The Role of Behavioral Factors and National Cultures in Creating Effective Performance Management Systems

PurposeThe purpose of this paper is to examine the influence of performance management systems (PMSs) and their perceived accuracy on job crafting behaviors via motivation.Design/methodology/approachBy adopting a research design based on three waves, a mediation model was tested using survey data from 12 municipalities in Italy.FindingsPerceived PMS accuracy positively influences “approach” job crafting behaviors through intrinsic motivation and “avoidance” job crafting behaviors through extrinsic motivation.Practical implicationsOrganizations interested in promoting job crafting should ensure that PMSs are designed and implemented in a way that increases perceived PMS accuracy among employees.Originality/valueThe results of this study enrich the literature on job crafting by underlining the role of PMSs as an antecedent of job crafting and by clarifying how different motivational processes may intervene in this relationship.

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Behavioral factors important for the successful implementation and use of performance management systems

Management Decision ◽

10.1108/00251740310496206 ◽

2003 ◽

Vol 41 (8) ◽

pp. 688-697 ◽

Cited By ~ 64

Author(s):

André A. de Waal

Keyword(s):

Performance Management ◽

Management Systems ◽

Successful Implementation ◽

Behavioral Factors ◽

Performance Management Systems

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Why Is Performance Management Broken?

Industrial and Organizational Psychology ◽

10.1111/j.1754-9434.2011.01315.x ◽

2011 ◽

Vol 4 (2) ◽

pp. 146-164 ◽

Cited By ~ 94

Author(s):

Elaine D. Pulakos ◽

Ryan S. O’Leary

Keyword(s):

Performance Management ◽

Formal System ◽

Management Systems ◽

Employee Communication ◽

Management Effectiveness ◽

Short Term ◽

Performance Management Systems ◽

Management Processes ◽

Effective Performance ◽

Employee Relationship

Although extensive research and practice have focused on understanding and improving performance management systems in organizations, the formula for effective performance management remains elusive. We propose that a significant part of the problem is that performance management has been reduced to prescribed steps within formal administrative systems that are disconnected from the day-to-day activities that determine performance management effectiveness (e.g., communicating clear work expectations, setting short-term objectives and deadlines, and providing continual guidance). We argue that interventions to improve performance management should cease their exclusive focus on reinventing formal system features. Although well-developed tools and systems can facilitate performance management, these alone do not yield effective performance management. In lieu of making further changes to formal performance management systems, we argue for devoting more attention to improving manager–employee communication and aspects of the manager–employee relationship and propose an approach we believe holds promise for improving performance management processes in organizations.

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