Aligning Performance: The End of Personnel and the Beginning of Guided Skilled Performance

David H. Tobey; Philip G. Benson

doi:10.5771/0935-9915-2009-1-70

Inhalt
- Kapitel Ausklappen | EinklappenAutorenSeiten
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–14 The End of Personnel? Managing Human Resources in Turbulent Environments Astrid Reichel, Wolfgang Mayrhofer Astrid Reichel, Wolfgang Mayrhofer 5–14
- 15–33 Flexible Employment as a Unidirectional Career? Results from Field Experiments Elisabeth Dütschke, Sabine Boerner Elisabeth Dütschke, Sabine Boerner 15–33
- 34–52 The Manager and the Flexworker: An Interpretive Interactionist Perspective Julia Richardson Julia Richardson 34–52
- 53–69 An Identity Construction Perspective on Careers of Swedish International Itinerants Malin Näsholm Malin Näsholm 53–69
- 70–89 Aligning Performance: The End of Personnel and the Beginning of Guided Skilled Performance David H. Tobey, Philip G. Benson David H. Tobey, Philip G. Benson 70–89
- 90–108 A Balanced Approach to Understanding the Shaping of Human Resource Management in Organisations Paul Boselie Paul Boselie 90–108
- 109–110 New Books 109–110
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mrev management revue , Seite 70 - 89

Aligning Performance: The End of Personnel and the Beginning of Guided Skilled Performance

Autoren

David H. Tobey Philip G. Benson

DOI
- doi.org/10.5771/0935-9915-2009-1-70
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

For almost twenty years researchers have predicted the end of personnel as HRM practices increasingly became a line management function. However, while useful for describing shifts in human resource responsibilities, this practice-based view obscures the fundamental strategic reason for this shift - executive demands for effective means to manage performance. This paper contributes a new approach for HRM that may better predict which current practices will be most successful and suggests the characteristics of new practices that may be developed using an example of goal-setting and performance appraisal. The theory includes a model of human performance based on recent advances in cognitive neuroscience that suggests HRM may fulfill a strategic role by reestablishing its core competence as specialists in industrial psychology who create systems for guiding skilled performance. We conclude by proposing a measure that assesses the link between performance and customer perceived value across the value chain, thereby demonstrating the return on investment in human resources.
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