The impact of performance management system design on team performance: a conceptual framework

This article focuses on performance management system implemented in team-based organizations. More specific, we aim to contribute to a better understanding of the impact of this typical human resource management system on team performance. Combining performance management and related theories (Aguinis, Gottfredson, Joo, 2013; Seijts & Crim, 2009), we assume that the elements discussed during the process of performance management (i.e. during the planning, monitoring and evaluation of the employee), will influence the attitude of the employee towards the team and, ultimately, the overall team performance. In addition, we consider team citizenship behaviour as the mediating effect that influences this relationship. Data will be collected with the use of a cross-sectional survey addressed to both employees and leaders working in a team-based organisation. Using this approach, we attempt to clarify our knowledge of performance management systems in team-based settings