Performance management systems promote job crafting: the role of employees' motivation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Domenico Berdicchia ◽  
Enrico Bracci ◽  
Giovanni Masino
Keyword(s):  
Performance Management ◽  
Design Methodology ◽  
Extrinsic Motivation ◽  
Job Crafting ◽  
Management Systems ◽  
Mediation Model ◽  
Content Type ◽  
Performance Management Systems ◽  
Practical Implications

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.

A conceptual framework for integrated performance management systems

2019 ◽  
Vol 31 (3) ◽  
pp. 309-324 ◽  
Author(s):  
Ulf Johanson ◽  
Roland Almqvist ◽  
Matti Skoog
Keyword(s):  
Conceptual Framework ◽  
Performance Management ◽  
Design Methodology ◽  
Present Form ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Integrated Performance ◽  
Further Development ◽  
Practical Implications

Purpose The purpose of this paper is to further develop a conceptual framework for analysing performance management systems (PMS). The framework aims to be useful for a rich understanding of a specific organisation’s PMS. At the same time, it should preferable be simple so that it could be used even in practice. The framework adds to earlier work by Malmi and Brown (2008), Ferreira and Otley (2009), Broadbent and Laughlin (2009), Bedford and Malmi (2015) and Johanson et al. (2001). Design/methodology/approach The paper is theoretical but has also been applied to a Swedish municipality. The purpose of the latter was to understand if the framework is feasible so far. Findings The authors hold that the framework in its present form is useful to use as an analytical tool even if it needs to be subjected to further development. Research limitations/implications The paper addresses an issue that is continuously changing. This means that the suggested framework may suffer from theoretical weaknesses in some respects. To balance between a theoretically deep and exhaustive framework and a framework that is simple enough to use is a tricky question that needs further investigation. Practical implications The ambition with the framework is that it shall be useful even in practice. Originality/value The need for further research in the PMS area has been emphasised by the above researcher but also by, e.g., Van Helden and Reichard (2016). They hold that the authors need rich European cases to improve the understanding of how PMS works. The authors hold that the present framework has the potential to meet the demands from Van Helden and Reichard.

Make performance-management systems work for your company

2014 ◽  
Vol 22 (4) ◽  
pp. 33-35
Author(s):  
Promila Agarwal
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Design Methodology ◽  
Role Model ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Diverse Workforce ◽  
Employee Needs ◽  
Practical Implications

Purpose – The purpose of this paper is to highlight the leadership route for managers to manage performance appraisal effectively. Design/methodology/approach – This paper outlines the importance of playing down personal feelings about individual employees, getting the best out of high and low performers, appreciating good work, connecting with subordinates, being a role model and making the most of diversity. Findings – This paper contends that performance management systems alone can never bring about optimum performance; they must be accompanied by sensitive and inspired leaders who treat their employees as individuals. Practical implications – Attention is drawn to the importance of converting managers into leaders who can deal easily and comfortably with diversity and the unforeseen. Social implications – Some of the challenges of dealing with the modern, diverse workforce have been highlighted. Originality/value – This paper advances the view that good leadership is a tool to balance structured performance management systems with the flexibility needed to tailor the systems to specific employee needs.

The purposes of performance management systems and processes: a cross-functional typology

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Allan Hansen
Keyword(s):  
Performance Management ◽  
Production Management ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Management Literature ◽  
Important Input ◽  
Basic Purpose ◽  
Functional Areas ◽  
Practical Implications

PurposeThis paper aims to organise, in a general typology, the different purposes of performance management systems and processes (PMSPs) that are discussed across the performance management literature in different functional areas.Design/methodology/approachThe typology is developed based on a traditional review of the performance management literature from three types of functional areas, represented by operations and production management, management accounting and human resource management.FindingsThe cross-functional typology illustrates how the different types of purposes discussed in the literature can be organised in a hierarchical structure. In this way, the basic purpose of organisational value creation for PMSPs can be decomposed into two layers of sub-purposes, the first specifying the domain and the second outlining the specific managerial use of PMSPs.Practical implicationsThe presented typology may help managers across different functional areas map the purposes of their PMSPs; this mapping will not only provide the basics for understanding a PMSP's potential value for an organisation but also serve as an important input for PMSP design.Originality/valueThe presented typology has a broader scope than existing typologies of purposes in research and, consequently, better interrelates and tracks the various types of purposes discussed across different functional areas. This contributes not only to our understanding of performance management as a cross-functional field but also to research on the use and design of PMSPs in organisations.

