Date of Conferral
10-21-2026
Date of Award
October 2026
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Gwendolyn Dooley
Abstract
The disconnect between performance assessment and employee development can negatively affect workforce effectiveness and organizational performance. Business leaders and human resource professionals face significant challenges when performance assessment systems are disconnected from employee development, limiting workforce capabilities and organizational effectiveness. Grounded in organizational learning theory, the purpose of this qualitative pragmatic inquiry was to explore how Human Resource Software-as-a-Service (HR SaaS) leaders implement performance assessment strategies to support employee development. The participants were 12 HR SaaS leaders in the United States. Data were collected through semistructured interviews and publicly available HR industry documents. Through thematic analysis, four themes were identified: (a) continuous, development focused feedback cycles; (b) translating strategy into individual employee development; (c) building manager coaching capability; and (d) reframing assessment from threat to development. A key recommendation is for HR SaaS leaders to link feedback to individual development plans, proactively build manager coaching capability, and demonstrate transparency. HR SaaS leaders can use these identified strategies to create cultures that develop rather than merely evaluate employees, leading to positive social change by expanding career mobility and supporting greater economic stability for employees, families, and communities.
Recommended Citation
Draper-Jackson, Dawn, "Developmental Strategies HR SaaS Leaders Use to Support Employee Development" (2026). Walden Dissertations and Doctoral Studies. 20945.
https://scholarworks.waldenu.edu/dissertations/20945
