Tibor Lörincz
Faculty of Management, Comenius University in Bratislava, Slovakia
Abstract
The current business environment places significant value on increasing performance. Human resources, being
a strategic partner of business, designs tools to measure performance of employees in order to support the
business strategy of improving organizational performance. A lot of performance measurement is actually result
measurement. In this article I present a simple model showing that results may be a bad proxy for true employee
performance, and thus measuring and rewarding employees based on results may be inefficient.
Key words: Performance management, performance measurement, model.
JEL Classification: M12, M52
