Enhancing Engagement Through Effective Performance Management

2017 ◽  
pp. 81-90 ◽  
Author(s):  
J. Lee Whittington ◽  
Simone Meskelis ◽  
Enoch Asare ◽  
Sri Beldona
Keyword(s):  
Performance Management ◽  
Effective Performance

scholarly journals Reward and attitudes: The unintended outcomes of an effective performance appraisal

2013 ◽  
Vol 11 (1) ◽  
Author(s):  
Solomon M. Semakula-Katende ◽  
Erik D. Schmikl ◽  
Theuns Gert Pelser
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Systems Research ◽  
District Hospitals ◽  
Qualitative Interview Study ◽  
Effective Performance ◽  
Management And Development ◽  
Role Players

Orientation: Focus was on the role of reward and attitudes as major determinants in enhancing the effectiveness of performance appraisal systems. Research purpose: To develop a structural model from the qualitative and quantitative findings from which to address the identified gaps in order to improve the effectiveness of appraisals. Motivation for the study: The attention that role players tended to give to the rewarding of employees during the appraisal process made it appear as the only important determinant of an appraisal’s success. In appraisals in many public institutions, reward has been given unnecessary prominence over other drivers, such as management and development. That led most key role players (leaders, managers and employees) to perceive the current employee performance management and development system (EPMDS) to be purely for monetary (salary increments and cash bonuses) and non-monetary (promotion) purposes, which, in turn, compromised its effectiveness. Research design, approach and method: Structural equation modelling (SEM) was utilised as a statistical technique for testing and estimating causal relations using a combination of statistical data and qualitative causal assumptions. This allowed both confirmatory and exploratory modelling to be undertaken, which is suited to both theory testing and theory development. A triangulation of quantitative (questionnaire) and qualitative (interview) study was conducted. A total of 300 questionnaires were distributed to nine government hospitals in the Free State province, namely Mofumahadi Manapo Mopeli, Dihlabeng, and Boitumelo regional hospitals, as well as Elizabeth Ross, Thebe, Phekolong, Mpumelelo, Reitz and Ficksburg district hospitals. There was a high response rate of 96 per cent, a total of 287 completed questionnaires. Respondents ranged from top executives, middle management, line management, to employees of all categories. Main findings: Reward and attitudes were found to the unintended outcomes of an effective performance appraisal. Practical/managerial implications: Remunerative rewards should be part of a holistic appraisal approach and not simply a one-sided approach. Contribution/value-add: This article addressed the void or the wrong perception regarding the role of reward and attitudes in appraisals, and established that they were outcomes, and not determinants, of appraisal effectiveness.

Investigating design targets for effective performance management system: an application of balance scorecard using QFD

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alpana Agarwal
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Management System ◽  
Quality Function Deployment ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Support ◽  
Balance Scorecard ◽  
Content Type ◽  
Effective Performance

PurposeAn effective performance management must track level of employee engagement, ensure employee feedback on all aspects and ensure that the people act on that information. Also, it must ensure accessibility of essential conditions to perform. Considering the challenges associated with existing performance management system, present study attempts to discover factual expectations from the employees. The paper also establishes required conditions for fulfilling such expectations.Design/methodology/approachPresent study attempts to discover factual expectations from the employees using the Balance Scorecard approach (BSC). Furthermore, using Quality Function Deployment (QFD), relation between employers' expectation and requirements necessary to fulfill such expectations has also been determined.FindingsThe suggested model has been developed as House Of Performance Management (HOPM) outlining potential leveraging points for enhancing the performance, based on which immediate actionable measures for effective and efficient performance management can also been advocated. The HOQ suggested in this paper can be source of reference while developing performance management system for an organization. Besides, it can help the Human Resource team to discover strategic opportunities and set targets.Originality/valueEffective goal setting, pooled with a method to track progress and identify obstacles, contribute to attainment of bottom to top line results. However, designing and implementing such performance management system has been associated with many challenges like lack of top management support, perception of the process as time-consuming, failure to communicate clear and specific goals and expectations, lack of consistency, etc. (Managing employee performance, 2019). Hence most organizations have been increasingly looking for effective ways of assessing employee performance that can promote stakeholders' satisfaction, employee engagement and continuous improvement.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

Role of Kaizens to Improve Productivity: A Case Study

2014 ◽  
Vol 592-594 ◽  
pp. 2689-2693 ◽  
Author(s):  
Ganesh S. Jadhav ◽  
Vahid M. Jamadar ◽  
Pradeep S. Gunavant ◽  
Sameer Sheshrao Gajghate
Keyword(s):  
Performance Management ◽  
Capital Investment ◽  
Delivery Time ◽  
Specific System ◽  
Productivity Improvement ◽  
Effective Performance ◽  
Vital Component ◽  
A Company

Continuous improvement is a vital component of an effective performance management system. Simply measuring performance will not result in system improvements. Getting improvement in any service requires an educational strategy for linking performance measurement to the implementation of the specific system improvements. The aim of the paper is to identify the effectiveness and implementation of the kaizen programme in an electronics manufacturing company. Customers focus on product quality, delivery time and cost. Because of this a company should introduce a quality system to improve and increase both quality and productivity continuously. Kaizen is a methodology that aims to increase the availability of the existing equipment hence reducing the need for further capital investment. This paper identifies role of maintenance in reducing production cost and increasing plant profit with the implementation of kaizen. Use of the Timed-PDCA concept makes it possible to pursue productivity improvement in the current works including nurturing motivations to workers concurrently by arranging kaizen theme.

An exploration of the integration of health and social care within Scotland

2015 ◽  
Vol 23 (3) ◽  
pp. 129-142 ◽  
Author(s):  
Kevin Hutchison
Keyword(s):  
Performance Management ◽  
Social Care ◽  
Transformational Change ◽  
Content Type ◽  
Number Of Factors ◽  
Key Stakeholders ◽  
Health And Social Care ◽  
Challenges And Opportunities ◽  
Effective Performance ◽  
Scottish Government

Purpose – The ongoing integration of health and social care in Scotland presents both challenges and opportunities. The purpose of this paper is to consider emerging enablers and barriers to integration by focusing on the views of senior stakeholders. Design/methodology/approach – This paper presented an opportunity to gain an insight into the integration movement by considering the views of key stakeholders within Scottish Local Authorities, NHS Boards and other relevant stakeholders. These insights, were collected through a combination of interviews and questionnaires. Findings – This paper highlights a number of factors key to the success of the integration agenda. These include: governing terms and conditions of existing staff; engagement of clinical and professional leads; and synthesising joint outcomes in locality planning. Acts of transformational change such as integration place particular demands upon those in leadership positions. This paper identifies key leadership strengths pivotal to driving forward change, such as effective performance management and influencing skills. Originality/value – This is one of a small number of papers addressing the scale and scope of efforts to integrate health and social care within Scotland. Integration between health services and social care continues to be a priority of the Scottish Government.

Addressing Career Obstacles within a Changing Higher Education Work Environment: Perspectives of Academics

2009 ◽  
Vol 39 (3) ◽  
pp. 376-385 ◽  
Author(s):  
Cobus Pienaar ◽  
Coen Bester
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Performance Management ◽  
Academic Staff ◽  
Point Of View ◽  
Tertiary Institutions ◽  
Staff Members ◽  
General Management ◽  
Effective Performance ◽  
Specific Career

Many changes have occurred in Higher Education Institutions (HEI), which contribute to high levels of work stress among academic staff members and that impact on job satisfaction, job involvement and job engagement. Owing to these changes, academics attached to tertiary institutions are being confronted with specific career obstacles that impact negatively on their job satisfaction and productivity. Our purpose in this study was to determine, from the academic's point of view, the role that HEIs can play to address these obstacles. In terms of positive psychology, persons should not only become aware of their problems, but also come up with alternative solutions on how to address them. A sample of 93 academics from one university, representing the early, middle, and late career stages was selected. The data were obtained by means of the Delphi technique in order to enable respondents to reveal fully what they were experiencing. Respondents were requested to suggest specific actions that could be taken to address the career obstacles academics are confronted with. The most important solutions were related to better remuneration, more effective management of role overload, more effective performance management, more training and development opportunities, more support regarding individual career management, more effective general management, more support regarding research outputs, elimination of discrimination practices, transformation initiatives, encouraging of entrepreneurship, improvement of equipment and working conditions, creation of job security, and promotion of networking.

scholarly journals The importance of executive leadership in creating a post-merged organisational culture conducive to effective performance management

2013 ◽  
Vol 11 (1) ◽  
Author(s):  
Gary W. Paul ◽  
David M. Berry
Keyword(s):  
Higher Education ◽  
Theoretical Model ◽  
Performance Management ◽  
Organisational Culture ◽  
Functional Categories ◽  
Executive Management ◽  
University Of Technology ◽  
Effective Performance ◽  
Culture Creation

Orientation: Focus was placed on the important role of executive management in creating a post-merged organisational culture conducive to effective performance management.Research purpose: To develop a theoretical model from the insights gleaned from the literature study, interviews with senior human resource (HR) practitioners at participating institutions and the empirical study. Based on the empirical findings, this model was refined and resulted in the eight-step integrated post-merged organisational culture creation model.Motivation for the study: The negligible attention given to the design of mechanisms supportive of post-merged organisational culture creation emphasised the need for this study. The high percentage of merger failures attributable to ineffective post-merged organisational culture integration further contributed.Research design, approach and method: A quantitative study was conducted at three merged South African higher education institutions, namely Nelson Mandela Metropolitan University, Cape Peninsula University of Technology and Durban University of Technology. Respondents occupied the following functional categories: executive management, senior and line management, HR practitioners and non-HR or non-management.Main findings: Respondents perceived the role of executive management to be the most important step of the theoretical model which formed the basis for the empirical survey questionnaire. This step, which obtained the highest summated mean score in all three institutions and across all functional categories, was depicted as Step 5 of the model.Practical/managerial implications: The refined eight-step integrated post-merged organisational culture creation model will significantly enhance the creation of a post-merged organisational culture conducive to effective performance management.Contribution/value-add: This study addressed the void regarding a model to guide the creation of a post-merged organisational culture conducive to effective performance management in higher education institutions as well as merged corporate organisations.

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