Frontline managers' implementation of the formal and informal performance management systems

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qian Yi Lee ◽  
Keith Townsend ◽  
Adrian Wilkinson
Keyword(s):  
Performance Management ◽  
Management Systems ◽  
Frontline Employees ◽  
Structured Interviews ◽  
Content Type ◽  
Performance Management Systems ◽  
And Performance ◽  
Frontline Managers ◽  
Primary Contribution

PurposeThe implementation of performance management is the responsibility of managers; more importantly, a key part of a frontline manager's role is ensuring that frontline employees are performing by meeting organisational goals. Existing research has shown a lack of focus on the role of frontline managers in the implementation of performance management systems despite plenty of research on the separate topics of frontline managers and performance management. This article aims to understand how frontline managers connect the intended performance management system, through components and processes developed by the human resources department and higher levels of management, with their employees' performance.Design/methodology/approachThis study used a qualitative method, conducting semi-structured interviews with 57 participants from two Singapore public sector organisations to understand the interaction between the formal and informal performance management systems.FindingsThe authors found that frontline managers used the formal and informal performance management systems in the organisation to manage the demands of their role. Notably, the expectations that superiors and subordinates have heavily influences how the frontline managers choose to implement their performance management responsibilities.Originality/valueThe article uses systems theory to illustrate and explain the complex and dynamic nature of PM in practice through the FLM's implementation of the formal and informal PM systems. The primary contribution of the study is through demonstrating under what situations do frontline managers use the formal and informal performance systems in a complementary manner within the constraints placed on them.

Getting the true measure of your organization

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Culture ◽  
Performance Management ◽  
Case Studies ◽  
Reading Time ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Pertinent Information ◽  
True Measure ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study develops four case-studies of manufacturing SME’s in morocco, demonstrating that organizational culture has an impact on their performance management systems. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How does appreciation lead to higher job satisfaction?

2020 ◽  
Vol 35 (6) ◽  
pp. 465-479 ◽  
Author(s):  
Isabel Barbara Pfister ◽  
Nicola Jacobshagen ◽  
Wolfgang Kälin ◽  
Norbert Karl Semmer
Keyword(s):  
Job Satisfaction ◽  
Design Methodology ◽  
Well Being ◽  
Mediation Model ◽  
Time Intervals ◽  
Content Type ◽  
Subjective Success ◽  
Practical Implications ◽  
Shed Light

PurposeBuilding on the “Stress-as-Offense-to-Self” theory, this study investigates appreciation as a predictor of job satisfaction over time, mediated by subjective success and feelings of resentment towards one's organization.Design/methodology/approachAnalyses are based on a three-wave study with two-month time intervals, with a sample of 193 employees from six Swiss organizations.FindingsDouble mediation by subjective success and feelings of resentment was confirmed; no mediation was found in a reversed mediation model. Results highlight the importance of appreciation for employees' feelings of success and job satisfaction, but also for affect related to the organization as a whole.Practical implicationsOrganizations should recognize the role of appreciation in satisfaction, affective reactions toward the organization, and information about one's standing. Appreciation can be expressed in multiple ways; it not only increases job satisfaction but also helps employees to validate their judgments about their own performance.Originality/valueAppreciation is a promising resource for employee well-being. The present study is one of few focusing on appreciation as a resource in its own right, rather than as part of broader constructs, such as social support. Our results not only confirm the importance of appreciation but also shed light on mechanisms through which it may exert its influence. They complement a multilevel analysis based on the same data showing an association of appreciation with different indicators of well-being on the interpersonal as well as the intrapersonal level.

The effect of sponsorship purpose articulation on fit: moderating role of mission overlap

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tae-Ahn Kang ◽  
Hirotaka Matsuoka
Keyword(s):  
Design Methodology ◽  
Moderating Effect ◽  
Mediation Model ◽  
Student Sample ◽  
Content Type ◽  
Positive Effects ◽  
Moderated Mediation Model ◽  
Moderating Role ◽  
Practical Implications

PurposeThis study aimed to examine the effects of two sponsorship purpose articulations (commercially oriented vs noncommercially oriented) on attitude toward the sponsor via sponsor–property fit and the moderating effect of the overlapped mission between the sponsor and the property.Design/methodology/approachA 2 (purpose articulation type: commercially oriented vs noncommercially oriented) × 2 (mission overlap articulation condition: present vs absent) between-subjects experimental design with a control condition was employed with student sample (n = 171). The moderated mediation model was tested using Hayes' PROCESS macro model 8.FindingsThe commercially oriented purpose articulation did not improve sponsor–property fit as much as the noncommercially oriented purpose articulation, resulting in less favorable attitudes toward the sponsor. When the mission overlap was simultaneously articulated, the less positive effects of the commercially oriented purpose articulation were weaker.Practical implicationsThe findings provided incongruent sponsors with insights on mixed articulation strategies with sponsorship purposes and the overlapped mission.Originality/valueThis study extends previous research by presenting the first understanding of the different processes in which two sponsorship purpose articulations developed attitudes toward the sponsor via sponsor–property fit and by investigating the moderating effect of the simultaneously articulated mission overlap on the processes.

