The management of employee performance is recognised as one of the most important elements of Strategic Human Resource Management (SHRM). This paper reports on a qualitative research study of the application of performance theory and practice in a sample of small organisations in Melbourne, Australia. The findings suggest that the difficulties for small organisations in performance management application are of different kinds than larger ones and provide just as many challenges and opportunities, but are more heavily reliant on the interpersonal skills and competencies of their managers to achieve similar aims.
|Number of pages||16|
|Journal||International Journal of Human Resources Development and Management|
|Publication status||Published - 2010|
- Performance management
- Small and micro-business
- Strategic human resource management