ARPHA Conference Abstracts 7: e129581
doi: 10.3897/aca.7.e129581
Conference Abstract
Leveraging Technology and data Analytics in
Performance Management- An Exploratory Study
on its Evolution: the when, now, and hereafter
Rosemary Isioma Obi ‡
‡ College De Paris, La Défense, Paris, France
Corresponding author: Rosemary Isioma Obi ([email protected])
Received: 12 Jun 2024 | Published: 04 Jul 2024
Citation: Obi R (2024) Leveraging Technology and data Analytics in Performance Management- An Exploratory
Study on its Evolution: the when, now, and hereafter. ARPHA Conference Abstracts 7: e129581.
https://doi.org/10.3897/aca.7.e129581
Abstract
In the words of Douglas Conant of the Campbell Soup Company, "To win in the
marketplace, you must first win the workplace." Embedding performance management as
a cultural cornerstone is imperative for any organization aspiring to succeed in the
marketplace. Campbell's theory of performance (Campbell 1990) defines performance as
behaviors or actions relevant to the organization's goals and measurable in terms of
contribution to those goals. These behaviors are distinguished from effectiveness, which is
the impact of behaviors on outcomes. Performance management ensures efficiency,
effectiveness, and productivity by facilitating planning, monitoring, and evaluating individual
and organizational performance to achieve strategic goals. Performance management
involves goal setting, feedback, coaching, and evaluation to align employee efforts with
strategic goals and foster accountability and continuous improvement. Historically criticized
for its rigidity and lack of timeliness, performance management has evolved, propelled by
technological advancements and data analytics (Swan 2015).
This abstract summarizes the critical role of technology and data analytics in transforming
performance management systems. It highlights the shift from traditional methods to
modern, agile, and data-driven practices, emphasizing the potential of emerging
technologies to revolutionize the field further. The study spotlights the importance of
© Obi R. This is an open access article distributed under the terms of the Creative Commons Attribution License (CC BY 4.0),
which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
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adopting these innovations to enhance managerial effectiveness, employee satisfaction,
and organizational competitiveness in the digital age. Despite their limitations, the
traditional performance management methods laid the foundation for modern performance
management systems.
The evolution of performance management from criticized models lacking flexibility to agile,
data-driven systems has been facilitated by technology, enabling organizations to access
real-time performance data and sophisticated analytics tools for proactive decision-making
and personalized feedback (Pulakos et al. 2015). This shift marks a departure from static
evaluations to adaptive practices empowered by technological advancements
(Buckingham and Goodall 2015). Integrating technology and data analytics has
revolutionized performance management, leveraging AI and machine learning to analyze
vast datasets and uncover patterns in employee performance (Buckingham and Goodall
2015). These advancements have led to the emergence of performance management
software, data analytics tools, real-time feedback platforms, and mobile applications,
streamlining processes and fostering continuous improvement (Mone et al. 1998; Stone et
al. 2009; Pulakos et al. 2015; Davenport and Harris 2007; Garris et al. 2002). These
innovations enable organizations to adopt agile, data-driven, and employee-centric
approaches to drive better performance outcomes and gain a competitive advantage in the
digital age.
Organizations worldwide increasingly turn to digital solutions to streamline processes,
improve transparency, and enhance effectiveness in the current performance management
landscape. For instance, IBM offers an employee feedback and review application that
facilitates 360-degree feedback, allowing employees to provide input to their peers,
managers, and subordinates. Airbnb utilizes employee performance management
software to facilitate feedback and reviews, fostering a culture of open communication and
collaboration. Amazon's performance management philosophy, "radical candor,"
emphasizes the importance of open, honest, and transparent communication between
managers and employees, promoting a workplace performance management culture.
The future of performance management holds exciting possibilities with the advent of
innovative technologies such as neurotechnology and brain-computer interfaces (BCIs) for
real-time feedback on cognitive performance, predictive analytics, and machine learning
algorithms for forecasting performance trends, genetic testing, and personalized medicine
for tailored wellness programs, virtual reality (VR) training simulations for immersive
learning experiences, blockchain technology for transparent record-keeping, and quantum
computing for complex data analysis. This exploratory study would employ a mixed-
methods approach to investigate the impact of technology and data analytics on
performance management. Recommendations include adopting performance management
as a culture, investing in performance management software, data analytics tools, and
real-time feedback platforms, prioritizing data-driven decision-making, and fostering a
culture of innovation and agility.
Leveraging Technology and data Analytics in Performance Management- An ... 3
"By integrating performance management as a cultural cornerstone, organizations can
leverage digital innovations to refine and amplify their practices, thus fostering
organizational success in an ever-evolving digital landscape."
Keywords
Performance management, technology, data analytics, organizational success, evolution,
traditional organizational practices, digital age, agility, real-time feedback
Presenting author
Rosemary Isioma Obi
Presented at
The Art and Science of Managing Performance” symposium, held on February 29th 2024,
co-organized by Ascencia Center for Applied Business & Management Research (CABMR
- France) and Gisma University for Applied Sciences (Germany), in collaboration with the
Association for University Business & Economic Research (AUBER, United States).
Acknowledgements
I want to express my gratitude to College De (Paris, France), Ascencia Center for Applied
Business and Management Research – CABMR (France), Gisma University of Applied
Sciences (Germany), and the Association for University Business & Economic Research –
AUBER (USA) for organizing The Art & Science of Managing Performance Symposium.
My gratitude also goes to the HR professionals and employees of some organizations who
generously shared their insights and expertise during the interviews conducted for this
study. I also extend my appreciation to the few participants who took the time to complete
the surveys, providing invaluable quantitative data for the research. Finally, I acknowledge
the support and guidance of my academic advisors, whose expertise and encouragement
have been instrumental in shaping this exploratory study.
Hosting institution
Ascencia Business School, Collège de Paris, International Campus, Paris - La Défense.
Conflicts of interest
The authors have declared that no competing interests exist.
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