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Open Research Online The Open University's repository of research publications and other research outputs Performance management from multiple perspectives: taking stock Journal Article How to cite: Holloway, Jacky (2009). Performance management from multiple perspectives: taking stock. Interna- tional Journal of Productivity and Performance Management, 58(4), pp. 391–399. For guidance on citations see FAQs. c Emerald Group Publishing Limited Version: [not recorded] Link(s) to article on publisher's website: http://dx.doi.org/doi:10.1108/17410400910951035 Copyright and Moral Rights for the articles on this site are retained by the individual authors and/or other copy- right owners. For more information on Open Research Online's data po licy o n reuse of materials please consult the policies page. oro.open.ac.uk
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1 PERFORMANCE MANAGEMENT FROM MULTIPLE PERSPECTIVES: TAKING STOCK Jacky Holloway, The Open University Business School Acknowledgements: This paper draws extensively on the contributions of authors to Performance management: multidisciplinary perspectives (Thorpe and Holloway 2008), and in particular Richard Thorpe, to whom grateful thanks are due. Abstract Purpose – This paper summarises key conclusions from a multidisciplinary review of the state of the art of research into organisational performance management, in particular how research can aid and involve practitioners. Design / methodology / approach – This Special Issue incorporates papers that address current performance management challenges for managers and academics from a relatively small selection of academic disciplines. This particular paper locates the others in a wider context of a cross-disciplinary study, identifying shared strengths to be found within the academic community. Findings – In spite of a number of barriers to knowledge transfer, and tensions and gaps within the performance management research portfolio (described in the paper), much progress has been made that will advance further through active involvement with practitioners and across discipline boundaries. Specific suggestions for enhancing the effectiveness of performance management practice are included. Practical implications – Research has already provided useful knowledge for practitioners, with the potential for greater value provided that performance management researchers are open to more collaboration in order to tackle the complex questions facing practitioners and theoreticians alike. Originality / value – The paper provides an overview of the conclusions reached in a substantial and original multidisciplinary review, providing readers with the flavour of that publication. Keywords – Multidisciplinary research, Mode 2 research, knowledge transfer, performance management. Paper type – Viewpoint
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2 Introduction The papers in this Special Issue of IJPPM have been selected from many potential examples of the research undertaken by members of the British Academy of Management’s Performance Management Special Interest Group (PM SIG). As the range of topics they cover indicates, this is a multidisciplinary group, and this Issue reflects just a sample of applications of their areas of expertise