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Introduction
Line managers are pivotal in comprehending the association between human resource management and worker performance (Gilbert et al., 2015). Performance management and disciplinary processes have moved from human resource managers to become a component of a line managers’ role, with the expectation that line managers, generally, will effectively implement these processes within the workplace (Guest, 2011; Nehles et al., 2006). To undertake this devolved HR role well it is essential line managers receive training and support (Kulik and Perry, 2008). In today’s health setting, line managers are expected to be able to successfully identify and manage staff who are performing poorly in the workplace, including managing formal disciplinary procedures (Keegal, 2013). Van der Bank et al. (2008) argue that line managers, generally, can devote up to 20 per cent of their day to conflict resolution activities.
If implemented effectively performance management processes have been found to benefit organisations (Mone and London, 2010). Advantages include improved employee engagement; less employee misconduct; and, improved workforce motivation to perform (Aguinis et al., 2011). When performance management is not managed well the organisation is at risk of a dissatisfied workforce that does not perform to its capacity (Van der Bank et al., 2008) and an increased risk of litigation in terms of workers claims of harassment or unfair dismissal (Saundry et al., 2014). Poorly performing staff may not understand why they are not achieving expectations, how they have breached policies and procedures, or how they are negatively impacting their team, clients, or workplace culture, and thus can benefit from having these issues acknowledged and explained by managers (Tolleson Knee, 2014).
Line managers generally initiate performance management and disciplinary procedures when a worker’s performance is unsatisfactory or they are exhibiting unacceptable behaviour (Keegal, 2013). These managers need to be equipped with the skills, knowledge, competence and confidence to manage poor performance consistently and fairly. Given this, it is imperative to understand if managers perceive that this is the case.
Performance management research
Many authors have described a lack of research that explores variability of performance management processes and implementation (Traynor et al., 2014; Van der bank et al., 2008; Cooke, 2006). There is evidence that performance management actions and processes are applied...