Holistic performance management: an integrated framework

Abstract

PurposeThe work presented aimed at developing an integrated framework for holistic performance management.Design/methodology/approachThe research was carried out using an action research approach. A case study was used as the basis for developing a pilot framework for performance management, involving both employees in the case organization and researchers. The research is based on theoretical contributions within performance management, total quality management, and trend analysis.FindingsA generic holistic performance management framework is outlined, encompassing diverse areas that need to play together and reinforce each other to give full effect to an organization. The main focus is a case study of a bank office, where a tailored version of the performance management framework was developed to give a setting where all these elements now are harmonized and work together.Research limitations/implicationsThe framework must be viewed as a pilot that should be further tested in other types of industries/organizations to verify its validity on a broader basis.Originality/valueThe generic framework for integrated performance management is novel and seems suitable for adaptation to many different industries and types of organization and can function as a guideline to avoiding launching concepts and programs that ultimately do not cancel each other out as their inter‐linkages have not been understood.