Introduction to Performance Management

According to Armstrong & Taylor, (2014), Performance management is a method of improving results by enabling people to perform well within an agreed framework of planned goals, standards, and competency requirements. It entails developing a shared understanding of what is to be accomplished and how it is to be accomplished.

Evolution of Performance Management

Performance management processes have emerged in recent years as a means of providing a more integrated and continuous approach to performance management than previously secluded and frequently inadequate merit rating or performance appraisal schemes (Armstrong, 2010). Instead of managing by command, performance management is based on the principle of management by agreement or contract. It highlights the creation and implementation of self-directed learning plans, as well as the integration of individual and corporate goals. It can, in fact, play a significant role in ensuring an integrated and coherent set of human resource management processes that are mutually supportive and contribute to overall organizational success (Armstrong, 2010).

In the 1990s, the term "performance management" became popular in the HR field. It is now widely accepted that performance management is a natural management process that contributes to the effective management of individuals and teams to achieve high levels of organizational performance (Armstrong & Baron, 2005).

According to Mangipudi, et al, (2020) figure 1.0 illustrates that performance management has evolved over the period. Competencies have evolved and gained logical significance.

Figure 1.0: Evolution of Performance Management.

Source: (Mangipudi , et al., 2020).

Performance Management Cycle/System

The effectiveness of a performance management system (PMS) is a measure of the alignment of employee and organizational goals (Awan, et al., 2020). Employees must eagerly accept and effectively participate in the goal-setting process of the organization for an effective PMS implementation process to take place (Awan, et al., 2020).

Figure 2.0 Performance Management Cycle

Source: (Sahu, 2007).

According to Sahu, (2007) figure 2.0 describe a performance management cycle or system is a process that includes performance planning (goal setting), where everyone is set with SMART objectives, performance monitoring and coaching, where the current performance based on the goals setting are reviewed and correction and coaching are done to enhance the performance. Measuring (evaluating) individual performance in relation to organizational goals, providing feedback. Rewarding the individual based on the achievements in relation to setting performance goals and required competencies and developing a development plan (Sahu, 2007).

For example, WNS Global Service (pvt) ltd, a BPO firm, employs a traditional performance management system in which performance is measured through a rating based on employee errors. The organization employs a ranking system in which each employee is ranked based on quality metrics such as processing accuracy, average customer handling time, and the number of calls per day target. This is known as an employee's Key Performance Indicators (KPI).

References

 

• Armstrong, M., 2010. Armstrong's Handbook of Human-resource Management Practice (11th ed.). Human Resource Management International Digest, 18(4).

• Armstrong, M. & Baron, A., 2005. Managing Performance: Performance in Action. 1st ed. London: CIPD.

• Armstrong, M. & Taylor, S., 2014. Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice, 13th edition. London: Kogan Page.. pp. 335 - 336.

• Awan, S. H., Habib, N., Akhtar, C. S. & Naveed, S., 2020. Effectiveness of Performance Management System for Employee Performance Through Engagement. SAGE Open, 10(4), pp. 1-15.

• Mangipudi , M. R., Prasad, K., Vaidya, R. W. & Muralidhar, B., 2020. Evolution of Performance Management Systems and the impact on Organizations Approach: A Statistical Perspective. International Journal of Management, 11(5), pp. 988-1000.

• Sahu, R. K., 2007. Performance Management System. 1st ed. New Delhi: Excel Books.

 

Benefits and Barriers of Performance Management

 

True performance management systems do not clearly specify the employee contribution to the organizational goals. Making an explicit link between an employee's performance objectives and organizational goals also helps to establish a shared understanding of what needs to be accomplished and how (Aguinis, 2013). Efficient performance management systems are required by high-performing organizations to promote and develop the values, principles, and competencies required to maintain their optimal outcomes (Sahoo & Mishra, 2012). An effective performance management system will benefit all aspects, whether it is for the benefits of the organization, the potential benefits of the employees, or the benefit of the manager. Employee job satisfaction and loyalty are improved by the performance management system. Performance goals necessitate development and evaluation objectives. Clear objectives and regular assessments of everyone’s performance are required for good and effective performance management, which helps to identify the training and development plans that employees require (Buchner, 2007).

