Interplay between performance measurement and management, employee engagement and performance

Purpose - The literature recognises the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Methodology - We conducted explorative action research involving pilot and control groups from two departments of a UK bank. Our Findings show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance. Limitations - The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand, in a wider range of contexts, the interplay between performance measurement, performance management, employee engagement and performance. Practical implications - Our work contributes to the wider theory on performance measures and gives practical guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance. Originality - Our study makes three main contributions. First, we introduce a new theoretical framework based the organisational control theory that provides a robust theoretical basis for future research. Second, through nine propositions we establish a clear causal relationship between performance measurement, performance management, employee engagement and performance. Third, we identify a gap in knowledge concerning design of organisational controls in the context of the process that is being managed

Measurement and management of competences by enterprise social networking

Purpose Literature describes the transformation process of employees' individual competences into firm-specific competences as a great challenge in the performance management and management field. Recently, to favor the transformation of competences, some companies have adopted enterprise social networking (ESN). However, not enough studies support the understanding of its role in performance management and measurement and scant attention is given to the inclusion of competences in a holistic performance measurement and management system (PMMS). To help close this gap, the purpose of this paper is to develop knowledge on the role of ESN in measurement and management of competences to favor the development of a holistic PMMS. Design/methodology/approach The research adopts a multiple case study methodology using a qualitative meta-analysis. It investigates 32 multinational companies by case studies available in the scientific literature. Findings The results highlight the use of ESN as a relevant support for the development of a holistic PMMS based on a high maturity in performance measurement and a democratic and participative approach in performance management. ESN provides real-time data collection, analysis and reports that encourage a democratic and participative performance management. It facilitates relationships, knowledge sharing and favors a high maturity performance measurement. Originality/value The paper provides implications for theory, practice and society. First, the paper rationalizes the impact of ESN usage on performance measurement and management. Second, it offers new knowledge supporting practitioners in the development of holistic PMMS. Third, it highlights that ESN favors people in self-expression of own capacity, sharing artwork and knowledge on specific topics