Doing it for themselves?: Performance appraisal for project based organizations, the role of employees, and challenges to theory

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Title: Doing it for themselves?: Performance appraisal for project based organizations, the role of employees, and challenges to theory
Authors: Keegan, Anne E.Den Hartog, Deanne N.
Permanent link: http://hdl.handle.net/10197/10541
Date: 8-Nov-2018
Online since: 2019-05-20T12:59:28Z
Abstract: We explore performance appraisal in project‐based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project‐based organisational context.
Type of material: Journal Article
Publisher: Wiley
Journal: Human Resource Management Journal
Volume: 29
Issue: 2
Start page: 217
End page: 237
Copyright (published version): 2018 the Authors
Keywords: PBOS (Project Based Organizations)Polyadic HRM systemsPerformance appraisal
DOI: 10.1111/1748-8583.12216
Language: en
Status of Item: Peer reviewed
Appears in Collections:Business Research Collection

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