Publication Date: 2024/03/05
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.
DOI: https://doi.org/10.5281/zenodo.10781522
PDF: https://ijirst.demo4.arinfotech.co/assets/upload/files/IJISRT24MAR052.pdf
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