Role of HR in Enhancing Employee Performance through PMS

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Role Of HR In Improving the Performance Of Employees Through The Performance Management System 1

Contents Role Of HR In Improving The Performance Of Employees Through The Performance Management System .................................................................................................................. 1 1. Introduction ............................................................................................................................ 3 1.1 Background .......................................................................................................................... 3 1.2 Rationale of the Study ...................................................................................................... 5 1.3 Research Aims .................................................................................................................. 7 1.4 Research Questions .......................................................................................................... 7 1.5 Research Objectives ......................................................................................................... 7 Chapter 2. Literature Review ..................................................................................................... 8 2.1 Human Resource Management ......................................................................................... 8 2.2 Strategic Human Resource Management ......................................................................... 9 2.3 Challenges of HRM ........................................................................................................ 10 2.4 Evaluation of performance of employees ....................................................................... 10 2.5 Types of Performance review and appraisal .................................................................. 11 2.5 Goal Setting and performance expectations ................................................................... 12 2.6 Recent Innovations in assessment and performance management ................................. 12 2.7 Role of HR in PM systems ............................................................................................. 14 2.8 Cost of poor Performance management ......................................................................... 18 References ................................................................................................................................ 19 2

1. Introduction 1.1 Background The term "Performance Management System" (PMS) refers to a method that is both strategic and integrated ( Sardi et al., 2021), and its purpose is to ensure the ongoing success of an organisation. Via the cultivation of the workforce in a manner that enhances both individual and collective performance. These systems provide a strategy that is both continuous and comprehensive to control achievement and appreciate it. The performance-related compensation that has previously been created and put into effect. The evaluation systems were not able to generate findings that were in line with the requirements set out by the administration ( Sardi et al., 2021). While top management may acknowledge the necessity for a monitoring system or method of gauging a project's success, establishing, and executing such a system may be difficult in practise. Stakeholders buy-in, logical frameworks, technical gaps, and timetables are four examples of such obstacles. A growing number of businesses and non-profit organisations are resorting to PMS for their organisations to get better outcomes and better psychosocial outcomes ( Sardi et al., 2021). This trend is expected to continue in the near term as evidence from the literature including Sardi et al., (2021). The information a project manager obtains via risk identification records problems, complaints from customers and stakeholders, probable flaws, and the opinions of the project team. The current research focuses on the analysing the Role of HR In Improving the Performance of Employees Through the Performance Management System. The department of human resources (HR) should oversee implementing integrated performance management strategies, procedures, and methods. Human resource strategy is an integral aspect of every company's overarching strategic plan. Determine the possible workforce expansion via the development of a comprehensive strategy. Human resources then conduct the recruiting process to find and hire qualified candidates for open positions in accordance with the strategic strategy. This connects back to the concept of an integrated talent strategy, which is derived from the overarching business plan and serves to synchronise the workforce with the company's goals ( Cuadros-Totora et al., 2022, October ). Human Resources may collaborate with other departments to proactively assess skill shortages and devise strategies to fill them. Having a set of company-wide measurements helps keep everyone on the same page, however it varies depending on the size of organization. Research conducted by ( Cuadros-Totora et al., 2022, October ) remarked on being HR's many responsibilities is articulating what constitutes "high performance" for the company and advising top brass on which positions are mission critical. Multinational corporations invest 3

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extensive time and energy into assessing, analyzing, and planning their strategic aims. Possible future initiatives, ongoing ones, recruiting targets, human resource optimization, and the ability to foresee technological and legal shifts in the market are all part of this. And preparing a pool of talent for future endeavours. However, the company's preparation should consider the market's susceptibility. Using key performance indicators (KPIs), HR may monitor development over time. Management of human resources is a technique that may be found in any setting where there is more than one individual ( Jia et al., 2023). Throughout human history, there has been extensive documentation on how to effectively manage people in an organisational environment. People were given tasks and duties, organisational structures were developed, administration arose or was created, duties and authority were delegated, accountability mechanisms were established, and incentives and punishments were also made available ( Jia et al., 2023). In this respect, the division of labour, the development of specialisation ( Jia et al., 2023), and the establishment of responsibility were all methodically planned to accomplish a certain objective ( Brakrim, 2023). The idea that increasing profits from specialised employment are necessary for the development of specialisation has been debunked by recent theoretical work. Topologically confined groups, whose cells collaborate exclusively with immediate neighbors, have been shown via research ( Brakrim, 2023). Even when the benefits of individual specialisation begin to decline, a reproductive division of work might emerge, as in the case of filaments or branching growths. It is generally agreed that "Human Capital Theory" and its subsequent advancements in the early 1970s was where HRM as a philosophical movement got its start. It was suggested in this idea that it is fairer to regard human resource management (HRM) as wealth rather than a cost since this is the more accurate way to look at them ( Jia et al., 2023). This viewpoint continued to be expressed in published works during the 1970s, but it started to get stronger support in the early 1980s ( Jia et al., 2023). Management of people is essential to every successful business, and HRM plays a pivotal role in building a strong foundation for productivity. It is at the heart of the discussion over whether or not firms are competitive. Methods that increase workers' interest and output while enhancing their learning, development, and advancement prospects. The efforts of employees create a hospitable environment in which the business may grow its resources and skills, ultimately increasing its value to its customers. Helping them succeed and develop long-term benefits in the marketplace. High-performance work systems are one name that has been given to this group of procedures ( Brakrim, 2023). An institution or group can only achieve its objectives if it has access to and makes efficient use of the resources necessary to do so. The human, monetary, physical, and informational resources available to a manager 4

