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Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework.

Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations.

This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors.

This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.

Performance-driven culture has received extensive attention from both academics and practitioners because of its impact on organisations’ performance. Employees’ tacit knowledge about performance-driven culture is pivotal to identify, as it contributes to increasing the organisation’s performance. With the aim of enriching ongoing debate in human resources and knowledge management research, this paper proposes a conceptual model for emancipating and investigating the main factors of employees’ tacit knowledge that shape and affect performance-driven culture of a Saudi Arabian organisation.

The validity of the conceptual model is examined through a qualitative study developed using a thematic analysis of 134 employees’ unbridged computerised typewritten comments about organisation’s performance-driven culture.

Findings confirm the utility of conceptual models in explaining and categorising employees’ emancipated tacit knowledge, providing a potential contribution to academics and practitioners interested in developing managerial processes for improving organisation’s performance-driven culture.

Both the conceptual reflections and empirical-based evidence herein enrich ongoing debate in the area of human resources and knowledge management about employees’ tacit knowledge and performance-driven culture.

This paper aims to analyze the synergistic influence of performance appraisal (PA) practices and performance-driven culture (PDC) on the effectiveness of the performance management (PM) system, which is measured by employees' reactions, namely satisfaction and perceived utility. It also analyzes the type of relationship between PA practices and PA satisfaction, specifically whether it is additive or modeled as a latent factor.

This is a cross-sectional study. Data were collected from 513 managers and employees working in 135 public and private organizations. The research model and hypotheses were tested using structured equation modeling.

The results support the positive impact of a set of four PA best practices on PA satisfaction. It shows that PDC is an enabler for the effective deployment of PA practices. It also demonstrates that the perceived utility of the PM system plays a role as a mediator in the relationship between PA practices and PA satisfaction.

Data were collected using a questionnaire at a single point in time, and thus, cause-and-effect inferences were not possible.

The results provide guidance to organizations that are interested in designing and implementing PM systems and PA practices that contribute toward enhancing employees' managing performance experiences.

This study advances our understanding of the mechanisms by which organizational culture and PA practices influence the effectiveness of the PM system. It suggests that organizations, to benefit the most from a set of PA best practices, need to have a PDC.

Despite the increase in experience gained, there is still little known about the factors that influence the everyday use of performance management. Research predominantly focuses on the technicalities of implementing performance management and pays too little attention to behavioural aspects. A recent study identified 20 behavioural factors that contribute to the successful implementation and use of performance management. The research study discussed in this paper continues this line of research, by addressing the question how organisations can determine how they good (or bad) they are performing on the factors that contribute to performance‐driven behaviour. The study consists of four stages: identifying the various aspects of performance‐driven behaviour; developing a practical tool which incorporates these aspects and measures the performance‐orientation of organisations; applying the tool within organisations (including the description of a case study), and evaluating the analysis results; making suggestions for improving performance‐driven behaviour.

Recent research states that both the instrumental and the behavioral dimensions of performance management have equal influence on the performance of an organization. To test this statement, these dimensions have been operationalized in an analysis tool called the performance management analysis (PMA). This paper aims to discuss the results of research into the relation between the instrumental and the behavioral dimensions and organizational performance, using the PMA.

The PMA questionnaire was developed to test the instrumental and behavioral dimensions of performance management. With the PMA an organization can score itself on both dimensions, to evaluate the degree of its result‐orientation. The more attention an organization pays to elements belonging to a certain dimension, the higher it will score on that dimension. In addition the relative competitive performance of the organization is identified. This is done by asking the respondents to compare their organization's performance to that of its competitors or organizations with similar services. During the period January 2002‐March 2006 data were obtained by distributing PMA questionnaires to work‐experienced students of MBA courses taught by the author, participants of seminars conducted by the author, and workshops held by the author and colleagues at companies. In total 577 questionnaires of organizations in The Netherlands and the UK from a broad range of industries (both profit and non‐profit), were collected.

The research results show that paying equal attention to the instrumental and behavioral dimensions of performance management systems indeed results in higher competitive performance. Therefore, the research results provide a first indication of the importance of combining instrumental and behavioral dimensions to create a successful performance‐driven organization that achieves sustained better results.

The respondents of the questionnaire may have scored their own company more favorably than an objective outsider would have done. It is also possible that there are other aspects of importance to performance‐driven behavior, which have not been included in the research.

This study identifies which instrumental and behavioral dimensions an organization has to focus on, and the extent of this focus, in order to achieve sustainable performance.

