This IES Network research project arose out of the ever-higher expectations set for performance management systems since performance appraisal was re-named and took on an expanded and formidable agenda of goals to achieve. Never mind having to address the traditional problems first noted by Renesis Likert in 1959, who saw that regular redesigns never overcame the 'seriously deflating' nature of traditional appraisals for many employees, modern 'performance management' purported to marry organisational purpose and goals with individual performance, business direction with employee communications and engagement, sophisticated assessment techniques and multiple information sources, and linking the disparate strands of HR practice - talent management, development, reward and diversity - in harmony behind sustained organisational performance. Quite a challenge!
Hardly surprising that few employers seem to be trumpeting their success/es in the field of performance management and many are looking for help and inspiration as the gap between policy and practice remains.
The focus of the research is the effective implementation and operation of performance management systems. While system design issues have been included, the main emphasis is on how you get effective performance management happening in practice. The project aims to produce practical insights and guidance for organisations on how they can improve the implementation of their performance management processes.
Specific issues examined include:
The project has included a comprehensive literature review and case-based research. The case studies include BT Operate, Oxfam GB, Department for Communities and Local Government (DCLG), Surrey Police, BDO (an accountancy partnership), Centrica and an NHS Trust.
Within each case organisation, the IES researchers have interviewed a range of professionals in the HR function, including those responsible for performance management and examined performance management documentation and in some cases other evaluative evidence. Focus groups of line managers and employees without management responsibilities have been held by IES and those attending have also completed a confidential research questionnaire. In some of the case organisations additional 1:1 interviews have been conducted with senior managers.
The IES research team has consisted of Duncan Brown, Catherine Chubb and Wendy Hirsh.
Two research papers are available, one summarising the Key Findings to date, based on the first five cases to be completed. The other paper is a Literature Review.
Four of the case studies are now published to IES members and can be accessed here:
The other cases will be published as they are approved. The final research report will follow.
The interim findings of the project were presented to an IES Network audience in May 2011. The presentations and a summary of discussion at this event can be downloaded from the event's proceedings page.
For further information on this research email Catherine Chubb (or call +44(0)20 7104 2075) or Wendy Hirsh (tel +44(0)1273 813752). For more general information on how IES can help you meet your performance management challenges, contact Peter Reilly.
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