are all essential. People in HR departments often have a wide range of experience and expertise ( Kroll, 2023). They have responsibilities at work that should help the company reach its goals ( Brakrim, 2023). Human resource management prioritises the demands of management in terms of supplying and cultivating human resources; this is known as a "resource-focused" approach ( Brakrim, 2023). Human resource management refers to the processes involved in forecasting business demands in terms of staffing levels and then organising and training employees to meet those needs ( Brakrim, 2023). Howard Schultz believes that workers are the company's greatest asset or weakness. An employee's ability to make a client happy is directly correlated with the frequency with which that customer returns ( Kroll, 2023). Customers are likely gone for good if they have a bad experience. The process of finding and hiring the finest possible personnel begins with advertising for and receiving applications from suitable applicants. The development includes both the induction of new employees and the ongoing education and improvement of existing staff. Good employee retention may be achieved via initiatives such as performance reviews and incentives for staff to improve. By providing them with competitive pay and benefits and doing all else we can to retain them ( Kroll, 2023). 1.2 Rationale of the Study Organizational success is directly tied to how effectively internal customers are served. The team, and how we can help them enhance their performance in a way that benefits them personally as well as professionally ( Kroll, 2023). Likewise, the Company is focused on enhancing its employees' efficiency. Improvements in the Organization's performance are the result of intensive training and improvement initiatives. The phrase "perform or perish" has become synonymous ( Kroll, 2023) with performance management. An organization's performance management system addresses the difficulty of defining, measuring, and motivating employee performance. The ultimate objective is the enhancement of organisational effectiveness ( Kroll, 2023). It is the way bosses make sure their workers' efforts help them achieve their mission. Identifying the intended actions is crucial to this procedure. They are prepared for, arranged, carried out, and then assessed to see whether they were successful. They are fulfilling their roles ( Kroll, 2023), and they are getting their worker's and supervisors' feedback on how well they are doing. As managers and workers exchange input, they may become aware of voids and work together ( Kroll, 2023) to fill them. In terms of managing employees' performances, performance appraisals are crucial. It is not Performance Management in and of itself, but rather one of several instruments available for such an endeavour ( Kroll, 2023). Often, line managers instead than HR experts 5

do this task. They must comprehend the significance of performance evaluation to the goals of Performance Management and their place within it ( Kroll, 2023). Without the managers who govern its organisations, modern society as they know it could not have existed, much less evolved, under these constraints. Competent management is the most crucial factor in the continued progress of already-developed nations. Organizations of any size or kind, public or private, profitable, and in any field. They are all the same in one crucial respect: they require supervision. Each one uses a wide variety of monetary, physical, and human assets to get the job done ( Lembcke, 2023). Human resource management, the study and practice of directing an organization's human resources has been expanding its horizons as a field of study and professional endeavour for over a century ( Lembcke, 2023). Practitioners and scholars, including Lembcke, Kroll and Brakrim, have learned from their mistakes, developed, and tested theories, and refined these techniques and disciplines. What have been the driving elements for HRM's growth and progress throughout time? Both environmental concerns and the search for more efficient methods of hiring and employing workers rank high on the list ( Lembcke, 2023). Managers were pushed by the dynamic nature of the modern business landscape. With a better understanding of and proficiency in contemporary people management approaches, we can boost the effectiveness of our production and service delivery operations ( Lembcke, 2023). This refers to strategies for managing staff that boost output and reduce the expenses associated with providing services. Similarly, make sure there is a steady supply of qualified employees available to the company ( Lembcke, 2023). It has been shown that managerial values may serve as frameworks that guide and decide activities, objectives, choices, decisions, and attitudes, in addition to convincing and influencing other individuals. The fundamental tenets must be upheld to successfully manage the PM in its many guises. In addition, much like the Performance Management (PM) process ( Lembcke, 2023), it is believed that the organization's underlying values and the way those values are enacted across the company are what ultimately lead to outstanding continuous financial success ( Lembcke, 2023). Yet, it is perplexing that despite the enormous amount of written material on PM that has been produced over the last 30 years, academics have given very little attention to the implementation of PM about the manager's principles. Moreover, management values and PM have not historically been firmly interwoven, which is a noteworthy gap in the currently available PM research. 6

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1.3 Research Aims The research aims to achieve the following:  To conduct critical evaluation of the Performance Management systems in organizations.  To analyse the role of HR in improving the performance of employees.  To discuss the potential role of Performance management systems as an aid to improve PM systems.  To draw meaningful insights that can help organizations improve the performance of employees. 1.4 Research Questions The following is a research topic that might be prompted by this scenario: RQ. How exactly might a model of managerial values assist managers in more effectively managing project management processes? 1.5 Research Objectives The objective of the study is to analyse the model of managerial values in what ways assist managers in more effectively managing project management processes. 7

Chapter 2. Literature Review 2.1 Human Resource Management The concept of HRM practises as an integrated system was not widely accepted 30 years ago. There were separate silos for each HRM functional speciality. Human resource management (HRM) experts working inside each functional expertise were commonplace back then. Making decisions concerning the layout of procedures without adequately accounting for relationships across departments. Human resource managers' primary concern back then was training workers to do certain tasks well. Not enough thought was given to the kinds of actions each employee would need to do within their assigned roles to put a specific competitive strategy into effect. It was not until the late 1970s and early 1980s that human resource management (HRM) experts and researchers began to examine the field ( Lembcke, 2023). They began to think more strategically about how their efforts may improve the efficiency of their companies. Two core tenets form the foundation of the research that has been done on the strategic management of human resources. The first problem pertains to the operational significance of human resources, as well as the skills and actions of those resource management ( Garengo et al., 2022). The second aspect focuses on human resource management approaches, which are essential to the process of creating these capabilities. Investigation on SHRM considers HR systems as well as the influence these systems have on the enterprise. In contrast to the conventional viewpoint, which evaluates HR policies in isolation and considers the influence these practices have on individual performance, this view examines both ( Garengo et al., 2022). This shift towards a more macro or systemic perspective came about because of an increased understanding of the influence that the human resource’s function has on the outcomes of the business. A strategy like this represents the concept that, for HR policies and practices to be more successful, they need to be coherent with each other and strive to meet the strategic objectives of the firm ( Garengo et al., 2022). 2.2 Strategic Human Resource Management Research on strategic human resource management is gradually shifting its emphasis away from individual HR practices and towards the consequences of the success of human resources (HR) infrastructure ( Schoeman & Chakwizira, 2023). The consensus among researchers is that we should be concentrating on systems. because workers are concurrently subjected to a series of HR procedures that are connected. Instead of focusing on individual practices one at a time, it is more probable that the impacts of HR practises will rely on the 8

