Doing it for themselves? Performance appraisal in project-based organisations, the role of employees, and challenges to theory
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2019
Authors
Keegan, A.
Den Hartog, D.
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Journal article
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Human Resource Management Journal, 2019; 29(2):217-237
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Abstract
Human Resource Management Journal Published by John Wiley & Sons Ltd We explore performance appraisal in project-based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project-based organisational context.
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Copyright 2018 The Authors. This is an open access article under the terms of the Creative Commons Attribution‐NonCommercial License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited and is not used for commercial purposes (http://creativecommons.org/licenses/by-nc/4.0/)