According to Aguinis, (2013), There are multiple advantages to implementing a performance management system. A performance management system can provide the following substantial benefits.to the employees and the organization.

Benefits to the Employee:

• Improved motivation to perform - Receiving feedback on one's performance motivates one to perform better in the future.

• Clarification of job and criterion definitions. - The job of the person being assessed could be clarified and defined more precisely. In other words, employees gain a better understanding of the actions and outcomes that are expected of them in their specific position.

• Increased self-awareness and development- Employees are likely to gain a better understanding about themselves and the types of developmental projects that are beneficial to them as they advance through the organization. Participants in the system also gain a better understanding of their individual strengths and weaknesses, which can help them better define their future career paths.

Benefits to the Organization:

• Administrative actions are more appropriate and fair- Performance management systems provide accurate performance data that can be used for administrative actions such as merit raises, promotions, transfers, and terminations. In general, a performance management system aids in the distribution of rewards in a fair and credible manner. As a result of such decisions based on a sound performance management system, interpersonal relationships improve and supervisor-subordinate trust increases. 

• There is better legal protection. - Data collected through performance management systems can aid in documenting regulatory compliance (for example, equal treatment of all employees regardless of gender or ethnic background). When performance management systems are not in place, arbitrary performance evaluations are more likely, increasing the organization's exposure to litigation.

• Supervisors' perspectives on performance are more clearly communicated. - Managers can communicate their performance judgments to their subordinates using performance management systems. As a result, managers are held more accountable for how they discuss performance expectations and provide feedback.

Barriers/Disadvantages of an ineffective Performance Management System.

Waal and Kourtit, (2013) provides the following disadvantages in performance management systems,

• Managers are advised to spend several hours with each employee to evaluate their performance. Because the organization is large, evaluating performance appraisals for the entire department will take a long time. Long meeting hours will be required to address identified employee difficulties and errors.

• Uncertain Rating System- Employees may be unaware of how their ratings are generated and how the evaluations are converted into rewards because of poor communication.

• Employee dissatisfaction and burnout- Employees are more likely to experience job burnout and dissatisfaction if the performance assessment instrument is not perceived as valid and the system is not perceived as fair. Employees are likely to become increasingly irritated as a result.

 

The disadvantages listed above can be illustrated further by using an example in which WNS Global Services has an account of 180 headcounts, with 6 managers each assigned 30 employees. As a result, conducting performance appraisals for each individual employee takes time, causing managers to tire and provide a rating that is unreasonable to the employee, leading to employee dissatisfaction and burnout.

References

• Aguinis, H., 2013. Performance Management. 3rd ed. New Jersey: Pearson Education, Inc.

• Buchner, T. W., 2007. Performance management theory: A look from the performer's perspective with implications for HRD.. Human Resource Development International, 10(1), pp. 59-73.

• Sahoo, C. K. & Mishra, S., 2012. Performance management benefits organizations and their employees. Human Resource Management International Digest, 20(6), pp. 3-5.

• Waal, A. . d. & Kourtit, K., 2013. Performance measurement and management in practice: Advantages, disadvantages and reasons for use. International Journal of Productivity and Performance Management, 62(5), pp. 446-473.

 

 

Methods of Employee Performance Evaluation

 

Employee Performance Evaluation

According to Islam & Mohd Rasad (2006), the purpose of employee performance evaluation is to assess everyone’s contribution to the company. Individual performance against organizational goals determines whether the business organization meets its objectives. The goal of employee performance evaluation is not only to manage the specific expectations that employers have of their employees, but also to create a positive working environment that enables and supports employees' self-motivation to perform efficiently and effectively, so that all parties involved can achieve a win-win situation (Šišinački, et al., 2017).