A proposed methodology for evaluating the quality of performance management systems

2019 ◽  
Vol 31 (3) ◽  
pp. 376-393 ◽  
Author(s):  
Xavier Sales
Keyword(s):  
Performance Management ◽  
Management System ◽  
Holistic Approach ◽  
Theoretical Development ◽  
Management Systems ◽  
Performance Management System ◽  
Content Type ◽  
Performance Management Systems ◽  
Practical Implications

Purpose The purpose of this paper is to develop a methodology for evaluating the quality of an organization’s performance management system. Design/methodology/approach The paper presents a theoretical development based in extant literature, using a field study to illustrate the application of the methodology in assessing the quality of the performance management system of the case company. Findings The study presents performance management systems as a network of interconnected elements instead of elements that follow a lineal sequence. The more consistently aligned the elements of this network, the more likely it is to be able to influence behaviours and decisions in desirable ways. Research limitations/implications The development requires its use by practitioners and researchers assessing the performance management systems of organizations to assess further implications. It stresses the need to differentiate the purpose of performance management systems from the objectives of the organization. Practical implications The tentative application of the methodology suggests that it provides a helpful tool for practitioners and researchers to assess the functionality of systems in place and to identify opportunities for improvement. Originality/value The methodology overcomes the two limitations of previous studies. First, it uses a holistic approach and does not focus on specific tools; second, it assesses the quality of the system, not from future company results that might be influenced by other variables, but from the consistency and alignment of the elements of the system.

scholarly journals Coopetition in temporary contexts: examining swift trust and swift distrust in humanitarian operations

2020 ◽  
Vol 40 (9) ◽  
pp. 1449-1473 ◽  
Author(s):  
Sarah Schiffling ◽  
Claire Hannibal ◽  
Yiyi Fan ◽  
Matthew Tickle
Keyword(s):  
Design Methodology ◽  
Nonprofit Sector ◽  
Humanitarian Relief ◽  
Content Type ◽  
Trust Theory ◽  
Humanitarian Operations ◽  
Swift Trust ◽  
Limited Choice ◽  
Practical Implications

PurposeBy drawing on commitment-trust theory, we examine the role of swift trust and distrust in supporting coopetition under conditions of uncertainty and interdependence in the setting of humanitarian disaster relief organisations.Design/methodology/approachThis paper presents findings from case studies of 18 international humanitarian relief organisations based on 48 interviews and the analysis of publicly available documents.FindingsWe find that both swift trust and swift distrust support coopetition. As coopetition is simultaneous cooperation and competition, in this study we show how swift trust and swift distrust also occur simultaneously in coopetitive contexts.Research limitations/implicationsCoopetition as a strategic choice is well-researched in the private sector, yet has received less attention in the nonprofit sector, particularly in contexts that are shaped by interdependence and uncertainty. We show the importance of swift trust and swift distrust in coopetitive relationships by drawing on commitment-trust theory.Practical implicationsIn focusing on a competitive environment in which cooperation is essential, we find limited choice of coopetitive partners. Humanitarian relief organisations must often simply work with whichever other organisations are available. We highlight how trust and distrust are not opposite ends of a spectrum and detail how both contribute to coopetitive relationships.Originality/valueOur findings contribute to commitment-trust theory by explaining the important role of distrust in forging coopetitive relationships. Furthermore, we contribute to prior work on coopetition by focusing on an uncertain and interdependent nonprofit environment.

Performance management in public universities: overcoming bureaucracy

2018 ◽  
Vol 67 (4) ◽  
pp. 736-753 ◽  
Author(s):  
Nunzio Angiola ◽  
Piervito Bianchi ◽  
Letizia Damato
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Organizational Factors ◽  
Public University ◽  
Management Systems ◽  
Management Tools ◽  
Performance Levels ◽  
Content Type ◽  
Performance Management Systems ◽  
Adoption And Implementation

Purpose Considering a micro performance perspective, the purpose of this paper is to analyze whether and to what extent the adoption of better performance management systems could improve the performance levels of a public university. Design/methodology/approach With reference to a period of four years (2011-2014), the quality of performance management systems of 29 Italian universities (response rate: 48 percent) was examined and the possible effects on performance levels of these institutions were analyzed by means of statistical methodologies (multiple regression analysis). Outcome indicators were considered. Findings The findings indicate the need to go further “measurement,” and to take care of performance “management,” especially in complex organizations as universities, where academicians identify themselves more with their professions than with the organization and where technicians and administrative employees might look at the performance-based reform with “bureaucratic eyes.” A fruitful cooperation between the professional soul and the bureaucratic one is paramount. Originality/value Studies which analyze organizational factors that could affect the adoption and implementation of performance management systems are rare, and use in prevalence qualitative methods or refer to machine bureaucracies, not many to professional ones as public universities. Moreover, the performance management literature in a public university context deepens the topic of the selection of KPIs and the focus is mainly on macro performance or on management tools for gathering and analyzing performance measures.

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