Purpose - The purpose of the present analysis is to show that HR systems are not always designed in ways that consider the well-being of employees. In particular, performance metric methods seem to be designed with organizational goals in mind while focusing less on what employees need and desire. Design/methodology/approach - A literature review and multiple case-study method was utilized. Findings - The analysis showed that performance metrics should be revaluated by executives and HR professionals if they seek to develop socially responsible organizational cultures which care about the well-being of employees. Originality/value - The paper exposes the fact that performance appraisal techniques can be rooted in methodologies that ignore or deemphasize the value of employee well-being. The analysis provides a context in which all HR practices can be questioned in relation to meeting the standards of a social justice agenda in the area of corporate social responsibility. © Copyright - 2013 Emerald Group Publishing Limited. All rights reserved.
CITATION STYLE
Boyd, N., & Gessner, B. (2013). Human resource performance metrics: Methods and processes that demonstrate you care. Cross Cultural Management, 20(2), 251–273. https://doi.org/10.1108/13527601311313508
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