The Objective of Performance Appraisal

As discussed by Singh, (2015) the objective of performance appraisal is to;

·         Promote Employees

·         Confirm employees from probation period.

·         Training and development purposes.

·         Compensation review

·         For HR evaluation programs

·         Improve communication between manager and the employee.

Criteria for assessing Performance

Bernardin and Russell (1998) have recognized the seven principles listed below for evaluating an employee's performance.

1. Quality - The worth of the individual's or team's commitment. This can include task completion quality, interaction, and deliverables.
2. Quantity - Work quantity handled by the Employee in the origination. This can be defined and undefined work.
3. Interpersonal Impact - The ability and way a person interacts with others. In the business world, the term refers to employees' ability to collaborate with others while performing their duties.
4. Cost-Effectiveness - Cost-benefit analysis is a type of economic analysis in which the relative costs and outcomes of various action plans are compared. This gives monetary value to measuring effectiveness.
5. Timeliness -Assess whether the employee has completed the work within the set time.
6. Need for Supervision – Amount of supervision required by the employee while working.
7. Community Service-How the employee will interact with others in the workplace. This can be volunteer work.

Although Bernardin and Russell, (1998) recognized the seven principles of performance evaluation. WNS Global Services (Pvt) Ltd evaluates employee performance using minimum metrics. Such as, work quality, average handling time (AHT) of a given task, and utilization of 8 hours per day.

Performance Appraisal Methods

A variety of methods have been developed to assess the quantity and quality of performance appraisals. Each method is effective for specific purposes and for specific organizations. Except where they relate to the specific needs of the organization or an employee, none should be dismissed or accepted as appropriate ( Dagar, 2014).

According to Turgut & Mert,(2014) there are two types of performance review methods: traditional methods and modern methods. Given that some methods of performance evaluation are complex and necessitate a thorough understanding of critical techniques. Sayles and Strauss, (1977) says several organizations used the traditional method to evaluate their employees' job performance. In some cases, the traditional method will result in unsatisfactory decisions. 

Table 1.0: Performance Appraisal Methods

Performance Appraisal Methods
Traditional	Modern
Ranking method	Management by Objective (MBO)
Paired Comparison	360-Degree Feedback
Grading Scale	Assessment Center Method.
Checklist method.	Behaviorally Anchored Rating Scale (BARS)
Easy evaluation method	Psychological Appraisals.

 

Source: (Aggarwal & Thakur, 2013)

References

 

• Dagar, A., 2014. Review of Performance Appraisal Techniques. International Research Journal Commerce arts science, 5(10), pp. 16-22.

• Aggarwal, A. & Thakur, G. S. M., 2013. Techniques of Performance Appraisal-A Review. International Journal of Engineering and Advanced Technology (IJEAT), 2(3), pp. 617-620.

• Bernardin, H. J. & Russell, J. E. A., 1998. Human Resources Management: An Experiential Approach. 2nd ed. Boston: McGraw-Hill Education.

• Islam, R. & Mohd Rasad , S. b., 2006. Employee Performance Evaluation by the AHP: A Case Study. Asia Pacific Management Review, 11(3), pp. 163-176.

• Singh, P., 2015. Performance Appraisal and it’s Effectiveness in Modern Business Scenarios. The SIJ Transactions on Industrial, Financial & Business Management (IFBM), 3(4), pp. 37-40.

• Šišinački, A., Dobiš, B. & Šišinački, J., 2017. Successful Organizations Driven By Employee Performance. Education for Entrepreneurship, 7(2), pp. 189-204.

• Turgut, H. & Mert, I. S., 2014. Evaluation of Performance Appraisal Methods through Appraisal Errors by Using Fuzzy VIKOR Method. International Business Research, 7(10), pp. 170-178.

