1 In your organisation, or one you know of, is performance management a ‘philosophy’ in the way that Doyle suggests it should be?

Performance management deals with the challenge organisations face in defining, measuring and stimulating employee performance with the ultimate goal of improving organisational performance. Thus, performance management involves multiple levels of analysis and is clearly linked to the topics studied in strategic HRM, as well as performance appraisal. So it is easy to conclude that a model for performance management combines insights from strategic HRM and work and organisational psychology (Den Hartog et al., 2004).
In performance management there is an emphasis on mutual objective-
setting and ongoing performance support and review in a sympathetic organisational culture setting.
Performance management needs to be line manager-
driven rather than HR‑driven, and for this to happen appropriate action has to be taken. Putting line managers side by side with HR managers in a working party to develop the system is important because the influence of the line manager is crucial, but we should also bear in mind the necessity to consider online systems (CIPD, 2009; Torrington et al., 2011).