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<p>Performance management (PM) systems often fall short, yet organisations rely on them. This study leverages a Human Resource Co-Creation (HRCC) lens to explore how front-line managers can be pivotal in reshaping PM. Through in-depth interviews with front-line managers at a high-tech organisation, we uncover significant frustrations with the current PM approach and a clear call for greater clarity, flexibility, transparency, and inclusivity. By fostering employee voice, front-line managers emphasise the impact of informal PM processes and advocate for a redefined role for leadership within PM. These findings showcase HRCC in action, providing fresh insights to elevate PM into a more effective, engaging, and meaningful practice for all stakeholders. Implications for advancing PM theory and practice are also discussed.</p>

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Revamping Performance Management: Exploring Front-Line Managers’ Roles Through an HR Co-Creation Lens

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年10月13日

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  • Tolulope Busola Oluwafemi,
  • Oyedele Martins Ogundana

摘要

Performance management (PM) systems often fall short, yet organisations rely on them. This study leverages a Human Resource Co-Creation (HRCC) lens to explore how front-line managers can be pivotal in reshaping PM. Through in-depth interviews with front-line managers at a high-tech organisation, we uncover significant frustrations with the current PM approach and a clear call for greater clarity, flexibility, transparency, and inclusivity. By fostering employee voice, front-line managers emphasise the impact of informal PM processes and advocate for a redefined role for leadership within PM. These findings showcase HRCC in action, providing fresh insights to elevate PM into a more effective, engaging, and meaningful practice for all stakeholders. Implications for advancing PM theory and practice are also discussed.