 

 

Traditional and Modern Performance Appraisal Methods

 

Traditional Appraisal Methods

Traditional methods are older methods of performance evaluation. This method is based on an examination of the employees' personal characteristics. It may include abilities such as knowledge, initiative, loyalty, leadership, and judgment (Aggarwal & Thakur, 2013).

Ranking method - Identification of the most manageable performance evaluation techniques. This method will sort employees in a group from best to worst. The negative impact of assigning "worst" and "best" ratings to employees obscures the simplicity of this approach. This type of differentiation can cause negative emotions within the group and have a negative impact on performance (Dessler & Gary, 2011).

 

Paired Comparison - Methods for creating employee rankings based on their work performance involve comparing the performance of two or more individuals. The most common example is when the evaluator compares the first employee with the second, third, and so on from the list in a sequence based on a specific criterion, and the evaluator selects the better of the pair compared (Silverstein & Farrell, 2001).

 

Grading Scale - This strategy assesses the level of specific characteristics required for the activity, such as consistency and steadfastness. Typically, the degree is dependability and dependability. Normally, the degree is estimated on a scale (Excellent, Good, Average, Poor). An employee's performance will be evaluated using these grades, and they will be assigned to the level that best describes their performance (Cardy, et al., 2014).

 

Checklist method  - Performance appraisal method that consist of a list of items, each of which describes a characteristic of an organization or an event The attribute may or may not be present, or it may be present to varying degrees measured on a simple scale, and the rater must respond in a simple 'YES' or 'NO' structure (Amin, et al., 2015).

 

Easy evaluation method - The method necessitates writing a detailed description of the article's approach to the employee's immediate Manager's performance. This article focuses on individuals' various job-related strengths, weaknesses, attitudes, and behaviors (Shaout & Yousif, 2014).

Modern Appraisal Methods 

According to Goel, (2012) modern methods are created to improve on traditional methods. It tries to reinforce the flaws of traditional methods, such as fundamentality and subjectivity. The following are examples of typical modern methods.

 

Management by Objective (MBO) - MBO was identified as a more time-efficient and cost-effective method. The manager has set objectives for an employee by agreeing with each other. Employees perform better when they understand their goals and the quality and quantity that must be delivered. This rating is considered fair because employees are aware of the likelihood of being measured (Kyriakopoulos , 2012).

 

360-Degree Feedback – Ward, (1997) defines 360-degree feedback as "the systematic collection and feedback of performance data on an individual or group in achieving goals." Participants can be evaluated confidentially by themselves, their managers, their employees, team members, internal/external customers, suppliers, family, and friends.

 

Assessment Center Method - The assessment center is a central location where managers can be gathered, and trained observers can evaluate their participation in work-related activities (Thornton III & Byham, 1982). It focuses on situational exercises such as planning and organization, self-confidence, stress resistance, energy level, and decision-making ability. It gives the employer insight into the employee's personality (C, et al., 2009).

 

Behaviorally Anchored Rating Scale (BARS)- Smith and Kendall introduced the BARS method to researchers concerned with the reliability and validity of performance evaluations in 1963. This approach is more informative than using simple characters. Employee demanding (effective or ineffective) behaviors define scale points. The person who rates the employee will appear as an observer rather than a judge (Mathis, et al., 2015).

 

Psychological Appraisals - This method evaluates an employee's potential for future performance rather than past performance. In-depth interviews, psychological tests, and discussions with managers are used. This method focuses on the emotional, intellectual, motivational, and other personal characteristics that influence an employee's performance (Singh, 2015).

 

WNS Global Services (Pvt) Ltd, the Organization I work for appraises the employees using a mixed appraisal methodology and will maintain continuous communication with team leaders and managers. Employees who exceeded their expectations were recognized and motivated through a rewarding process that occurred once a quarter of the year.

Employees will be evaluated using multi-rater feedback, which includes self-appraisal, manager appraisal, and peer appraisal. An employee will have complete transparency in the evaluation process and will be able to disagree with any rating that has been assigned to them. When there is agreement, the reevaluation process begins. This procedure will be repeated until both parties are satisfied with the results.

