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dc.contributor.authorLee, Qian Yi
dc.contributor.authorTownsend, Keith
dc.contributor.authorWilkinson, Adrian
dc.date.accessioned2020-11-11T00:11:31Z
dc.date.available2020-11-11T00:11:31Z
dc.date.issued2020
dc.identifier.issn0048-3486
dc.identifier.doi10.1108/PR-11-2019-0639
dc.identifier.urihttp://hdl.handle.net/10072/399179
dc.description.abstractPurpose: The implementation of performance management is the responsibility of managers; more importantly, a key part of a frontline manager's role is ensuring that frontline employees are performing by meeting organisational goals. Existing research has shown a lack of focus on the role of frontline managers in the implementation of performance management systems despite plenty of research on the separate topics of frontline managers and performance management. This article aims to understand how frontline managers connect the intended performance management system, through components and processes developed by the human resources department and higher levels of management, with their employees' performance. Design/methodology/approach: This study used a qualitative method, conducting semi-structured interviews with 57 participants from two Singapore public sector organisations to understand the interaction between the formal and informal performance management systems. Findings: The authors found that frontline managers used the formal and informal performance management systems in the organisation to manage the demands of their role. Notably, the expectations that superiors and subordinates have heavily influences how the frontline managers choose to implement their performance management responsibilities. Originality/value: The article uses systems theory to illustrate and explain the complex and dynamic nature of PM in practice through the FLM's implementation of the formal and informal PM systems. The primary contribution of the study is through demonstrating under what situations do frontline managers use the formal and informal performance systems in a complementary manner within the constraints placed on them.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherEmerald Publishing Limited
dc.relation.ispartofjournalPersonnel Review
dc.subject.fieldofresearchHuman resources and industrial relations
dc.subject.fieldofresearchStrategy, management and organisational behaviour
dc.subject.fieldofresearchApplied and developmental psychology
dc.subject.fieldofresearchcode3505
dc.subject.fieldofresearchcode3507
dc.subject.fieldofresearchcode5201
dc.subject.keywordsSocial Sciences
dc.subject.keywordsIndustrial Relations & Labor
dc.subject.keywordsPsychology, Applied
dc.subject.keywordsEconomics
dc.titleFrontline managers' implementation of the formal and informal performance management systems
dc.typeJournal article
dc.type.descriptionC1 - Articles
dcterms.bibliographicCitationLee, QY; Townsend, K; Wilkinson, A, Frontline managers' implementation of the formal and informal performance management systems, Personnel Review, 2020
dc.date.updated2020-11-11T00:09:11Z
gro.description.notepublicThis publication has been entered in Griffith Research Online as an advanced online version.
gro.hasfulltextNo Full Text
gro.griffith.authorWilkinson, Adrian J.
gro.griffith.authorTownsend, Keith J.


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