People & Performance

People & Performance Management: HRM and Leadership at Ghent University

How do you help employees not only perform but also grow and feel well? Within the People & Performance Management research group, Professors Adelien Decramer and Mieke Audenaert seek answers to a fundamental question: how can organizations enable people to both perform and flourish? Their research focuses on the powerful interplay between Human Resource Management (HRM), leadership, and the performance of individuals, teams, and organizations.

The central research question within our team is clear: to gain insight into how employees and leaders function within organizations, and how thoughtful people & performance management can contribute to sustainable performance and well-being at work. We actively translate these research insights into our teaching at the bachelor and master levels, as well as within specialized tracks of the FEB Academy in the context of Lifelong Learning. In doing so, we help build innovative and evidence-based HR programs at Ghent University that prepare both the current and the next generation of HR professionals and leaders for a rapidly changing labor market.

What do we research?

Our research group studies how HRM systems truly make an impact in practice, with particular attention to performance management systems and the key role of leaders. We analyze how concrete performance management practices - such as goal setting, feedback, and development opportunities - influence the attitudes, behavior, and performance of employees, teams, and organizations. Leaders serve as a crucial link because they shape policy through their daily interactions with employees. In addition to the implementation of HRM tasks by leaders, we also examine their broader leadership behavior.

Furthermore, we focus on the future of performance management. We investigate how organizations can evolve toward development-oriented goals, continuous and constructive feedback, strong leadership through coaching and dialogue, clear and transparent communication, and a sustainable approach to careers. In this way, we build knowledge that helps organizations create a work environment where people perform, grow, and thrive.

Effective performance management, impacting both well-being and performance, is not about control, but about creating an environment where employees ‘thrive’: a place where vitality and the capacity to learn go hand in hand. - Professor Adelien Decramer.

There is also significant focus on the quality of leadership behavior and the relationship between leader and follower (LMX). For example, we investigate how leaders, through their behavior, can buffer the results of HRM practices (in weak systems) or strengthen them (in strong systems). An example is research into how high-quality feedback and support can protect the well-being of team members, even in high-pressure sectors such as education and healthcare.

Strong leadership is not a caricature of 'hard' or 'soft.' It is about understanding what an employee needs to remain proactive and committed to the organization. - Professor Mieke Audenaert.

Why is this relevant for society and practice?

In a tight labor market, retaining and motivating talent is a top priority. Our insights are particularly relevant for the public sector and mission-driven organizations, where workload is often high. The research helps organizations prevent burnout and strengthen the long-term employability of their staff. By translating scientific data into concrete policy advice, we contribute to workplaces where people feel valued and find meaning in their jobs. This is essential for a healthy economy and a resilient society.

Which courses do you teach in this field?

Our research expertise flows directly into courses in the bachelor and master programs, such as Man and Society, Leadership and Management, People Management, and Organizational Management. Students learn the fundamental principles of managing people and how to use scientific insights to solve complex personnel issues.

In the master's programs, the focus lies on the strategic impact of HRM and leadership. For instance, students analyze how leadership and feedback systems influence team performance. We often use current cases and results from our own research, allowing students to learn how to work with evidence-based HRM tools. We also emphasize the development of soft skills, such as communication, which are crucial when deploying these tools. The goal is to train them to be professionals who can balance human well-being and organizational objectives. Although leadership may seem like a "distant reality" for many students, we begin leadership development through self-reflection as early as the bachelor level and continue this trajectory throughout the master's programs.

How do you keep pace with digitalization and AI in research and education?

The digital transformation of the workplace is an integral part of our work. For example, we investigate how digital tools increase or decrease administrative burden (red tape) and the resulting impact on employee turnover intentions.

In our teaching, we pay attention to HR analytics and the rise of AI-driven feedback systems. We encourage students to think about the ethical sides of these technologies: how do we maintain the human touch in a digitized HR environment? By critically following these developments, we ensure that our students and research partners are prepared for the "Future of Work."

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