References

• Aggarwal, A. & Thakur, G. S. M., 2013. Techniques of Performance Appraisal-A Review. International Journal of Engineering and Advanced Technology (IJEAT), 2(3), pp. 617-620.

• Amin, M. R., Hossain, M. M. & Islam, M. F., 2015. Evaluating the Effectiveness of Weighted Checklist Method as a Tool of Employee Performance Appraisal: Evidence from Prime Bank Limited. 6(7), pp. 32-44.

• Cardy, R. L., Balkin, D. B. & Gomez-Mejia, L. R., 2014. Managing Human Resources. 8th ed. USA: Pearson.

• C, S., S, C. & Trevis, C., 2009. Modern Management: Concepts and Skills. 11th ed. USA: Prentice Hall.

• Dessler & Gary, 2011. Human Resource Management. 13th ed. USA: Pearson.

• Goel, D., 2012. Performance Appraisal and Compensation Management : A Modern Approach. 2nd ed. New Delhi: PHI Learning Private Limited.

• Kyriakopoulos , G., 2012. Half a century of management by objectives (MBO): A review. African Journal of Business Management, 6(5), pp. 1772-1786.

• Mathis, R. L., Jackson, J. H. & Valentine, S. R., 2015. Human Resource Management: Essential Perspectives. 1st ed. Boston: Cengage Learning.

• Shaout , A. & Yousif, M. K., 2014. Performance Evaluation – Methods and Techniques Survey. International Journal of Computer and Information Technology, 3(5), pp. 966-977.

• Silverstein, D. . A. & Farrell, J. E., 2001. Efficient method for paired comparison. Journal of Electronic Imaging, 10(2), pp. 394-398.

• Singh, P., 2015. Performance Appraisal and it’s Effectiveness in Modern Business Scenarios. The SIJ Transactions on Industrial, Financial & Business Management (IFBM), 3(4), pp. 36-40.

• Thornton III, G. C. & Byham, W. C., 1982. Assessment Centers and Managerial Performance. 1st ed. New York: Academic Press.

• Ward, P., 1997. 360 - Degree Feedback. 1st ed. London: The Chartered Institute of Personnel and Development.

 

Predicaments in Employee Performance Appraisal

 

Evaluation errors and biases can occur during the observation or processing stages of a judgment. These factors influence the appropriateness and accuracy of Performance appraisal. Organizations are expected to communicate performance standards or goals, discuss how these standards can be met, explain evaluation criteria, and provide timely feedback in the context of Performance appraisal (Folger & Cropanzano, 1998). These elements correspond to goal setting, Cederblom, (1982), and job-relatedness of the performance-evaluation criteria is used (Cederblom, 1982). As a result, the existence of a culture-based integrated evaluation system, as well as organizational strategies, policies, and goals, is unavoidable.

Bias in performance evaluation is problematic because it tends to make appropriate personnel decisions, such as promotions, difficult (Moers, 2005).

The following are several difficulties with a performance assessment that managers regularly find.

The Halo Effect and Horn Effect - The halo effect is defined as "the impact of a rater's overall impression on ratings of specific rater qualities." In other words, the rater gives good grades to subordinates despite their poor performance. For instance, if an employee has few absences, her or his superior may give her or him a high rating due to dependability. This is because managers are not always able to evaluate the employee's other characteristics separately. If he/she likes the subordinate, they will often overlook poor performance (Lefkowitz, 2010).

The halo effect is the inverse of the horn effect. It means that the appraiser may give a low grade even if the ratee's performance is commendable. In other words, some appraisers tend to view all behaviors or actions of a subordinate negatively because the superior dislikes a specific behavior or action of the subordinate (Naseer & Ahmad, 2016).

