Human resource performance metrics: methods and processes that demonstrate you care

Purpose - The purpose of the present analysis is to show that HR systems are not always designed in ways that consider the well-being of employees. In particular, performance metric methods seem to be designed with organizational goals in mind while focusing less on what employees need and desire. Design/methodology/approach - A literature review and multiple case-study method was utilized. Findings - The analysis showed that performance metrics should be revaluated by executives and HR professionals if they seek to develop socially responsible organizational cultures which care about the well-being of employees. Originality/value - The paper exposes the fact that performance appraisal techniques can be rooted in methodologies that ignore or deemphasize the value of employee well-being. The analysis provides a context in which all HR practices can be questioned in relation to meeting the standards of a social justice agenda in the area of corporate social responsibility.