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Performance Management And Employee Satisfaction

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  • Milica Jaksic
  • Milos Jaksic

Abstract

In modern organization and management theory and practice, performance managment (PM) is strongly related to employee performance management (EPM). In this paper, it is argued that human resource performance management (HRPM) practices in organizations are essentialy related to the satisfaction of empoyees. Especially, measuring and appraisal of employee performances and the procedures enabling feedback correspond to employee satisfaction, while higher levels of employee satisfaction further contributed to their higher achievements and better performance. These matters are considered within the human resource management (HRM) function, and it is argued that they are also strongly related to the demands of the overall appraisal and management of organizational performances. In that context, correlation between HRPM and ES is established, with the significant contribution to the overall business performance of a company. The focus is on integrating the managerial efforts aimed at improving the performances of employees strongly related to their satisfaction at work and creating multiple and synergetic effects that can be traced within the overall organization's results and achievements.

Suggested Citation

  • Milica Jaksic & Milos Jaksic, 2013. "Performance Management And Employee Satisfaction," Montenegrin Journal of Economics, Economic Laboratory for Transition Research (ELIT), vol. 9(1), pages 85-92.
    • Handle: RePEc:mje:mjejnl:v:9:y:2013:i:1:p:85-92
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    Cited by:

    1. Aditya Halim Perdana Kusuma & Rina Rina & Andi Hendra Syam, 2018. "The Main Role of Locus of Control and Professional Ethics on Lecturer’s Performance (Indonesian Lecturer Empirical Study)," International Review of Management and Marketing, Econjournals, vol. 8(5), pages 9-17.
    2. Yue Xiufeng, 2021. "The influence of Employees’ engagement on Career success: A Case study of Buddhist Temple in Guangdong Province, China," International Journal of Science and Business, IJSAB International, vol. 5(7), pages 33-53.

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