Key to effective organizational performance management lies at the intersection of paradox theory and stakeholder theory

One of the fundamental and recurring issues in performance management is the adoption of a simplistic, short-term, narrow, metrics-oriented approach, which often results in unintended negative outcomes, some of which could be disastrous. This paper makes the case that the key to preventing this syndrome lies at the intersection of paradox and stakeholder theories. Both theories encourage a more complex, long-term, holistic, balanced approach to management. Stakeholder theory focuses on addressing the many (sometimes conflicting) goals of multiple stakeholders, and paradox theory provides insights into how this challenging task (i.e. of simultaneously addressing multiple conflicting priorities) can be accomplished. Thus, the former provides the ?what? and the latter the ?how? of effective organizational performance management. Accordingly, the literature at the intersection of both theories (composed of 69 scholarly outputs), was reviewed, and in so doing, identified seven domain areas and 21 constructs, all of which implicitly deal with either performance management or its communication, thereby lending support to this paper's thesis. The implications of this review for both theory and practice, including the role of paradoxical cognitive mechanisms, is discussed

Sustainable Human Resource Management in the Context of Sustainable Tourism and Sustainable Development in Africa: Problems and Prospects

Employment and workforce issues have been largely overlooked in sustainable tourism and efforts to address this shortcoming have drawn on sustainable human resource management (SustHRM) without regard to limitations of SustHRM theorization. This chapter addresses this oversight, three problems are identified in current SustHRM theorization and prospects for theory development are proffered in the context of sustainable tourism and development in Africa. First, at the organizational level, current SustHRM theorization needs to move beyond outcomes focused on superficial and moderate organizational change to include scope for more radical change to organizational strategies, structures, business models and paradigms. Second, at the level of interfirm collaboration, current SustHRM theorization needs to address sustainability within supply chains and global value chains while paying attention to power relations and inequalities between developing and developed nations. Third, current SustHRM theorization needs to move beyond an instrumental, Western-centric and narrow approach to incorporate a more assertive, ethically grounded and broader role in promoting sustainability within the wider society