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Performance Management: An Occupational Psychology and Organizational Behaviour Perspective

In: Performance Management

Author

Listed:
  • Anne Fearfull
  • Gail P. Clarkson

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).

Suggested Citation

  • Anne Fearfull & Gail P. Clarkson, 2008. "Performance Management: An Occupational Psychology and Organizational Behaviour Perspective," Palgrave Macmillan Books, in: Richard Thorpe & Jacky Holloway (ed.), Performance Management, chapter 5, pages 57-68, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-28894-2_5
    DOI: 10.1057/9780230288942_5
    as

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