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The purpose of this paper is to concretize the impact of process-oriented appraisals and rewards on business process performance and to provide empirical evidence on how organizations actually align their appraisals and rewards practices with BPM.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>A mixed-method approach has been employed by combining survey results with case studies to offer first-hand evidence. Survey data have been used to quantify the real impact of process-oriented appraisals and rewards. Next, case studies with 10 organizations have allowed us to gain deeper insight into organizational practices for making appraisals and rewards more process-oriented.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>The survey proves that process-oriented employee appraisals and rewards positively affect performance if different employee levels are involved. The case studies reveal similarities and differences in alignment efforts across organizations, based on pattern-matching and a multidimensional analysis, resulting in four alignment patterns.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title><jats:p>The findings extend knowledge about appraisals and rewards within a business process context by providing a quantification and pattern refinement, which specifically advance a BPM-facilitating culture.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title><jats:p>Managers and executives benefit from the recommendations for a gradual BPM adoption to improve the success of their business processes and their people-related practices.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>The authors offer one of the first in-depth, cross-disciplinary studies that intend to bridge between the disciplines of BPM and human resource management (HRM).<\/jats:p><\/jats:sec>","DOI":"10.1108\/bpmj-03-2020-0101","type":"journal-article","created":{"date-parts":[[2020,11,21]],"date-time":"2020-11-21T07:34:26Z","timestamp":1605944066000},"page":"941-964","source":"Crossref","is-referenced-by-count":12,"title":["Alignment patterns for process-oriented appraisals and rewards: using HRM for BPM capability building"],"prefix":"10.1108","volume":"27","author":[{"ORCID":"https:\/\/orcid.org\/0000-0001-9837-4585","authenticated-orcid":false,"given":"Aygun","family":"Shafagatova","sequence":"first","affiliation":[]},{"ORCID":"https:\/\/orcid.org\/0000-0002-7992-1528","authenticated-orcid":false,"given":"Amy","family":"Van Looy","sequence":"additional","affiliation":[]}],"member":"140","published-online":{"date-parts":[[2020,11,19]]},"reference":[{"key":"key2021051508393560800_ref001","doi-asserted-by":"crossref","unstructured":"Adams, W.C. 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