Theories underpin performance Management
Performance Management concepts explain its theoretical basis
and how it ought to work in practice. Those theories provide framework within
which performance processes can be developed, operated and evaluated.
Goal theory, Control theory and social cognitive theory
underpinning performance management have need identified by Buchner (2007).
Figure 1:
Performance Management Theories
Source: Armstrong & Taylor (2014)
GOAL
THEORY
Goal theory as developed by Latham and Locke in 1979.
He highlights four mechanisms that connect goals to performance outcome.
1. Direct attention to priorities
2. Stimulate effort
3. Challenge people to bring their knowledge and
skills to bear to increase their chances of success
4. More challenging the goal, the more people will draw
on their full repertoire of skills.
This theory underpins the emphasis in performance management
on setting and agreeing objectives against which performance can be measured
and managed.
Goals inform individuals to achieve particular levels of
performance, in order for them to direct and evaluate their actions; while
performance feedback allows the individual to track how well he or she has been
doing in relation to the goal so that, if necessary, adjustments in effort,
direction or possibly task strategies can be made.
Example
While taking
track and field athletes and their goal choice into perspective Donovan &
Williams (2003) assert that athletes usually set two goals choice for present
and past seasons. Thereby articulating self-efficacy, past performance and
social influence into studies. This gives the opportunity to do away with
negative components and performance discrepancies.
CONTROL
THEORY
Control theory focuses
attention on feedback as a means of shaping behavior. As people receive feedback on
their behavior they appreciate the discrepancy between what they are doing and what they are expected to do and take corrective
action to overcome it. Feedback is recognized as a crucial part of performance
management processes.
Example
Managers can use control theory in management programs “to
facilitate the continuous flow of feedback between managers and employees in an
organization to track and evaluate achievements as a team” (Pennsylvania State
University World Campus, 2016). However, organizations should avoid ambiguous
goals that do not have specific standards and direct feedback (Campion &
Lord, 1982)
SOCIAL COGNITIVE THEORY
Social cognitive theory
was developed by Bandura (1986). It is based on his central concept of self-efficacy. This
suggests that what people believe that they can or cannot do powerfully impacts on their
performance. Developing and strengthening positive self-belief in employees is therefore an
important performance management objective.
Social cognitive theory
provides a conceptual framework for clarifying the psychological mechanisms
through which social structural factors are link to organizational performance.
Social cognitive theory provides explicit guidelines about how equip people
with the competencies, the self-regulatory capabilities, and the resilient
sense of efficiency that will enable them to enhance both their well-being and
their accomplishments.
Example
Social Cognitive Theory is a psychological study advocated by
Bandura (1986) to explain the interrelation between persons, their behavior,
and how it affects external environment in a triadic reciprocity model. The
core concept of this theory explained the social-structure factors of
reproduction of an observed behavior influenced by the interaction by (a)
personal attributes, traits that carried by individual, (b) behavioral, the
response an individual carry based on the traits, and (c) external environment,
which refers to outcome or consequences and individual act based traits carried
by the person. Bandura (1986) explained in SCT that, people are neither driven
by inner forces nor automatically controlled by the external factors. People
function based on their own contribution for their own motivation, behavior,
and development within a network of interest and influences.
Figure 2: Social
Cognitive Theory
Source:
References
Michael, A., 2009. Armstrong’s Handbook of
Performance Management. 4th ed. s.l.:s.n.
Smith, M.,
Cooper, C. L. & Robertson , I. T., 1992. Motivation, Instutue of
personnel and development. London: s.n.
Voo, I. C.,
Soehod, K. & Long, C. S., 2018. Applying Social Cognitive Theory to HRM
Practices, HR Roles, and Firm Performance. Proceedings of the
International Conference on Industrial Engineering and Operations Management
.
Wood, R.
& Bandura, A., 1989. Social Congnitive Theory of Organizational Management.
Academy of Management Review, 14(3), pp. 361-384.
Campion, M. A., & Lord, G. R.
(1982). A Control Systems Conceptualization of the Goal-Setting and
Changing Process. Organizational Behavior and Human Performance, 30(2),
265–287.
Carver, C.
S., & Scheier, M. F. (1981). Attention and Self-Regulation: A
Control-Theory Approach to Human Behavior. New York: Springer-Verlag.
Quite interesting post Thanuja, as I understood, Goal theory states that goal setting is essentially related to the completion of the task. as refered by Heslin, Carson, and VandeWalle (2009) it states that certain challenging goals, along with appropriate feedback, contribute to higher and better task performance.
ReplyDeletei am agree with your points.
DeleteGoal theory emphasized that, the effects of setting goals on subsequent performance (Yearta, Maitlis, & Briner, 1995).
According to the industrial experiences i gained, appropriate feedback is highly important for individual development while continuing motivation of employees.
Hi Chamara, I am Agree with your points. Goal-setting theory refers to the effects of setting goals on subsequent performance (Yearta, Maitlis, & Briner, 1995).
DeleteAccording to the industrial experience i gained, it is evident that, specific and challenging goals with appropriate feedback contribute to improved performance. Goals direct the employee to perform their jobs in a productive Manner.
Hi Chamara,
Deletethank you for your comment.
As addition for your comment , according to the Yearta, Maitlis, & Briner(1995),The goal-setting theory states that specific and challenging goals with appropriate feedback contribute to improved performance. Goals direct the employee to perform their jobs. It further facilitates the employees in understanding the number of efforts required to put in.
DeleteAccording to the industrial experience , i have gained appropriate feed back on given goals and its achievements generated lot of positive impacts while increasing employee productivity.
Hello Thanuja, I agree with your post. According to Armstrong, M. (2009) as the performance management concept is a basis how work should be in practice and to have a framework to develop performance with a process of evaluation.
ReplyDeleteHi Nilushi,
ReplyDeleteAs you commended, performance management is basis how work should be in practice. “It is a continuous process of identifying, measuring and developing the performance of individuals and aligning performance with the strategic goals of the organization”(Aguinis, 2009). Performance Management theories provides framework for organizations to implement unique system which suitable with the organizational goals and its employees expectations.
Hi Thanuja. As per the post, you have stated the importance of the theory. Further, Specific goals let organization members know what to reach for and allow them to measure their own progress. Research indicates that specific goals help bring about other desirable organizational goals, such as reducing absenteeism, tardiness, and turnover (Locke & Latham, 2002).
ReplyDeleteHi Ruwan, as you said, Managers can use control theory in management programs “to facilitate the continuous flow of feedback between managers and employees in an organization to track and evaluate achievements as a team” (Pennsylvania State University World Campus, 2016). However, organizations should avoid ambiguous goals that do not have specific standards and direct feedback (Campion & Lord, 1982
DeleteHi Nilushi,
ReplyDeletei can agree with your comment on performance management. Performance Management concepts explain its theoretical basis and how it ought to work in practice. Those theories provide framework within which performance processes can be developed, operated and evaluated (Michael, 2009).
According to the industrial experience i have, organization need to select and implement appropriate strategy for evaluate performance of employees. Evaluation strategies shall focus on type of organization, Volume of Employees and culture of organization.