Abstract
Organizations, in their pursuit of accomplishing their vision and goals, need effective management of human resources. Performance Management, among other Human Resources Management (HRM) practices, is the central function, as it delivers the necessary data that complements and enables the other functions. Building an effective performance management system is a multicriteria problem that requires contribution from experts having diverse backgrounds. Moreover, performance management is an inherently vague concept since almost the whole process requires linguistic assessments rather than numerical ones. Hence, to handle all those issues, an intuitionistic fuzzy multi-criteria and multi-expert analytical hierarchy process (AHP) based management model is proposed in this paper. In the determination of the criteria weights of the model, both the aggregated and compromised assessments of the experts are used in order to observe the effects of these two methods on the results. A numerical application is given to illustrate the use of the model.
Highlights
Performance management is “a continuous process of identifying, measuring and developing performance of individuals and teams, and aligning performance with the strategic goals of the organization” (Aguinis, 2009)
The rating team is comprised of three experts in the field of human resources management: the first is a human resources (HR) director in a corporate organization; the second is an academician with a corporateexperience in HR management; and the third is an academician working in the field of HR management and on performance management
The main criteria are ranked as Strategic Congruence (SC) > Objective Implementation (OI) > F > CC, whereas in the compromised results it is SC > OI > CC > F
Summary
Performance management is “a continuous process of identifying, measuring and developing performance of individuals and teams, and aligning performance with the strategic goals of the organization” (Aguinis, 2009). Based on ‘line of sight’ model (Boswell, 2006; Boswell, Bingham, & Colvin, 2006), Buller and McEnvoy’s (2012) further argument is that, “superior performance is hypothesized to result from directly linking strategic goals and action plans to organizational capabilities and culture, job-specific group competencies and norms, and individual knowledge-skills-abilities, motivation and opportunity”. It is the employees’ understanding of the firm’s strategic goals as well as the actions necessary to accomplish the goals that enable superior performance. The paper is concluded with management implications and further research suggestions
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