 

Leniency Error- Leniency errors occur when a manager is more lenient than his or her peers when rating employees, or when one employee is more lenient than another. As a result, employee ratings are inflated and do not accurately reflect employee performance over the course of the year (Appelbaum, et al., 2011).

 

The Central Tendency - Employee ratings tend to be toward the middle of the scale, regardless of actual performance (Brewer & Wilson, 1995).According to avidmehr & Ebrahimpour, (2015) this error may exist in graphical evaluation scales as well. It is a way of rating people that is neither high nor low. When a manager is uncomfortable with conflict and wants to avoid dealing with behavioral issues, he may choose the middle path. This gives the impression that there are not exceptionally good or exceptionally poor performers on the dimensions being evaluated. To avoid this problem, supervisors should use rankings because rankings prevent them from putting too many people in the center.

The Recency Effect -Performance appraisals should ideally be based on data collected about a subordinate's performance over the course of an evaluation period (typically six months to a year). However, as is often the case, the supervisor is more likely to value recent performance over previous performance behaviors. This is referred to as the recency of events error. Failure to include all performance behaviors in a subordinate's performance appraisal can lead to biased ratings (Lunenburg, 2012).

Conclusion

The systematic observation and evaluation of employees' performance is known as performance appraisal. The judgmental approach, absolute standards approach, and results-oriented approach are three of the most used performance appraisal methods. Performance evaluations should ideally be completely accurate and objective (Lunenburg, 2012).

However, the performance appraisal process is far from accurate and objective, sometimes resulting in rating errors. Common rating errors include strictness or leniency, central tendency, halo effect, and recency of events. It is imperative that managers avoid conflicts of interest when evaluating an employee, as an employee's promotion and salary increment depend on the performance appraisal.

References

 

• Appelbaum, S. H., Roy, M. & Gilliland , T., 2011. Globalization of performance appraisals: theory and applications. Management Decision.. Management Decision, 49(4), pp. 570-585.

• Brewer, N. & Wilson, C., 1995. Psychology and Policing. 1st ed. New Jersey: Lawrence Erlbaum Associates.

• Cederblom, D., 1982. The Performance Appraisal Interview: A Review, Implications, and Suggestions. Academy of Management Review, 7(2), pp. 219-227.

• Folger, R. & Cropanzano, R., 1998. Organizational Justice and Human Resource Management. 1st ed. California: SAGE Publications.

• Javidmehr, M. & Ebrahimpour, M., 2015. Performance appraisal bias and errors: The influences and consequences. International Journal of Organizational Leadership, 4(1), pp. 286-302.

• Lefkowitz, J., 2010. The role of interpersonal affective regard in supervisory performance ratings: A literature review and proposed causal model. Journal of Occupational & Organizational Psychology, 73(2000), pp. 67-85.

• Lunenburg, F. C., 2012. Performance Appraisal: Methods and Rating Errors. INTERNATIONAL JOURNAL OF SCHOLARLY ACADEMIC INTELLECTUAL DIVERSITY, 14(1), pp. 1-9.

• Moers, F., 2005. Discretion and bias in performance evaluation: The impact of diversity and subjectivity. Accounting, Organizations, & Society, 30(1), pp. 67-80.

• Naseer, H. & Ahmad, M., 2016. Politics of performance appraisal effects: a study of aviation industry of Islamabad.. International Journal of Management and Business Research, 6(1), pp. 73-84.                                                                                   

 

The Role of Human Resources in Performance Management

 

Importance of Human resources in Performance Management.

According to ATG Educational, (2008) Human resource management has many facets. Some businesses may feel overwhelmed and unsure where to begin making improvements. This is especially true for organizations that do not have a team or department dedicated to human resource management.

Every organization desire skilled and qualified employee to make their organization capable and beneficial. The organization used performance evaluation to strengthen and motivate employees to stay on track with the organization's goals.

