From annual ritual to daily routine: continuous performance management and its consequences for employment security

From annual ritual to daily routine: continuous performance management and its consequences for... Management control in the workplace ultimately rests on the power to dismiss employees who are deemed to be underperforming. This article examines a more recent trend away from annual appraisal and towards continual monitoring and review. Based on a study of specialist proprietary performance management (PM) software packages and interviews with the consultants who market them, the contention is that these developments are driven by the need to control dismissal. In the case of the UK, we argue that the adoption of PM systems needs to be understood as a means of ‘retiring’ older workers who might otherwise remain in employment. The systems studied here draw on a range of data, allowing managers considerable discretion in how this evidence is used. Specifically, by dispensing with explicit ranking methods, these systems suggest a new employer confidence in the use of subjective evidence. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png New Technology, Work and Employment Wiley

From annual ritual to daily routine: continuous performance management and its consequences for employment security

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Publisher
Wiley Subscription Services, Inc., A Wiley Company
Copyright
© 2018 John Wiley & Sons Ltd
ISSN
0268-1072
eISSN
1468-005X
D.O.I.
10.1111/ntwe.12106
Publisher site
See Article on Publisher Site

Abstract

Management control in the workplace ultimately rests on the power to dismiss employees who are deemed to be underperforming. This article examines a more recent trend away from annual appraisal and towards continual monitoring and review. Based on a study of specialist proprietary performance management (PM) software packages and interviews with the consultants who market them, the contention is that these developments are driven by the need to control dismissal. In the case of the UK, we argue that the adoption of PM systems needs to be understood as a means of ‘retiring’ older workers who might otherwise remain in employment. The systems studied here draw on a range of data, allowing managers considerable discretion in how this evidence is used. Specifically, by dispensing with explicit ranking methods, these systems suggest a new employer confidence in the use of subjective evidence.

Journal

New Technology, Work and EmploymentWiley

Published: Jan 1, 2018

Keywords: ; ; ; ; ;

References

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