Performance Management: An Occupational Psychology and Organizational Behaviour Perspective

Anne Fearfull and Gail P. Clarkson

Chapter 5 in Performance Management, 2008, pp 57-68 from Palgrave Macmillan

Abstract: Abstract You have no doubt heard organizations claim that their people are their most valuable and important asset. The extent to which such a view is positively reflected in the manner in which people are managed in organizations, or is a component part of organizational rhetoric is, however, a long and oft-debated topic (Legge, 1995b; Herriot, 2001; Storey, 2001; Beardwell et al., 2004). We might argue that it is not the people per se who are regarded as valuable, but rather their ability to work (or, as Marx might have said, their embodiment of labour power). Nonetheless, moving the emphasis from financial and technical elements to human factors can separate, qualitatively, competing organizations when it comes to performance (Pfeffer, 1998; Rucci et al., 1998).

Keywords: Organizational Behaviour; Psychological Contract; General Cognitive Ability; Human Resource Practice; Expectancy Theory (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-28894-2_5

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DOI: 10.1057/9780230288942_5

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