Involvement of HR in Performance Management

HR plays an important role in performance management because their guidance is required for managers to have a smooth performance appraisal discussion. HR plays specific roles in performance management, such as performance planning, performance coaching, and performance review.

A more detailed explanation is given below.

 

Performance Planning - The first step should be to set goals by focusing on what employees want to accomplish in a specific time frame. Employee goals should be linked to and aligned with the goals of the company (Martocchio, 2017). Employees must understand the performance management system. Indeed, the supervisor and the employee meet at the start of each performance cycle to discuss and agree on what needs to be done and how it should be done. This discussion of performance planning includes an examination of both results and behaviors, as well as a development plan. (Aguinis, 2013).

 

Performance Coaching - To be considered procedurally just, performance requirements must be clarified, and employees must be provided with coaching to address performance deficiencies (Heslin & Vande, 2011). Employees will be given directions on how to redesign and focus their performance. Employees will have varying levels of characteristics and may work on various tasks, be proficient in other skills, and require assistance from other fields. As a result, managers must understand the diverse needs of their employees and guide them in a way that meets those needs. Employees who take this step will benefit from their success (Sharma, 2019).

 

Performance Review - A quality-driven HR performance evaluation rated improving employees' performance as the highest criterion. The primary goal of HR performance evaluation in a quality-focused context should be to assist employees in improving their performance (Soltani, 2003). Once discussed, new strategies for further development can be regenerated; however, these new plans should follow the same process that HR has implemented, as this will result in a new beginning (Rothwell, 2013).

Benefits of Engaging HR to Performance management

• Feedback Agreement- Employees will be given a feedback form to complete at the end of the appraisal, which will aid in determining whether a fair process was followed (Grote, 2011).

• A performance evaluation will be adhered to predetermined procedure- The evaluation process will be carried out in accordance with a plan developed and reviewed by HR professional. This will reduce the number of unnecessary hassles that employees must endure (Swarnalatha & Prasanna, 2013).

• Resolving employee conflicts- Seeing as HR was involved in the process, the employee will believe that they were treated equally during the evaluation (Stephen , et al., 2017).

• Being an employee and organization's spokesperson- When conducting and planning performance appraisals, HR will act as a liaison between the organization and the employee (Davis & Shannon, 2011).

• Documentation and Data- Employee performance documentation and conversations with the employee about the performance, whether positive or negative, should be created and maintained (Mitchell & Gamlem , 2017).

References

• Aguinis, H., 2013. Performance Management. 3rd ed. London: Pearson.

• ATG Educational, 2008. Human resource management at organizational level. 1st ed. London: ATG Educational.

• Davis , A. & Shannon, J., 2011. The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance. 1st ed. United States: PH Professional Business.

• Grote, D., 2011. How to Be Good at Performance Appraisals: Simple, Effective, Done Right. 12th ed. Boston: Harvard Business Review Press.

• Heslin, P. A. & Vande, D. W., 2011. Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory. Journal of Management, 37(6), pp. 1694-1718.

• Martocchio, J., 2017. Human Resource Management. 15th ed. New York: Pearson.

• Mitchell, B. & Gamlem , C., 2017. The Big Book of HR, Revised and Updated Edition. 2nd ed. New Jersey: Career Press.

• Rothwell, W., 2013. Performance Consulting: Applying Performance Improvement in Human Resource Development. 1st ed. California: Pfeiffer.

• Sharma, R., 2019. Human Resource Management for Organizational Sustainability. 1st ed. New York: Business Expert Press.

• Soltani, E., 2003. A TQM Approach to HR Performance Evaluation Criteria. European Management Journal, 21(3), pp. 323-337.

• Stephen , P., R., DeCe, D. A. & Coulter, M., 2017. Fundamentals of Management. 10th ed. London: Pearson Education.

• Swarnalatha, C. & Prasanna, T. S., 2013. Leveraging Employee Engagement for Competitive Advantage: Strategic Role of HR. Scholarly Journal, 2(1), pp. 139-148.