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Is Job Performance Better Attributable to Performance Management System Through Work Engagement?

Author

Listed:
  • Suraj Francis Noronha

    (Assistant Professor (Senior Scale), School of Management, Manipal University, Manipal, India.)

  • P. G. Aquinas

    (Associate Professor and Chairman, Post Graduate Department of Studies and Research in Social Work, Mangalore University, Mangala Gangothri, Mangalore, India.)

  • Aruna Doreen Manezes

    (Research Scholar, Visvesvaraya Technological University, Belgaum, India.)

Abstract

Managing performance of employees is a critical task for any organization. In this regard there is more emphasis on performance management and work engagement of the employees in the recent times. Performance management has its own niche in ensuring work engagement, which can in-turn lead to higher job performance. Performance management as a concept and practice has substantive potential to fulfil business demands of an organization by integrating its growth with motivational needs of human resource. The purpose of this paper is to reconnoitre the influence of performance management system (PMS)throughwork engagement on job performance. A total of 58 valid responses, as part of the pilot testare analysed to establish the theoretical robustnessof this study. It is found that PMSisbetter attributable to job performance only when it has a favourable influence on employees work attitude such as work engagement. Hence, PMS interventions have to first have a beneficial influence on employee attitudes like work engagement even before it exercises a significant positive influence on job performance. The study has implications for HR teams to revisit the PMS periodically to incorporate the evolving themes in an organization, wherein employees and organizations co-evolve.

Suggested Citation

  • Suraj Francis Noronha & P. G. Aquinas & Aruna Doreen Manezes, 2018. "Is Job Performance Better Attributable to Performance Management System Through Work Engagement?," Indian Journal of Commerce and Management Studies, Educational Research Multimedia & Publications,India, vol. 9(1), pages 01-06, January.
    • Handle: RePEc:aii:ijcmss:v:09:y:2018:i:1:p:01-06
    DOI: 10.18843/ijcms/v9i1/01
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    References listed on IDEAS

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    1. Gebregziabher Hailesilasie, 2009. "Determinants of public employees' performance: evidence from Ethiopian public organizations," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 58(3), pages 238-253, March.
    2. Saks, Alan M. & Gruman, Jamie A., 2011. "Manage Employee Engagement to Manage Performance," Industrial and Organizational Psychology, Cambridge University Press, vol. 4(2), pages 204-207, June.
    3. Anitha J., 2014. "Determinants of employee engagement and their impact on employee performance," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 63(3), pages 308-323, April.
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    Cited by:

    1. Kakkar, Shiva & Vohra, Neharika, 2021. "Self-Regulatory Effects of Performance Management System Consistency on Employee Engagement: A Moderated Mediation Model," American Business Review, Pompea College of Business, University of New Haven, vol. 24(1), pages 225-248, May.
    2. Sajid Hussain Awan & Nazia Habib & Chaudhry Shoaib Akhtar & Shaheryar Naveed, 2020. "Effectiveness of Performance Management System for Employee Performance Through Engagement," SAGE Open, , vol. 10(4), pages 21582440209, October.

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