Is Job Performance Better Attributable to Performance Management System Through Work Engagement?

Suraj Francis Noronha ., P. G. Aquinas ., Aruna Doreen Manezes .


Managing performance of employees is a critical task for any organization. In this regard there is more emphasis on performance management and work engagement of the employees in the recent times. Performance management has its own niche in ensuring work engagement, which can in-turn lead to higher job performance. Performance management as a concept and practice has substantive potential to fulfil business demands of an organization by integrating its growth with motivational needs of human resource. The purpose of this paper is to reconnoitre the influence of performance management system (PMS)throughwork engagement on job performance. A total of 58 valid responses, as part of the pilot testare analysed to establish the theoretical robustnessof this study. It is found that PMSisbetter attributable to job performance only when it has a favourable influence on employees work attitude such as work engagement. Hence, PMS interventions have to first have a beneficial influence on employee attitudes like work engagement even before it exercises a significant positive influence on job performance. The study has implications for HR teams to revisit the PMS periodically to incorporate the evolving themes in an organization, wherein employees and organizations co-evolve.


Performance Management System, Work Engagement, Job Performance, Employee Engagement, Performance Appraisal.

Full Text:



Aguinis, H. (2009). Performance Management. Pearson Prentice Hall Upper Saddle River, NJ.

Albrecht, S. L., Bakker, A. B., Gruman, J. a, Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage. J. Organ. Eff. People Perform., 2(1), 7–35.

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308–323.

Aquinas, P. G. (2013). Organizational Behaviour: Concepts, Realities, Applications and Challenges (2nd Editio). Excel Books India.

Aquinas, P. G., D’Souza, P., & Manezes, A. D. (2012). Attitude of Employees towards Performance Management Indicators for Building Organisational Capabilities. NMAMIT Annual Research Journal, 2.

Armstrong, M. (2014). Handbook of Human Resource Management Practice (13th Editi). Kogan Page Limited.

Baird, K., Schoch, H., & Chen, Q. J. (2012). Performance management system effectiveness in Australian local government. Pacific Accounting Review, 24(2), 161–185.

Baron, R. M., & Kenny, D. A. (1986). The moderator--mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173.

Blalock, A. B. (1999). Evaluation Research and the Performance Management Movement: From Estrangement to Useful Integration? Evaluation, 5(2), 117–149.

Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221.

Clardy, A. (2013). A General Framework for Performance Management Systems: Structure, Design, and Analysis. Performance Improvement, 52(2), 5–15.

de Waal, A. A., & Heijden, B. van der. (2015). The Role of Performance Management in Creating and Maintaining a High-Performance Organization. Journal of Organization Design, 4(1), 1.

Folan, P., & Browne, J. (2005). A review of performance measurement: Towards performance management. Computers in Industry, 56(7), 663–680.

Gellatly, I. R., Hunter, K. H., Currie, L. G., & Irving, P. G. (2009). HRM practices and organizational commitment profiles. International Journal of Human Resource Management, 20(4), 869–884.

Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123–136.

Guest, D. E. (1999). Human resourc e management - the workers’ verdict. Human Resource Management Journal, 9(3), 5–25.

Gupta, V., & Kumar, S. (2013). Impact of performance appraisal justice on employee engagement: a study of Indian professionals. Employee Relations, 35(1), 61–78.

Hailesilasie, G. (2009). Determinants of public employees’ performance: evidence from Ethiopian public organizations. International Journal of Productivity and Performance Management, 58(3), 238–253.

Hanaysha, J. (2016). Improving employee productivity through work engagement: Evidence from higher education sector. Management Science Letters, (JANUARY), 61–70.

Huselid, M. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management Journal, 38(3), 635–672.

Lakshminarayanan, S., Pai, Y. P., & Ramaprasad, B. S. (2016). Managerial competencies, self efficacy, and job performance: A path analytic approach. Prabandhan: Indian Journal of Management, 9(10), 7–22.

Marrelli, A. F. (2011). Employee engagement and performance management in the federal sector. Performance Improvement, 50(5), 5–13.

Meyer, J. P., & Smith, C. A. (2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences/Revue Canadienne Des Sciences de L’administration, 17(4), 319–331.

Mone, E., Eisinger, C., Guggenheim, K., Price, B., & Stine, C. (2011). Performance Management at the Wheel: Driving Employee Engagement in Organizations. Journal of Business and Psychology, 26(2), 205–212.

MSME - Development Institute. (2012). Brief Industrial Profile of Dakshina Kannada District. Retrieved from Kannada DIst-final.pdf

Neely, A. (1999). The performance measurement revolution: why now and what next? International Journal of Operations & Production Management, 19(2), 205–228.

Noronha, S. F., Aquinas, P. G., & Manezes, A. D. (2016). Implementing Employee Performance Management System: A Scoping Review. International Journal of Management and Applied Science, 2(5), 85–89. Retrieved from

Nunnally, J. C. (1967). Psychometric theory. McGraw-Hill series in psychology. New York: McGraw-Hill.

O’Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492–516.

Ramaprasad, B. S., Prabhu, K. P. N., Lakshminarayanan, S., & Pai, Y. P. (2017). Human resource management practices and organizational commitment: a comprehensive review (2001-2016). Prabandhan: Indian Journal of Management, 10(10), 7–23.

Schaufeli, W. B., & Bakker, A. B. (2003). UWES Utrecht Work Engagement Scale Preliminarty Manual. Journal of Occupational Health Psychology. Retrieved from manual UWES.pdf


  • There are currently no refbacks.

Editorial Office:

Educational Research Multimedia & Publications,
S.N. 21, Plot No 24, Mirza Ghalib Road Malegaon Nasik,
Maharashtra India - 423203.
+919764558895 (whatsapp),,

Copyrights © 2010-2020 - ERM Publications, India     

This work is licensed under