other practices that are integrated into the system ( Schoeman & Chakwizira, 2023). Research demonstrates over and again that there is a positive correlation between (wide) HR systems and performance, as well as the concept of interconnections or efficiencies between activities within an HR system. It is generally acknowledged as the fundamental logic that contributes to the efficiency of HR systems ( Schoeman & Chakwizira, 2023). Notwithstanding this consensus, it is unclear to what degree this basic premise in the system pertains to the sphere of interactions and synergy. To put it another way, our comprehension of the "systems" component of HR systems seems to be more in its infancy ( Schoeman & Chakwizira, 2023). Given the substantial amount of research that has been done on HR systems, one could anticipate. A strategic approach to human resource management (HRM) specifies how the organization's objectives will be attained. using individuals using HR methods together with integrated HR rules and procedures ( Schoeman & Chakwizira, 2023). Three concepts serve as the foundation for strategic human resource management: a resource-based approach, coordination and integration, and dynamic capabilities. Management of performance is a term that refers to a procedure that is systematically used to enhance the performance of an organisation. through improving the overall performance of both individuals and teams. It involves improving outcomes via increased knowledge of and attention to performance management. Within the confines of a predetermined structure that includes objectives, criteria, and prerequisites for proficiency. There are processes in place to determine a consensus over what is to be accomplished, and these processes also manage and develop individuals to maximise the likelihood of success. That will be accomplished both quickly and in the not-too-distant future. By elucidating people's objectives, it directs their attention to the activities that should be performed. Line management is the one who owns and drives this initiative ( Chen et al., 2023). 2.3 Challenges of HRM The assessment of the accomplishments of personnel is one of the most significant challenges that come up in the management of human resources ( Garengo et al., 2022). As it is responsible for the planning, organising, leading, directing, and managing of the actions that comprise the assessment, making the evaluation more effective. Since managers were involved in the evaluation process, it falls within the purview of management, however it also depends on the ability of the manager to conduct a PM. The purpose of this is to improve both the quantitative and qualitative performance of the task, as well as to direct all efforts towards the accomplishment of the objective. The concept of performance refers to an employee's knowledge and abilities, as well as their understanding in assessing and 9

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synthesising challenges, that allow them to comprehend and successfully fulfil their work responsibilities. the prior relevant experience in addition to any other relevant skills or qualifications ( Cesário et al., 2023). 2.4 Evaluation of performance of employees The performance of an employee is evaluated through performance appraisals, which are then used to convey the employee's assessment of their performance to the employee. The term "performance assessment" also goes by the names "customer assessment," ( Garengo et al., 2022) "employment evaluations," "performance review," and "summative assessment." Performance reviews are a common tool used in the process of allocating wages and compensation. It provides feedback on performance and identifies both the employee's strengths and flaws on an individual level. Performance evaluations that are not carried out effectively result in unsatisfactory outcomes for everyone involved. Yet, if there is no formal performance review done, it may restrict the alternatives available to the employer regarding disciplinary action and termination. Evaluations of employee performance may provide light on whether or not the employer behaved fairly. Or how the employer was truly aware that the employee's performance was not up to par in the first place. Although if according to the law, an employer does not need to have a cause to fire an employee, in actual practice, performance reviews may be used to justify such actions if they ever become necessary. Even if an employee receives a good evaluation of their performance, it is still in the individual's best interest for the assessment to assist them to discover how they may make improvements (Whysall et al., 2019). 2.5 Types of Performance review and appraisal There are a few other names for a performance review and appraisal, including employee evaluation and performance evaluations. Seen as a means through which an employee's performance on the job may be evaluated in terms of quality, quantity, cost, behaviour, and timeliness, the performance assessment can be seen as a technique. Researchers went on to explain that he, his peers, those who were senior to him, and juniors were all involved in the process. Yet, in most cases, the formal approach is carried out by the current leader or manager under whom the individual in question is employment practices. An employee's performance is evaluated as part of the whole procedure for evaluating, contrasting, discovering, leading, and correcting the workers ( Jia et al., 2023). Performance evaluation has historically been used extensively to assess staff achievement, establish objectives for future performances, and highlight areas in which the worker needs 10

further professional growth ( Jia et al., 2023). A formal evaluation of an employee's performance will be carried out at the very least twice yearly as a matter of standard practice. According to Azam (n.d.), the objective of the performance management method is the enhancement of employee performance. First on the level of each unskilled employee, and then finally on the level of the company. The exchange of data ought to be the objective of performance evaluation in its entirety. It will provide managers with the greatest possible tools to boost performance management. So, in an ideal scenario, the performance assessment would disclose details that would assist managers in managing in such a manner that would result in improved employee productivity ( Azam, n.d.). In the end, serious problems that are related to performance assessments develop because of two primary factors ( Jia et al., 2023): (a) the performance appraisal process is not being conducted appropriately, or (b) the procedure is not fit to how the company functions. The complications that result from these problems include the assertion made by proponents (both professionals and academic institutions) of total quality administration (TQM) that performance assessments are inappropriate in most organisations and that TQM will guarantee a high standard of excellence throughout the entirety of the organisation. It has been shown that individual workers often have unfavourable attitudes towards the performance review procedure. The system of accountability that is used to assess the performance of the staff members must be suitable. It is implemented for all personnel inside the business that is on the same level as one another ( Jia et al., 2023). If the performance assessment procedure is not carried out suitably and professionally. The organisation may be confronted with legal challenges in the future. The performance review plays a crucial role in companies that utilise a compensation system that is determined by an employee's previous and current achievements ( Jia et al., 2023). When calculating the amount of the bonus that a worker has the right to receive. 2.5 Goal Setting and performance expectations Goals have long been believed to benefit businesses by giving workers a feeling of purpose. Goal setting and creating performance expectations seemed to be inextricably intertwined. It has been suggested in the literature ( Whysall et al., 2019) that for workers to be productive, they need clear and precise instructions on what is expected of them. Thus, creating objectives or performance standards is fundamental to efficient PM systems ( Garg et al., 2022). As a result, it came as no surprise that establishing objectives and standards was a common thread. Most researchers, including Gang, Whysall, and Jia, looked at how goals affect what is expected of a person's performance. Other than those two research, evidence of 11

