject(s): PERFORMANCE MANAGEMENT, REWARD, ORGANIZATIONAL PERFORMANCE, HUMAN RESOURCE MANAGEMENT, MANAGEMENT CONTROL, UNITED KINGDOM
Database: HRMA: Human Resource Management Abstracts TMA: Top Management
Abstracts PS: Public Sector Management
Style: Wholly theoretical
ISSN: 0954-5395. Reference: 29AT929.
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm