MEGAN O’BRIEN
Examining Performance Management and Its Relationship with Leader Behavior and Employee Engagement
Performance management is notoriously one of the most difficult HR systems to implement in organizations (Pulakos, 2009). Not only is performance management difficult to implement, but it also is consistently viewed negatively by both employees and their leaders (Pulakos et al., 2012). In fact, if one asks employees and leaders about their current performance management systems, over 70% of them will say that it is ineffective in setting goals, providing feedback, and improving performance (Pulakos et al., 2012). However, effective performance management has been linked to increased organizational returns, so it really is in any organization’s best interest to invest time and energy into examining and updating their performance management systems. This proposal will introduce the constructs of performance management, employee engagement, and leader behavior and suggest a proposed research model that explains the relationship between the three constructs. Literature Review Case Studies A case study is a type of research that examines a small set of data in the context of a larger problem (Yin, 2012). This type of research is dependent on the assumption that the context and conditions of a 85