additional particular uses of goal setting was scant. One examined the results of individual vs group motivation, while the other investigated the role of shared objectives. According to the findings of this study, the team dynamic is negatively affected when the PM process is centred on the pursuit of individual objectives rather than cooperative rather than competitive ones. It may prevent workers from reacting negatively to their team. While creating goals has been extensively researched throughout PM. The use of objectives is often assumed in PM operations ( Garg et al., 2022), but researchers propose that researchers investigate the many ways in which goals might be used in productive PM procedures. Not all objectives are created equal when it comes to boosting performance and self-efficacy, as the larger HRD research has previously proven. These researchers highlight the benefits of establishing learning objectives in learning and unfamiliar settings and dividing long-term goals into shorter-term ones ( Garg et al., 2022). Latent aspirations are a relative discovery in the performance management literature, but they were absent from the PM publications we reviewed. As compared to the conscious establishment of precise, challenging objectives, it has been proven that unconscious goals provide better results. 2.6 Recent Innovations in assessment and performance management Recent innovations in assessment and performance management include the 360-degree feedback, balanced scorecard, and upwards feedback. Strategic planning and management may be accomplished with the use of the balanced scorecard (BSC). Businesses use BSCs to: Explain their goals to the public. Bring everyone's day-to-day activities into line with the larger strategic plan. Projects, goods, and services should be prioritised. Both the 360-degree feedback and the balanced scorecard have their flaws, as ( Schoeman & Chakwizira, 2023) point out in their paper. This is how the best IT firms are now doing business. Results for predetermined targets are evaluated at performance reviews. The ultimate goals of the employee's job performance are irrelevant to the process of providing and receiving 360 feedbacks. It's all about progress, progress, and more progress. The employee's own strategy for personal growth is a major product of 360-degree feedback ( Schoeman & Chakwizira, 2023). Managers then conduct checks and follow up with further instruction and comments. The focus of a performance review is on the quantifiable question of how well the worker has done their job. Therefore, there are no further plans or follow-ups. Since the respondent remains anonymous, they are free to provide constructive criticism with the intention of improving the employee's performance ( Schoeman & Chakwizira, 2023). The employee must know the identity of the reviewer and any talks about performance must take place in public. Individuals have relatively low levels of satisfaction with these current assessment 12

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techniques, highlighting the need for an alternative ( Lembcke, 2023). It avoids these flaws and offers the benefits of these strategies instead. In their paper, the authors noted that yearly performance appraisals are carried out for current workers. Workers' attitudes forward towards the Performance Evaluation Plan in the packaging sector are described in research ( Garg et al., 2022). The workers share the view that it does nothing to alleviate public discontent. Differences in age, race, gender, sexual orientation, and religion all have a role in how different employees see the workplace. For the Performance Evaluation Programs to be accepted and appreciated by the staff, there must be openness and articulated criteria ( Garg et al., 2022). Given that they affect the efficiency of the whole organisation. The largest IT companies lack an efficient system for performance management. It must be made so that the organization's performance, as well as that of its personnel both past and future, may be evaluated against the state's objective for the agency. It has been observed by literature that when companies invest in cutting-edge technology, it positively affects the productivity of their workers. There is a corresponding boost in output and efficiency ( Arpiani & Mulyana, 2023, January). Allied Bank is just one example of how this boosts the company's competitiveness in the marketplace by improving its customer service. It shifted its emphasis to place a greater emphasis on its consumers and the quality of the services it provides. According to literature, a flexible Performance Management System (PMS) is necessary for its successful implementation. All workers, regardless of rank, need to feel welcome in the space. In addition, it suggests that if the PMS is to increase productivity, it should include. The business implications of operating a business must be considered when assigning responsibilities and creating positions within a company. 2.7 Role of HR in PM systems Without the aid of a human resources (HR) division or an HR expert. Human resources departments often consist of either a small team or a single person at most businesses. Some companies hire an external HR department or specialist to handle employee problems. It's also possible for an organisation to assign a member of staff with additional human resources responsibilities. Human resource managers oversee the organisation's most valuable resource. People, proper. From legislation and rules to employee participation, growth, and recruitment. Human resources are critical because it assists businesses in the current war for talent. This article will outline the risks of operating a firm without HR by discussing the potential for legal action. Problems with employee morale and attrition might result from not complying with regulations set by various government entities. From a legal standpoint, firms run the risk of breaking many employment rules if they don't have HR on staff. Well- 13

prepared job descriptions with long-term goals for the relevant division. There is a need to bring them to light since they are consistent with the overall organisational plan. Businesses should undertake frequent reviews of employee performance, according to the findings. It is now a need that will aid in closing the gap between worker output and the company's goals. An empirical study conducted by Arpiani, N. F., & Mulyana, A. E. (2023, January) showed that employees' responses to performance reviews significantly impacted worker motivation. Workers' emotions, such as how they felt about the performance review and whether or not they thought it was fair and accurate. As such, they play a crucial role in determining the level of intrinsic motivation among workers. According to research by ( Arpiani & Mulyana, 2023, January), "goal setting theory" predicts that when tough, but attainable, objectives are put into place, improved performance would result. Employees are more likely to be motivated by specific, challenging objectives than more general, less demanding ones. He hypothesised that if workers had input into establishing goals and receiving feedback, productivity would rise. Unlike when targets are set but no progress is reported. According to ( Arpiani & Mulyana, 2023, January) research, fair evaluation of employee performance is essential for successful performance management. When there is a lack of uniform criteria, subjective evaluations of workers are the result ( Arpiani & Mulyana, 2023, January). It may kill the assessment procedure and leave it a lifeless shell. This issue of disparate standards may be mitigated by making job-related criteria the primary focus of performance reviews ( Arpiani & Mulyana, 2023, January). The research was undertaken by Barbieri, M., Micacchi, L., Vidè, F., & Valotti, G. (2023) with three primary goals in mind. To collect the relevant data on senior management effectiveness as a tool for HR interventions, it is important to consider how it contributes to the growth of the company. When managers are aware of the connection between performance management and employee happiness, they are better able to keep their best employees. According to the results, performance management's primary goal is to provide a bridge between employee goals and company targets. in a way that provides the greatest possible environment for workers to excel ( Barbieri et al., 2023). By reviewing the literature, Gim, G. C., Ooi, S. K., Teoh, S. T., Lim, H. L., & Yeap, J. A. (2022) concluded that the performance monitoring system was crucial to the success of the firm. This technique is useful for both meetings and exceeding the expectations of businesses and consumers. Likewise, it aids the administration in deciding which employees to promote. Professionals in the IT sector are happy with the current arrangement, it seems. The survey was done ( Gim et al., 2022), and its primary concern was the views of employees and other 14