An increasing number of profit and non‐profit organizations are implementing new and alternative performance management systems in order to obtain better organizational results. Despite the increase in experience gained with this approach, there is still a lot to be learned about the factors that influence the everyday use of these systems and of the factors that influence performance‐driven behavior. The research described in this paper provides evidence that paying equal attention to both instrumental and behavioral dimensions is paramount in order to create a successful performance‐driven organization that achieves sustained better results. As these dimensions have until now not been identified as an integral set, this identification is the contribution to the literature.

When communicating CSR initiatives on social media, companies need to choose the appropriate source and type of messages. Over the last few years, influencers have emerged as a relevant endorser for CSR messages, but there is a lack of research investigating their effectiveness. Hence, the purpose of the study is to analyze how the type of source and message framing on social media influence message credibility, corporate reputation (CR) and word-of-mouth (WOM).

An online experiment with 2 (source: influencer vs corporate) × 2 (CSR frame motives: values-driven vs performance-driven) between-subject design was conducted among 200 participants.

Results showed that the type of source does not affect message credibility or CR but a corporate source generates more WOM. Moreover, values-driven motives increase CR and generate more WOM. However, the type of frame motives does not impact message credibility.

The current paper tests the effect of framing and source when communicating CSR on social media. The paper shows that overall an effective CSR communication should be posted by a corporate source and framed by values-driven motives. Hence, the study contributes to the contemporary literature regarding CSR communication and provides practical implications for companies.

The purpose of this study is to explore the role of “overtime norms” as a mediator between performance-driven work climates and employee burnout. This study also examines in-role performance and work engagement as moderators between high-performance climates and burnout.

A snowball sample of 214 full-time working adults from the United States participated via an online survey. Data were analyzed using SmartPLS and conditional process analysis.

Results from conditional process analyses suggest (1) performance-driven climates are positively related to burnout, (2) overtime norms mediate the relationship between performance-driven climates and burnout, and (3) in-role performance and work engagement moderate that relationship such that highly competent and engaged employees are less prone to stress and burnout.

These results highlight the dangers of performance-driven work climates on employee well-being. Trends toward extended work hours which can be exacerbated by technological advancements inevitably come at a cost. Managers and organizations should be careful not to prioritize work life over non-work life.

This study contributes to the literature by identifying overtime norms as a mediator in the performance-driven work climate–burnout relationship. This study also identifies in-role performance and work engagement as resources that can reduce burnout.

The purpose of this paper is to investigate how to optimise corporate social responsibility (CSR) when communicating via social media. In particular, the communication type, cause proximity and CSR motives are addressed facing the increased demand for transparency and the grown consumers' expectations towards socially responsible brands.

Online survey was developed, based on a profound literature review and a field research we did on the actual social media behaviour of socially responsible brands. Consumers attitudes and behavioural reactions in terms of willingness to participate in a campaign, to spread e-WOM and to purchase were investigated, as a function of CSR motives (value vs performance vs value and performance) and cause proximity (national vs international), respectively, with monologue (study 1) and dialogue communication type (study 2).

Cause proximity enhanced the campaign participation, and this effect was pronounced for both, monologue and dialogue type of communication. CSR motives modulated the willingness to spread electronic word-of-mouth, and this holds for both, monologue and dialogue communication. Attitudes and purchase intention were highest when value- and performance-driven motives were communicated, but these effects appeared only when the message was in a dialogue form of communication. Message credibility and CSR motives credibility perception further modulated consumers response.

The outcomes could be used in developing marketing (communication) strategies leading to values and revenues optimisation.

The results are discussed in a framework of how CSR resonates via social media.

This paper seeks to provide a method which increases the chance of successful implementation and use of a performance management system (PMS). This method should incorporate both the instrumental and behavioral sides of performance management, be based on a solid theoretical foundation, and have been proven in practice.

The method is called the strategic performance management development cycle, which consists of three stages: design a strategic management model; design a strategic reporting model; and design a performance‐driven behavioral model. The workings of the cycle are illustrated with a case study of a publishing company which used the method during the implementation of a new PMS.

Applying the strategic performance management development cycle makes it possible for an organization to create in a short time period a new PMS, which will then improve the organization's results dramatically.

During the implementation of a PMS an organization has to expressly pay attention to all three stages of the strategic performance management development cycle, in order to increase the chance of a successfully implemented and used PMS.

It has been reported that 56 percent of PMS implementations fail, meaning that these implementations do not result in a PMS that is used regularly by all people in the organization. This article describes an implementation approach which is based on a solid theoretical foundation, has been proven in practice, and will give organizations a better chance of a successful PMS implementation.