Revamping Performance Management: Exploring Front-Line Managers’ Roles Through an HR Co-Creation Lens

Abstract Performance management (PM) systems often fall short, yet organisations rely on them. This study leverages a Human Resource Co-Creation (HRCC) lens to explore how front-line managers can be pivotal in reshaping PM. Through in-depth interviews with front-line managers at a high-tech organisation, we uncover significant frustrations with the current PM approach and a clear call for greater clarity, flexibility, transparency, and inclusivity. By fostering employee voice, front-line managers emphasise the impact of informal PM processes and advocate for a redefined role for leadership within PM. These findings showcase HRCC in action, providing fresh insights to elevate PM into a more effective, engaging, and meaningful practice for all stakeholders. Implications for advancing PM theory and practice are also discussed.