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How are frontline managers supported in the performance management process?

Qian Yi Lee (Queensland University of Technology, Brisbane, Australia)
Adrian Wilkinson (The Department of Employment Relations and Human Resources, Griffith University, Nathan, Australia)
Keith Townsend (The Department of Employment Relations and Human Resources, Griffith University, Nathan, Australia)

Personnel Review

ISSN: 0048-3486

Article publication date: 22 December 2023

Issue publication date: 16 October 2024

336

Abstract

Purpose

Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how other organisational actors support FLMs in their implementation of performance.

Design/methodology/approach

This article used a qualitative method (57 semi-structured interviews) in two Singapore public sector organisations to understand the types of support provided to FLMs. The interviewees came from various levels and the hierarchical sampling frame allowed for comparisons to be made across the cases.

Findings

The authors found that the HR department, superiors and peers signalled to FLMs the custom and practice of performance management (PM) that led to the FLMs not prioritising their PM responsibilities. Notably, the focus of the FLMs was on meeting operational needs rather than the PM process.

Originality/value

The authors add to the literature by examining the how the support from other organisational actors signalled to FLMs the importance of PM within their work group. This paper also explores how FLMs seek support and the type of support they want in their role.

Keywords

Acknowledgements

Since submission of this article, the following authors have updated their affiliation: Qian Yi Lee is at Australian Catholic University, Brisbane, Australia and Adrian Wilkinson is at University of Sheffield, Sheffield, UK.

Citation

Lee, Q.Y., Wilkinson, A. and Townsend, K. (2024), "How are frontline managers supported in the performance management process?", Personnel Review, Vol. 53 No. 7, pp. 1632-1648. https://doi.org/10.1108/PR-04-2022-0279

Publisher

:

Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

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