The article, Linking strategic HRM, performance management and organizational effectiveness: perceptions of managers in Singapore, by Pauline Stanton and Alan Nankervis presents a comprehensive relationship between tactical HRM, performance supervision systems, and proactive organizational effectiveness with reference to the management strategies of selected senior HRM managers within Singapore.
As a matter of fact, the article establishes the gap between theoretical assumptions and the actual performance of the sampled managers. Basically, the article presents the gap as a result of different systems of performance management across the organizations that were sampled.
In a study built upon the findings of previous researches on perception, systems for performance management, and organizational effectiveness, the article delineates theoretical assumptions on organizational effectiveness through an optimum mix of different management factors to ensure efficiency.
Through quantitative research, by use of Likert scalar, the research survey approach in the article was successful in linking the variables or manager perception, performance systems, and organizational effectiveness within the Singapore organizational environment. The two samples used, sample A (managers from the private sector) and sample B (managers from the public sector), were effective in representational of industry human resource management practices and their effectiveness within Singapore (Stanton and Nankervis 72).
From the findings in the research, the article presented the responses of 91 respondents. In answering the research question on culture and organizational values, the findings revealed that private organizations had better structure for integrating the values and culture to their performance management systems as compared to the publicly owned organization in Singapore.
In terms of measuring the variable of performance management, more respondents from sample A agreed that their organizations had better performance management as a result of a comprehensive strategy for human resource management as compared to the responses from sample B. As indicated in the findings of the research, it was apparent that perception on performance-related pay differed between the two samples. For instance, the support rate for performance-related pay was at 95% of the sample A and only 58% in sample B.
The support rate for the variable of integrating management strategies to performance management systems was similar in Sample A and Sample B. In addition, respondents from sample B identified better need for integrating performance goals than respondents in sample A (Stanton and Nankervis 74).
Relationship between performance management systems and HRM processes
Respondents from the privately owned organizations identified higher integration between different human resource management processes and performance than respondents from publicly owned organizations in Singapore.
The support may be integrated in the programs such as employee counselling, job design, performance-based remuneration, and HR planning systems. Interestingly, the authors established that “whilst both samples felt that their PMS helped to ‘express the value of the people in the firm’, neither of the samples reported strong connections between PM systems and staffing strategies” (Stanton and Nankervis 69).
Reflectively, the PMS is discussed in the article as offering the opportunity for an organization to fill the vacuum that often exists between company actions and strategies adopted. At the same time, the system engages a multi faceted user board in planning for the immediate, midterm and long term strategies.
Also, the system has application for tracking feedback against the progress of each strategy and records any changes in the dynamic business environment. Thus, the PMS can be described as a necessary tool for systematic evaluation of the strategies in place against future focus in order to successfully translate the strategies into deliverable variables that can be quantified (Stanton and Nankervis 69).
The article introduces the aspect of planning to demystify poor performance as part of employee redundancy. Reflectively, proper use of competency review system is directly proportional to employee performance in the tourism industry since the magnitude of success depends on social interaction skills. Therefore, organizational effectiveness should be the cornerstone for modelling acceptable behaviour between the management and staff.
However, the policies adopted should be aligned to the basic building blocks of performance and scope of the organization. These policies should incorporate employee-employer relationship model, performance review, and organizational social culture as part of the HRM process (Stanton and Nankervis 75).
In the theoretical relationship between the PMS and the HRM processes, the article defines performance management system as a process of fostering developing within the organizational setups through the adoption of a cycle of well planned intervention approaches aimed at enhancing the general efficiency of an organization, and at the same time bettering the positions of a majority of its members.
Unlike the traditional business promotion systems where bettering the financial well-being of an organization was important, PMS emphasizes on the use of greater understandings and fostering good relationships as a critical way to achieve growth in organizations.
Thus, PMS pays more attention to relationships between organizations and their surrounding environments solely for the betterment of organizations. This article gives a critical analysis of major change intervention strategies in the linking PMS to HRM processes, ranging from human process-based interventions to socio-technical processes (Stanton and Nankervis 69).
In the results discussed, the HRM process based intervention strategies are presented as basically aimed at making an improvement to the general state of relationships between individuals and within and among groups in an organizational set up. To attain this, a sensitive form of training is carried out to ensure that both manager and employee teams remain accommodative to the basic needs of their counterparts.
An emotion testing program is introduced to test the emotional position of employees towards each other, after which a counselling session is held to ensure that employees care much about the social needs of their counterparts (York 23).
The main driving point in these particular approaches is the argument that the good state of relations, information transfer, and collaboration are essential in fostering good environments for the flourishing of a tourism related organization. However, there was no clear relationship between organizational effectiveness and HRM process as a result of integrating the PMS within public and private organizations in Singapore (Stanton and Nankervis 79)..
Since the study was based on establishing the link between performance management systems and human resource management strategies in private and public organizations, the article suggests realignment of each HRM process to the performance management systems since each process is independent of the other.
The article also recommends future research on establishing the relationship between performance management systems and HRM processes for different sectors or scope of the organizations to ascertain the actual relationship within the dynamic Singapore organizational human resource management environment.
The finding in the research article differs and conforms to the previous researches. The conformity is within the parameter of the theoretical relationship between performance management systems and organizational human resource management effectiveness. The disagreement falls within the parameter of the inability to establish the explicit link between the performance management systems and the authenticity of human resource management practices in the public and private organizations in Singapore.
Stanton, P., and Alan N. “Linking strategic HRM, performance management and organizational effectiveness: perceptions of managers in Singapore.” Asia Pacific Business review 17.1 (2011): 67-84. Print.
York, K. Applied human resource management: Strategic issues and experiential exercises, New York: SAGE Publications, 2009. Print.