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How are frontline managers supported in the performance management process?

How are frontline managers supported in the performance management process? Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how other organisational actors support FLMs in their implementation of performance.Design/methodology/approach This article used a qualitative method (57 semi-structured interviews) in two Singapore public sector organisations to understand the types of support provided to FLMs. The interviewees came from various levels and the hierarchical sampling frame allowed for comparisons to be made across the cases.Findings The authors found that the HR department, superiors and peers signalled to FLMs the custom and practice of performance management (PM) that led to the FLMs not prioritising their PM responsibilities. Notably, the focus of the FLMs was on meeting operational needs rather than the PM process.Originality/value The authors add to the literature by examining the how the support from other organisational actors signalled to FLMs the importance of PM within their work group. This paper also explores how FLMs seek support and the type of support they want in their role. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

How are frontline managers supported in the performance management process?

Lee, Qian Yi; Wilkinson, Adrian; Townsend, Keith
Personnel Review , Volume 53 (7): 17 – Oct 16, 2024
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References (42)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0048-3486
DOI
10.1108/pr-04-2022-0279
Publisher site
See Article on Publisher Site

Abstract

Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how other organisational actors support FLMs in their implementation of performance.Design/methodology/approach This article used a qualitative method (57 semi-structured interviews) in two Singapore public sector organisations to understand the types of support provided to FLMs. The interviewees came from various levels and the hierarchical sampling frame allowed for comparisons to be made across the cases.Findings The authors found that the HR department, superiors and peers signalled to FLMs the custom and practice of performance management (PM) that led to the FLMs not prioritising their PM responsibilities. Notably, the focus of the FLMs was on meeting operational needs rather than the PM process.Originality/value The authors add to the literature by examining the how the support from other organisational actors signalled to FLMs the importance of PM within their work group. This paper also explores how FLMs seek support and the type of support they want in their role.

Journal

Personnel Review – Emerald Publishing

Published: Oct 16, 2024

Keywords: Qualitative; Performance management; Signalling theory; Support; Frontline manager

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