staff members on the performance assessment process, as well as any potential biases or errors associated with it. Workers' perceptions of the company's performance evaluation process may vary. The studies conducted on this topic were analysed. Utilizing descriptive statistics and other methods, the research found that workers were adversely affected by the Performance evaluation system. Rana, S., & Singh, S. (2022) found that workers' impressions of their company's system for managing performance were unfavourable. It is also evident that the variables of equality of opportunity, organizational justice, and contextual performance all have a role in shaping workers' sense of fairness ( Rana & Singh, 2022). Metrics and a budgetary strategy are both a component of the performance assessment frameworks, as explained by Van Waeyenberg, T., Peccei, R., & Decramer, A. (2022). Metrics used to regulate operations, such as those that are performance-based, should be in line with the organization's overall objectives. Management and control using these indicators are hampered when they are badly developed. Creating and maintaining a framework for estimating and arranging activities are the primary objectives of any accounting initiative ( Van Waeyenberg et al., 2022). All these tasks are subtracted from the strategic and tactical plans, and their associated advantages and expenses are then included in a budget. It has been argued by Susanto, Y., & Rambano, D. (2022) that the performance assessment is one of the most difficult and divisive methods used by companies to manage their human resources. By analysing participants' impressions of organisational formalisation and their own first-hand experiences with the sophistication of the system for assessing performance, the research delved into the territory of conceptual understanding in executive appraisals. appraisals as predictors of executive attachment in measuring performance frameworks ( Susanto & Rambano, 2022). The conceptual framework and approaches regarding employee performance were examined by Kwon, K., & Jang, S. (2022). Employee performance was discovered to have a significant impact on the organization's success or failure. So, businesses are spending a lot of money to train their staff. The research also established a model that clarifies the connection between staff growth and productivity ( Kwon & Jang, 2022). Effective and efficient organisational growth was listed as a priority by Garengo, P., Sardi, A., & Nudurupati, S. S. (2022). Evidence from the past suggests that how employees feel about their performance reviews has a substantial bearing on both their level of pleasure at work and the quality of their work ( Garengo et al., 2022). Employees, according to Sivathanu, B., & Pillai, R. (2020), are a company's most important and changing resource. Maintaining rapid expansion is a strategic goal that may be realised 15

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with the help of a well-implemented system for managing performance. It has become clearer that effective human resource management is a need for every successful business ( Sivathanu & Pillai, 2020). In their explanation of the effectiveness assessment program's significance, Garg, S., Sinha, S., Kar, A. K., & Mani, M. (2022) said that it serves as an essential instrument for human resource management in the process of cultivating their staff. Yet, it is also a tool that many businesses utilise to show appreciation for their workers via a variety of incentives, promotions, and salary increase programmes. Several theories of employee motivation, including positive and negative reinforcement and others, rely on performance reviews as a means of rewarding workers ( Garg et al., 2022). The performance evaluation procedures of a few representative Indian companies were investigated by Whysall, Z., Owtram, M., & Brittain, S. (2019). A deeper understanding of performance reviews may be gained from this article. Performance evaluation strategies, procedures, and practises. The research showed that there are three tiers of evaluation for HR performance at L&T. In this case, the employee is doing an internal evaluation of his work. The direct supervisor is responsible for evaluating the employee's most important traits, while the higher-ups will collaborate with the worker to set goals for future performance and growth. The research found that it is impossible to know an employee's value to a business without conducting a performance review ( Whysall et al., 2019). For performance goals to be effective, they should be clear, explicit, difficult, time- constrained, and associated with value incentives. Workers need to be given clear and complete information on how their performance will be measured and rated. McCartney, S., Murphy, C., & Mccarthy, J. (2021) studied 75 workers at a Thai university to evaluate the effectiveness of a novel 360-degree performance assessment method. Information for the system was gathered from the workers individually as well as from their superiors, peers, customers, and subordinates. There were two attempts to verify the reliability of the system. The institution's administrative and skilled workers were more pleased with the system than the faculty and students. Many proposals were made to enhance the 'functioning' of such technology inside a college environment ( McCartney et al., 2021). Claus, L. (2019) in their study imply that younger as well as older employees' view of Performance Assessment. There is usually not a big difference between the ages. This would seem to indicate that workers of different ages have a lot of similarities. In terms of their dedication and readiness to submit to Performance Evaluation ( Claus, 2019). Helmold, M., & Samara, W. (2019) emphasised that performance evaluation is one of the most essential ideas of human resources management. One of the areas of developmental psychology where this 16

topic has received much attention is the area of organisational culture ( Helmold & Samara, 2019). That personnel feel that the company is working to meet their requirements. It may have a feeling of obligation concerning giving to the organisation via good job performance ( Helmold & Samara, 2019). Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020) reveals that performance assessment feedback is the major push for organisational success. It explores possible determinants and implications of satisfaction with evaluation feedback. Assessment feedback was favourably associated with work satisfaction among staff members, and organisational commitment and adversely associated with turnover intents ( Stahl et al., 2020). Fenech, R., Baguant, P., & Ivanov, D. (2019) highlighted the alternate links between performance evaluation contentment and employee results. In the form of self-reported job performance, emotional organizational citizenship behaviour and organisational commitment. The link between measuring performance satisfaction and employee commitment. Nevertheless, was both communicated and regulated by staff members’ intrinsic job drive. Moderating in this fashion demonstrated an unfavourable connection between employers and workers. connection for those deficient in internal motivation and a favourable one for those rich in intellectual curiosity ( Fenech et al., 2019). 2.8 Cost of poor Performance management Bad judgements based on ineffective performance management might lead to the irreversible closure of businesses. When there is high employee turnover because of issues including vague or inaccurate compensation, biased evaluations, a lack of defined objectives, and other similar problems. The ongoing expense of hiring and educating new employees might be prohibitive. A disjointed performance management system might lead to inconsistent and unjust evaluations of employee output. Most performance management biases are unintentional, but when managers lack access to objective performance data and evaluation measures, they are more likely to deliver reviews that are skewed in one direction or another. Human biases like those based on beliefs, opinions, or connections may also contribute to unequal treatment. The employee and manager may both be blind to the reality of the situation, which prevents them from addressing the underlying performance difficulties that are having a negative impact on the business. The workload of managers increases when performance management programmes are inadequately executed ( Rustina et al., 2023). A yearly feedback cycle typically accounts for the majority of a manager's 210 hours spent on performance evaluation activities. Without the advantages that come from an effectively carried out performance monitoring program, the substantial time and effort invested in 17

performance management will be wasted. One chat at the end of the year may be futile if managers don't check in with staff on a frequent basis. Results are maximised while time and money are saved with continuous oversight of performance ( Rustina et al., 2023). Chapter 3 Research Methodology 3.1 Research Design The chosen research design is qualitative. To better understand how an intended audience thinks and acts about a given subject, qualitative study techniques have been developed. In- depth interviews, focus groups, anthropological studies, content analyses, and case study research are all examples of common qualitative research techniques. Qualitative techniques yield more detailed findings, from which conclusions can be made with relative ease. It was the social and behavioural sciences that pioneered the use of qualitative study techniques. The society we live in today is more complex, making it harder to decipher individuals' thoughts and perspectives ( Garg et al., 2022). That is a lot simpler to grasp thanks to the conversational and detailed qualities of qualitative research conducted online ( Flick, 2022). Most of the time, participants' problems or study problems are the sites where qualitative research methods collect data. These are real-time data, and gathering information from individuals rarely requires them to leave their immediate surroundings. Instead of relying solely on one data source, qualitative researchers frequently collect data from a variety of 18

