@article{2009:tobey:aligning_p,
title = {Aligning Performance: The End of Personnel and the Beginning of Guided Skilled Performance},
year = {2009},
note = {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.},
journal = {mrev management revue},
pages = {70--89},
author = {Tobey, David H. and Benson, Philip G.},
volume = {20},
number = {1}
}