High tech and high performance: Managing appraisal in the information age

摘要

Information technology leaders recognize that the greatest impediments to success are often people related rather than information, technology, and systems related (Roepke et al., 2000). Obviously, the human component is a central concern when organizations introduce technology to the performance-management process. After all, combining people and technology successfully is critically important to firms. While the potential for accelerating positive HRM outcomes through various technology applications clearly exists, implementation that fails to consider trust, fairness, system factors, objectivity, personality, or computer literacy and training (among other concepts) has negative implications for an organization’s distinct and inimitable human component. Possible gains in efficiency, objectivity, or accuracy that a high technology approach to performance management produces could turn out to be costly for firms if they bring about user dissatisfaction leading to diminished job attitudes, poor performance, or increased turnover.