Authors :
KaJuan M. Billings
Volume/Issue :
Volume 9 - 2024, Issue 3 - March
Google Scholar :
https://tinyurl.com/ycxpmwhx
Scribd :
https://tinyurl.com/mpnnhx2f
DOI :
https://doi.org/10.5281/zenodo.10781522
Abstract :
This paper analyzes organizational roles in
mitigating employee underperformance, merging insights
from key literature like Armstrong & Taylor (2020) and
recent studies by Kuvaas et al. (2017). It critiques
traditional performance management systems,
particularly their focus on monetary incentives, based on
Aguinis et al. (2013), and suggests a shift towards
engagement and psychological well-being, as emphasized
by the Corporate Leadership Council (2004). The study
explores the shift towards modern, feedback-oriented
performance management as proposed by Buckingham &
Goodall (2015) and Cappelli & Tavis (2016), advocating
for continuous feedback to reflect the dynamic work
environment. Incorporating DeNisi & Pritchard’s (2006)
motivational framework and neuroscience insights from
Rock & Schwartz (2006) and Pulakos et al. (2015), the
paper discusses effective performance management
practices, enriched with case studies. It presents a
strategic framework for improving performance
management systems, focusing on adaptability, employee
engagement, and understanding human motivation. The
paper promotes a comprehensive, evidence-based
approach towards organizational and employee needs,
recommending a reevaluation of strategies to enhance
employee performance, resilience, and satisfaction.
Keywords :
Adaptability of Organizations, Employee Engagement, Employee Needs, Employee Underperfromance, Performance Management.
This paper analyzes organizational roles in
mitigating employee underperformance, merging insights
from key literature like Armstrong & Taylor (2020) and
recent studies by Kuvaas et al. (2017). It critiques
traditional performance management systems,
particularly their focus on monetary incentives, based on
Aguinis et al. (2013), and suggests a shift towards
engagement and psychological well-being, as emphasized
by the Corporate Leadership Council (2004). The study
explores the shift towards modern, feedback-oriented
performance management as proposed by Buckingham &
Goodall (2015) and Cappelli & Tavis (2016), advocating
for continuous feedback to reflect the dynamic work
environment. Incorporating DeNisi & Pritchard’s (2006)
motivational framework and neuroscience insights from
Rock & Schwartz (2006) and Pulakos et al. (2015), the
paper discusses effective performance management
practices, enriched with case studies. It presents a
strategic framework for improving performance
management systems, focusing on adaptability, employee
engagement, and understanding human motivation. The
paper promotes a comprehensive, evidence-based
approach towards organizational and employee needs,
recommending a reevaluation of strategies to enhance
employee performance, resilience, and satisfaction.
Keywords :
Adaptability of Organizations, Employee Engagement, Employee Needs, Employee Underperfromance, Performance Management.
