Performance-management: managing the resultivity of achieving the organization's HRM-goals[Performance-менеджмент: управление результативностью достижения HRM-целей организации]

Introduction. Performance management (PM) plays a critical role in achieving organizational goals, but traditional research has focused on its technical aspects, ignoring employee perceptions and the contextual features of developing countries. This study focuses on the education sector, where performance management effectiveness (PMSE) faces unique challenges: conflict between academic and administrative goals, low trust in formal assessments. Purpose. The aim of the work is to empirically test a comprehensive PM model combining technical accuracy (PMSA) and perceived fairness (PMSF) and assess their impact on employee engagement (WE) and productivity (Task Performance (TP); Contextual Performance (CP). Methods. The study combines theoretical analysis of the conceptual models of performance management system Job Demands-Resources Model (JD-R), Ability-Motivation-Opportunity (AMO), Social Exchange and quantitative approach. The data were collected through anonymous surveys of 500 employees of educational organizations in Russia. To test the hypotheses, second-order structural modeling was used to evaluate the direct and indirect effects of the influence of performance-management system accuracy and perceived fairness on employees' involvement in decision-making, task performance, and their extra-role behavior. The analysis included an assessment of the reliability of the scales, convergent and discriminant validity. Results. The effectiveness of the performance-management system shows a significant effect on employee involvement in the decision-making process (β = 0.58, p