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sources ( Flick, 2022), including observations, interviews, and papers. With clear, readily readable, and understandable inferences, this type of research methodology attempts to resolve complex problems. People can develop confidence in the researcher because it is a more communicative method, and the information gleaned in this way is genuine and unadulterated. 3.2 Research Philosophy A sociological study methodology is the definition of interpretivism. analysis of a behaviour or event that takes place about the cultural norms and values of the community in which it occurs. In sociology, it is an observational technique used to examine information about human behaviour. By giving specific acts a purpose, it analyses how people behave. Data with a qualitative component cannot be stated rationally. On the contrary, it is typically communicated through language, frequently using marginal language. Data that is represented numerically, such as measurements or financial amounts or non-numerical, is known as quantitative information ( Cypress, 2019). Quantitative information, then, uses metrics. The goal of interpretivism is to accurately ascertain the cultural and social significance of various behaviours. Interpretivism holds ( Flick, 2022) that human interpretations and cultural traditions are more significant than objective rules. Interpretivists, then, hold that people's views shape their perceptions of reality ( Flick, 2022). Rather than the actual events that caused the actions, cultures' views about what happened. Contrary to what Positivists think, interpretivism (also known as "anti-positivists") holds that people actively shape their own experiences rather than merely reacting to the world around them. Individuals, in the eyes of interpretivism, are detailed and complicated, and their subjective interpretations of external reality can vary widely. To put it another way, scientific techniques are inappropriate because people behave in the world in vastly different ways and for vastly different causes ( Garg et al., 2022). From this theoretical framework, interpretive study strategies emerge. A qualitative method, such as interpretivism, would be more appropriate for social science study. With techniques like participant observation and informal conversations. Human behaviour, according to interpretivism, can only be comprehended through the lens of our own goals. The only way to understand the realm of performing is to put ourselves in the positions of the performers ( Cypress, 2019). The study focused on interpretivism as it may serve as a foundation for familiar philosophical paradigms and guide research projects as well as those new to research 19

philosophy. It may help shape future research philosophies and inform which values best represent research objectives. Figure 1: Interpretivism as a part of overall system 3.3 Data Collection The information needed for the study was gathered from secondary sources of data including state-of-the-art research. Data that is obtained from sources other than the target audience is called secondary data. That someone has access to the data and examines it already. Publications like periodicals, books, journals ( Sardi et al., 2021), and the like are examples of secondary sources. The information might be publicly available or private. To solve a study topic, it is necessary to collect data from a wide variety of sources. It's useful for making educated guesses about the future. The techniques of data collecting allow you to conclude the important issue ( Garg et al., 2022). Data may be gathered in a variety of ways, such as via surveys, the Delphi method, focus groups, interviews, and so on ( Sardi et al., 2021). To acquire data that already exists is called secondary data collecting. The data has already been gathered, analysed statistically, and is not the researcher's property. This is information that has been gathered from sources and made publicly accessible ( Garg et al., 2022). Simply put, secondary data is data gathered by means other than primary research. A researcher may ask people to gather data or receive it from other sources. The overall quality of a study may 20

be improved by compiling and summarising previously collected data. Both qualitative and quantitative approaches may be used when gathering secondary information. Qualitative information focuses on abstract concepts ( Sardi et al., 2021). Qualities including colour, taste, and preferences as well as physical appearance are included. Quantitative information is based on hard facts and figures like counts and percentages. A researcher may acquire secondary data in one of two ways, but it all depends on their ultimate objectives. Quantitative information is the primary focus of secondary sources. Secondary data collecting techniques are cost-effective and consequently highly common among enterprises and individuals. Small firms that can not afford pricey research have to turn to a cheaper form of data acquisition as they don’t need to reach the participants directly. They may approach anybody for information about potential new consumers. When marketing products and services, they reach more people. Secondary data refers to information that has already been gathered and is easily accessible. These secondary data may be obtained more rapidly and at a lower cost than the main data. Secondary data is often gathered via desk-based research ( Sardi et al., 2021). Once the researcher has gathered secondary data, they must next assess its validity and dependability. This means that the researcher must think about secondary data, which is quite reliable since it is found in scholarly journals ( Garg et al., 2022). It is important to assess the secondary data in light of the methods used to get them. It is up to the researcher to weigh the pros and cons of various approaches to sampling, the number of samples, response duration, investigation, and data processing ( Garg et al., 2022). To ensure the reliability of his investigation, the examiner should evaluate the accuracy of the data obtained from the secondary source. However, the details of the requirements and the procedures won't be shared with the researcher. This makes it difficult to judge the reliability of secondary data. However, triangulate research allows the researcher to verify the correctness ( Helmold & Samara, 2019). Since secondary data often pertains to already realised events, it typically becomes stale over time. Therefore, the researcher needs to check the date of data gathering. How recently the data was collected and published, and how well it applies to the present? Since census information is only gathered every few years, accuracy is greatly affected by the timing of the data acquisition. 3.4 Data Analysis The term "secondary analysis" refers to the process of using data from previously conducted research to answer a topic that was not addressed in the initial effort ( Helmold & Samara, 2019). Most of the concerns about the secondary use of data centres on the ability of damage 21

