Double header - 'A systematic review of the high-performance paradigm' & 'The formality and informality of performance management'

Double header - 'A systematic review of the high-performance paradigm' & 'The formality and informality of performance management'
Double header - 'A systematic review of the high-performance paradigm' & 'The formality and informality of performance management'

Principal speaker

Ms Safa Riaz

Other speakers

Ms Qian Yi Lee


Higher Degree Research Student Seminar One - Abstract

Reviews on "human resource management-outcomes" links provide researchers with an insight of management research trends. We have a difficulty concluding the composition of HR practices in high-performance work system research. This review examines 108 studies in high-performance paradigm to explore the HPWS and its labels, structure, and adoption of the list of HR practices, and utility of HRM philosophy in the selection of these practices. There is a need to focus on the sub-systems such as high-commitment, high-involvement, and high-performance HRM, as they are more descriptive of the composition of an HRM bundle. Researchers should also focus on the high-performance orientation of HR practices as well as on the organisational adoption or HRM philosophy of HR practices.

Speaker: Safa Riaz is a PhD candidate in the Department of International Business and Asian Studies, and a HDR member of the Centre for Work, Organisation and Wellbeing. Her supervisors are Associate Professors Keith Townsend and Peter Woods.


Higher Degree Research Student Seminar Two - Abstract

While the implementation of performance management is the responsibility of all levels of management, frontline managers play the greatest role as they deal with frontline employees directly on a day-to-day basis. This paper examines how the culture in the organization (based on how formal and informal performance management are enacted) will affect the frontline manager's implementation of his or her performance management responsibilities. We found that the culture of the organisation signals to FLMs what they should be doing, which heavily impacts the opportunity that FLMs have in formal performance management. However, it is also their own individual ability and that affects the informal performance management of their employees.

Speaker: Qian Yi Lee is a PhD candidate in the Department of Employment Relations and Human Resources, an a HDR member of the Centre for Work, Organisation and Wellbeing. Her supervisors are Associate Professor Keith Townsend and Professor Adrian Wilkinson.


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