Engaging employees through effective performance management: an empirical examination

Shiva Kakkar · Sanket Sunand Dash · Neharika Vohra · Surajit Saha

47 citations0/0 files storedBenchmarking An International Journal

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource and Talent Management

Abstract

Purpose Performance management systems (PMS) are integral to an organization's human resource management but research is ambivalent on their positive impact and the mechanism through which they influence employee behavior. This study fills this gap by positing work engagement as a mediator in the relationship between perceptions of PMS effectiveness, employee job satisfaction and turnover intentions. Design/methodology/approach The study uses a survey-based design. Data were collected from 322 employees in India attending a management development program at a premier business school. Partial least squares–based structure equation modeling package ADANCO was used for data analysis. Findings Positive perception of PMS effectiveness was found to enhance employee work engagement. This increased job satisfaction and reduced turnover intentions among employees. Thus, work engagement mediated the relationship between PMS perceptions and job satisfaction and turnover intentions. Practical implications The results suggest that organizations need to focus on three characteristics of PMS, namely its distinctiveness, consistency and consensus. These characteristics determine the effectiveness of PMS in engaging employees and influencing their job satisfaction and turnover intentions. Originality/value Prior studies on performance management have largely been limited to aspects of justice and focused disproportionately on the appraisal aspect of performance management. This study takes a systems view of performance management and addresses prior shortcomings by examining the role of clarity and horizontal fit between PMS practices in determining employee engagement. The study also provides much needed empirical support to theoretical studies which have argued that PMS is a driver of engagement in organizations (Gruman and Saks, 2011; Mone and London, 2014).

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 47 citations exist upstream.

References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.2011PLS-SEM: Indeed a Silver Bullet 1986Self-Reports in Organizational Research: Problems and Prospects 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 2001The job demands-resources model of burnout.2007The Job Demands‐Resources model: state of the art 1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.2005Social Exchange Theory: An Interdisciplinary Review

Cited by

2022Does the perception of organizational justice determine employees' affective commitment? The mediating role of organizational trust 2022Work engagement, affective commitment, and career satisfaction: the mediating role of knowledge sharing in context of SIEs 2024Connecting the organizational incomes and outcomes: a systematic review of the relationship between talent management, employee engagement, and turnover intention 2021Performance measurement and NPOs' effectiveness: does internal stakeholders' trust matter? Evidence from Palestine

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.