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to individual persons as well as the problem of returning consent. There are varying degrees of personally identifiable information included in secondary data. if the data does not include any identifying information or if it is free of this kind of data. ( Helmold & Samara, 2019) Or, it is correctly encoded in a way that prevents the researcher from accessing the codes. Therefore, the ethics board doesn't need to conduct a comprehensive evaluation of the situation ( Sebele-Mpofu, 2020). All that the board must do is verify that the data in question are anonymous. Nevertheless, if the statistics include information that may be used to identify the individuals or the information. It is possible to connect it to identify participants, and the board will then conduct an in-depth evaluation of the idea ( Helmold & Samara, 2019). The researcher will next be required to explain why it is necessary to have identification information to respond to the question being researched. If the data may be accessed without cost on the internet, in books, or any other public forum, then authorization to use and analyse the data further is presumed to be granted. On the other hand, the ownership of the data in its original form must be recognised. If the study is a component of an additional study effort and the data are not publicly accessible. Explicit and written permission to use the data must be obtained from anybody other than the original study team ( Helmold & Samara, 2019). Obtaining it from the study team and including it in the paperwork submitted for ethical approval are both requirements. Research ethics will be considered by appropriately referring to the authors of the study and acknowledgement. 22

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Whysall, Z., Owtram, M., & Brittain, S. (2019). The new talent management challenges of Industry 4.0. Journal of management development . Sivathanu, B., & Pillai, R. (2020). Technology and talent analytics for talent management–a game changer for organizational performance. International Journal of Organizational Analysis , 28 (2), 457-473. Garg, S., Sinha, S., Kar, A. K., & Mani, M. (2022). A review of machine learning applications in human resource management. International Journal of Productivity and Performance Management , 71 (5), 1590-1610. Garengo, P., Sardi, A., & Nudurupati, S. S. (2022). Human resource management (HRM) in the performance measurement and management (PMM) domain: a bibliometric review. International Journal of Productivity and Performance Management , 71 (7), 3056- 3077. Susanto, Y., & Rambano, D. (2022). The Role of HRM Factors in Improving Performance Analysis of Local Government Financial Reports. Golden Ratio of Human Resource Management , 2 (2), 98-107. Kwon, K., & Jang, S. (2022). There is no good war for talent: A critical review of the literature on talent management. Employee Relations: The International Journal , 44 (1), 94- 120. Anh Vu, T., Plimmer, G., Berman, E., & Ha, P. N. (2022). Performance management in the Vietnam public sector: The role of the institution, traditional culture and leadership. International Journal of Public Administration , 45 (1), 49-63. Van Waeyenberg, T., Peccei, R., & Decramer, A. (2022). Performance management and teacher performance: The role of affective organizational commitment and exhaustion. The International Journal of Human Resource Management , 33 (4), 623-646. Rana, S., & Singh, S. (2022). Performance appraisal justice and affective commitment: examining the moderating role of age and gender. International Journal of Organizational Analysis , 30 (1), 24-46. Gim, G. C., Ooi, S. K., Teoh, S. T., Lim, H. L., & Yeap, J. A. (2022). Green human resource management, leader–member exchange, core self-evaluations and work engagement: the mediating role of human resource management performance attributions. International Journal of Manpower , 43 (3), 682-700. 24

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Barbieri, M., Micacchi, L., Vidè, F., & Valotti, G. (2023). The performance of performance appraisal systems: A theoretical framework for public organizations. Review of Public Personnel Administration , 43 (1), 104-129. Arpiani, N. F., & Mulyana, A. E. (2023, January). How do Talent Management, Motivation, and Career Development Affect the Employee Performance at PT Excelitas Technologies Batam? In Proceedings of the 4th International Conference on Applied Economics and Social Science, ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia: ICAESS 2022 (p. 15). European Alliance for Innovation. Azam, M. S. How can we build human resources (HR) that deliver value? A systematic literature review of traditional and transformational HR roles. Global Business and Organizational Excellence . Jia, J., Jiao, Y., Yan, J., Wang, J., & Jia, H. (2023). Evolution path and critical influencing factors of performance management system: a longitudinal case study in China. Asia Pacific Business Review , 29 (1), 50-69. Schoeman, I., & Chakwizira, J. (2023). Advancing a Performance Management Tool for Service Delivery in Local Government. Administrative Sciences , 13 (2), 31. Radjabova, G. U. (2023). IMPROVING THE PERFORMANCE MANAGEMENT OF THE HIGHER EDUCATION SYSTEM. Publishing House “Baltija Publishing” . Lembcke, D. M. P. (2023). Implementation of performance management and its relationship with the civil servants perception of a public entity framed in Law No. 30057 [Implementación de la gestión del rendimiento y su relación con la percepción de los servidores civiles de una entidad pública enmarcada en la ley N° 30057]. Journal of Global Management Sciences , 6 (1), 1-10. Kroll, A. (2023). Behavioural and institutional performance management theories are popular. Here is why we need to add a relational perspective. Journal of Public Budgeting, Accounting & Financial Management , 35 (1), 1-11. Brakrim, H. (2023). What performance management in local economic development? The case of French intercommunities (Doctoral dissertation, Université Côte d'Azur). Cuadros-Totora, J. M., Mamani-Arrieta, D., & Flores-Perez, A. (2022, October). Production model for the improvement of efficiency through TPM, SRM and Holt-Winters in the beauty 25

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sector. In 2022 Congreso Internacional de Innovación y Tendencias en Ingeniería (CONIITI) (pp. 1-6). IEEE. Chen, L., Jagota, V., & Kumar, A. (2023). RETRACTED ARTICLE: Research on optimization of scientific research performance management based on BP neural network. International Journal of System Assurance Engineering and Management , 14 (1), 489-489. Cesário, F., Rodrigues, A., Castanheira, F., & Sabino, A. (2023). The role of reaction to feedback in the relationship between performance management, job satisfaction and the leader–member exchange (LMX). EuroMed Journal of Business , 18 (1), 129-144. Rustina, E., Nufus, R. K., Lestari, S. S., Fathonni, M. S., & Sidiq, M. (2023). Analysis of Ro- Ro Ship Performance Management at the Merak-Bakauheni Crossing Port. Asian Journal of Management, Entrepreneurship and Social Science , 3 (01), 344-359. Johnson, J. L., Adkins, D., & Chauvin, S. (2020). A review of the quality indicators of rigour in qualitative research. American Journal of pharmaceutical education , 84 (1). Muzari, T., Shava, G. N., & Shonhiwa, S. (2022). Qualitative research paradigm, a key research design for educational researchers, processes and procedures: A theoretical overview. Indiana Journal of Humanities and Social Sciences , 3 (1), 14-20. Flick, U. (2022). The SAGE Handbook of Qualitative Research Design . SAGE. Tarnoki, C., & Puentes, K. (2019). Something for everyone: A review of Qualitative inquiry and research design: Choosing among five approaches. The Qualitative Report , 24 (12), 3122- 3124. Braun, V., Clarke, V., Boulton, E., Davey, L., & McEvoy, C. (2021). The online survey is a qualitative research tool. International journal of social research methodology , 24 (6), 641- 654. Cypress, B. S. (2019). Qualitative research: Challenges and dilemmas. Dimensions of critical care nursing , 38 (5), 264-270. Sebele-Mpofu, F. Y. (2020). Saturation controversy in qualitative research: Complexities and underlying assumptions. A literature review. Cogent Social Sciences , 6 (1), 1838706 26

