THE ROLE OF PERFORMANCE MANAGEMENT IN BOTH CONTROLLING AND DEVELOPING EMPLOYEES

INTRODUCTION
This literature review aims to examine and evaluate the existing literature, which relates to the role of performance management in both controlling and developing employees. In the beginning, the review will emphasize on defining ‘performance management’, its brief history, evolution, and definitions through the existing literature available. In between this literature review, will highlight the issues related to performance management, which act as a hindrance in its perfect execution in organisations. The latter part of this literature review will focus on the examination of existing research if any, which has aimed to identify a link or no link between performance management and controlling and developing employees.
Finally, limitations in the existing literature will be discussed before coming to a conclusion.
OBJECTIVES
The primary objective of this literature review was to review and critically analyse existing literature/ existing research on performance management and its role in both controlling and developing employees. Therefore the objectives are:
• To review and critically analyse existing literature
• To establish any link/no link in the role of performance management in both controlling and developing employees with supporting literature
• To critique and conclude the findings
.

Literature Review
History and definition of Performance Management
To establish the role of Performance Management in controlling and developing employees it is imperative to understand the definition of Performance Management and its evolution.
Evolution
Performance Management is relatively a new concept, which has developed tremendously since the last two decades. As per CIPD (2009) Performance Management has been around in the language of HR and people management since the 1980’s. The above point is also mentioned by Williams R, (1998) stating that Performance Management came into prominence in the late 1980s/ early

References: Anderson, B., Henriksen, B. & Aarseth, W., (2006). Holistic performance management: an integrated framework. International Journal of Productivity and Performance Management. VOL. 55, No. 1, pp. 61-78. Armsrong, M. and Baron, A., (2005). Managing Performance: performance management in action. London: CIPD. Armstrong, M., (2009). Armstrong 's handbook of performance management: an evidence-based guide to delivering high performance Ball, K., (2010) 'Workplace surveillance: an overview ', Labour History, VOL. 51, issue 1, pp. 87-106. Brown, D., (2010). Performance management: can the practice ever deliver the policy? Brighton: Institute for Employment studies. Available at: http://www.employment-studies.co.uk/pubs/report.php?id=op23 Busi, M., Bititci, U., (2006) Chau, V. S., (2008). The relationship of stretigic performance management to team strategy, company performance and organizational effectiveness. Team Perfromance Management. VOL. 12, No. 3/4, pp. 113-117. CIPD, Factsheet (2012). Performance management: an overview. Available at: http://www.cipd.co.uk/subjects/perfmangmt/general/perfman.htm CIPD, Survey Report (2005) http://www.cipd.co.uk/subjects/perfmangmt/general/_perfmagmt.htm CIPD, Survey Report (2009) http://www.cipd.co.uk/hr-resources/survey-reports/performance-management-trends-practice.aspx CIPD, Research (2009) Dewaal, A. A., (2007). Successful performance management? Apply the strategic performance management development cycle. Measuring Business Excellence. VOL. 11, No. 2, pp. 4-11. Drumm, G., (2005). Putting the pieces back together to realign performance in the organization. Performance Improvement. Vol. 44, No. 6, pp. 26-30. Fletcher, C., (1997). ‘APPRAISAL Routes to improved performance’ (2nd ed.) London: Institute of Personnel and Development. Greene, R.J., (2011). The role of appraisals in rewarding performance. WorldatWork Journal. Vol. 20, No. 1, first quarter. pp. 48-57. Halachimi, A., (2005). Performance measurement is only one way of managing performance. International Journal of Productivity and Performance Management. VOL. 54, No. 7, pp. 502-516. Haines, V.Y. and ST-ONGE, S., (2012). Performance management effectiveness: practice or context? Internationa journal of Human Resource Management. Vol. 23, No. 6, March. pp. 1158-1175. Lawler, E.E. III, and McDermot, M., (2003). Current Performance Management Practices: Examining the Varying Impacts. WoldatWork Journal. VOL. 12, No. 2, pp. 49-60 Mather, K Mohram, A.M. and Mohram, S.A., (1995). Performace management is ‘running the business’. Compensation & Benefits review. July-august. pp. 69-75. Porter, C., Bingham, C. and Simmonds, D. (2012) ‘Exploring Human Resource Management’ London: McGraw-Hill higher education Posthuma, R.A Sewell, G. Barker, J. R., Nyberg, D. Working under intensive surveillance: When does 'measuring everything that moves ' become intolerable? Human Relations, 2012, VOL.65, No. 2, pp.189-215 Thorpe, R., Beasley, T., (2004) Torrington, D., Hall, L., Taylor, S. and Atkinson, C. (2011) ‘Human resource Management’ (8th ed.) London: Pearson Varma, A., Budhwar, P Williams, R., (1998). ‘Performance Management: perspective on Employee Performance’ London: International Thompson Business Press.