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The Performance Management Process: Influences of the Perceived Accuracy and Fairness on Employees’ Engagement in Austrian Consulting Companies
Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
2016 (English)Independent thesis Advanced level (degree of Master (One Year)), 15 credits / 22,5 HE creditsStudent thesis
Abstract [en]

The demographic shifts, the increased workforce mobility, and the shortage of skilled workers have led to a new thinking within the human resource management. Organizations are becoming aware that their employees are a key asset for success. To address this issue, organizational processes are adjusted to incorporate employees’ needs and wants more sophisticatedly, which can be seen for instance in the area of performance management. Performance management is the basis of every human resource management area and essential for the success and development of organizations, given the main goal, which is the improvement of employees’ performance. Although scientific literature has examined the topic very thoroughly in the last decades, research gaps regarding the performance management process were detectable. Hence, the purpose of this master thesis is to expand the theoretical aspects of the performance management process, define the determining factors of the process effectiveness and efficiency, and examine their influence on the employee engagement. To accomplish the purpose, a comprehensive literature review and an empirical study with employees in Austrian consulting companies were conducted. The study findings suggest the use of a holistic performance management process, consisting of the elements performance definition, performance evaluation, performance review, and performance consequences. As determinants for the process effectiveness and efficiency, the perceived accuracy and the perceived fairness were detected. The empirical study confirms the importance of accuracy and fairness as influencing variables for the employee engagement, with a particular focus on the performance evaluation accuracy, the performance consequences accuracy, the procedural fairness, and the informational fairness. Despite the significant study results, the study has some limitations, in particular the acknowledgment of the contingency theory, which argues that the success of a process depends on organizational circumstances, and cannot be generalized therefore. To consider implications for practice, companies have to incorporate their vision, mission, and organizational objectives in the implementation and adjustment of the performance management process, while executives have to ensure an ongoing communication with their employees, to enable a mutual understanding of the process and reflect on employees’ perceptions.

Place, publisher, year, edition, pages
2016. , 109 p.
Keyword [en]
Performance Management, Performance Management Process, Employee Engagement, Accuracy, Fairness
National Category
Business Administration
URN: urn:nbn:se:lnu:diva-53350OAI: diva2:935491
Subject / course
Business Administration - Other
Educational program
Leadership and Management in International Context, Master Programme, 60 credits
Available from: 2016-06-13 Created: 2016-06-10 Last updated: 2016-06-13Bibliographically approved

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Pessl, S. (2016). The Performance Management Process: Influences of the Perceived Accuracy and Fairness on Employees’ Engagement in Austrian Consulting Companies(1926 kB)18 downloads
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