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References Sardi, A., Sorano, E., Garengo, P., & Ferraris, A. (2021). The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs. Employee Relations: The International Journal , 43 (2), 589-606. Fenech, R., Baguant, P., & Ivanov, D. (2019). The changing role of human resource management in an era of digital transformation. Journal of Management Information & Decision Sciences , 22 (2). Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi- stakeholder, multidimensional approach to HRM. Human Resource Management Review , 30 (3), 100708. Claus, L. (2019). HR disruption—Time already to reinvent talent management. BRQ Business Research Quarterly , 22 (3), 207-215. Helmold, M., & Samara, W. (2019). Progress in performance management . Springer International Publishing. McCartney, S., Murphy, C., & Mccarthy, J. (2021). 21st century HR: a competency model for the emerging role of HR Analysts. Personnel Review , 50 (6), 1495-1513. Whysall, Z., Owtram, M., & Brittain, S. (2019). The new talent management challenges of Industry 4.0. Journal of management development . Sivathanu, B., & Pillai, R. (2020). Technology and talent analytics for talent management–a game changer for organizational performance. International Journal of Organizational Analysis , 28 (2), 457-473. Garg, S., Sinha, S., Kar, A. K., & Mani, M. (2022). A review of machine learning applications in human resource management. International Journal of Productivity and Performance Management , 71 (5), 1590-1610. 27

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Garengo, P., Sardi, A., & Nudurupati, S. S. (2022). Human resource management (HRM) in the performance measurement and management (PMM) domain: a bibliometric review. International Journal of Productivity and Performance Management , 71 (7), 3056- 3077. Susanto, Y., & Rambano, D. (2022). The Role of HRM Factors in Improving Performance Analysis of Local Government Financial Reports. Golden Ratio of Human Resource Management , 2 (2), 98-107. Kwon, K., & Jang, S. (2022). There is no good war for talent: A critical review of the literature on talent management. Employee Relations: The International Journal , 44 (1), 94- 120. Anh Vu, T., Plimmer, G., Berman, E., & Ha, P. N. (2022). Performance management in the Vietnam public sector: The role of the institution, traditional culture and leadership. International Journal of Public Administration , 45 (1), 49-63. Van Waeyenberg, T., Peccei, R., & Decramer, A. (2022). Performance management and teacher performance: The role of affective organizational commitment and exhaustion. The International Journal of Human Resource Management , 33 (4), 623-646. Rana, S., & Singh, S. (2022). Performance appraisal justice and affective commitment: examining the moderating role of age and gender. International Journal of Organizational Analysis , 30 (1), 24-46. Gim, G. C., Ooi, S. K., Teoh, S. T., Lim, H. L., & Yeap, J. A. (2022). Green human resource management, leader–member exchange, core self-evaluations and work engagement: the mediating role of human resource management performance attributions. International Journal of Manpower , 43 (3), 682-700. Barbieri, M., Micacchi, L., Vidè, F., & Valotti, G. (2023). The performance of performance appraisal systems: A theoretical framework for public organizations. Review of Public Personnel Administration , 43 (1), 104-129. Arpiani, N. F., & Mulyana, A. E. (2023, January). How do Talent Management, Motivation, and Career Development Affect the Employee Performance at PT Excelitas Technologies Batam? In Proceedings of the 4th International Conference on Applied Economics and Social Science, ICAESS 2022, 5 October 2022, Batam, Riau Islands, Indonesia: ICAESS 2022 (p. 15). European Alliance for Innovation. 28

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Azam, M. S. How can we build human resources (HR) that deliver value? A systematic literature review of traditional and transformational HR roles. Global Business and Organizational Excellence . Jia, J., Jiao, Y., Yan, J., Wang, J., & Jia, H. (2023). Evolution path and critical influencing factors of performance management system: a longitudinal case study in China. Asia Pacific Business Review , 29 (1), 50-69. Schoeman, I., & Chakwizira, J. (2023). Advancing a Performance Management Tool for Service Delivery in Local Government. Administrative Sciences , 13 (2), 31. Radjabova, G. U. (2023). IMPROVING THE PERFORMANCE MANAGEMENT OF THE HIGHER EDUCATION SYSTEM. Publishing House “Baltija Publishing” . Lembcke, D. M. P. (2023). Implementation of performance management and its relationship with the civil servants perception of a public entity framed in Law No. 30057 [Implementación de la gestión del rendimiento y su relación con la percepción de los servidores civiles de una entidad pública enmarcada en la ley N° 30057]. Journal of Global Management Sciences , 6 (1), 1-10. Kroll, A. (2023). Behavioural and institutional performance management theories are popular. Here is why we need to add a relational perspective. Journal of Public Budgeting, Accounting & Financial Management , 35 (1), 1-11. Brakrim, H. (2023). What performance management in local economic development? The case of French intercommunities (Doctoral dissertation, Université Côte d'Azur). Cuadros-Totora, J. M., Mamani-Arrieta, D., & Flores-Perez, A. (2022, October). Production model for the improvement of efficiency through TPM, SRM and Holt Winters in the beauty sector. In 2022 Congreso Internacional de Innovación y Tendencias en Ingeniería (CONIITI) (pp. 1-6). IEEE. Chen, L., Jagota, V., & Kumar, A. (2023). RETRACTED ARTICLE: Research on optimization of scientific research performance management based on BP neural network. International Journal of System Assurance Engineering and Management , 14 (1), 489-489. Cesário, F., Rodrigues, A., Castanheira, F., & Sabino, A. (2023). The role of reaction to feedback in the relationship between performance management, job satisfaction and the leader–member exchange (LMX). EuroMed Journal of Business , 18 (1), 129-144. 29

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Rustina, E., Nufus, R. K., Lestari, S. S., Fathonni, M. S., & Sidiq, M. (2023). Analysis of Ro- Ro Ship Performance Management at the Merak-Bakauheni Crossing Port. Asian Journal of Management, Entrepreneurship and Social Science , 3 (01), 344-359. 30

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