Performance Management: An Emotion-Based Approach

Performance Management: An Emotion-Based Approach

DOI: 10.4018/978-1-5225-8398-1.ch004
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In this chapter, the authors focus on the importance of emotion management within the organisation. While they have previously discussed some general issues related to emotion and emotional behaviour in the workplace, it is now time to reflect on how such topics should converge in performance management techniques. Leaders, and managers in general, are required to nurture the people that are part of the organisation, thus somehow recognising the outcomes, results, and accomplishments achieved by an individual, group or organisation. Favouring an organisational culture that takes into account performance as a way to enhance people's efficiency through feedback and training opportunities, managers can improve job satisfaction and limit employees' turnaround, which in turn create a positive workplace for emotion management.
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Performance Management

Performance is a term that deals with the outcomes, results and accomplishments achieved by an individual, group or organisation. We tend to confuse such term with behaviour, while human performance improvement (HPI) focuses on performance, results, outcomes, results and accomplishment, with a secondary emphasis on behaviours, efforts and activities. In particular, we can say that “performance is a multidimensional construct, the measurement of which varies depending on a variety of factors” (Bates & Holton, 1995). There is uncertainty over the definition of performance, where researchers tend to consider it as outcomes (Bernadin et al., 1995; Kane, 1996), as behaviour (Aguinis, 2005; Campbell, 1990; Campbell et al., 1993; Fletcher, 2001), or both as outcomes and behaviour (Armstrong & Baron, 2004; Brumbach, 1988).

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