The study investigated the relationship between employees' experience of performance management and work engagement. Participants were a convenience sample of employed adults (N= 202; females = 59%, middle management = 48%, White = 54%, tenure more than 9 years = 48%) in an organisation in the vehicle and asset-based finance industry. They completed the Performance Management Questionnaire (PMQ) and Utrecht Work Engagement Scale (UWES). Multiple regression analysis was used to determine the proportion of variance of work engagement that is explained by employees' experience of performance management. Results revealed that only empowerment significantly predicted work engagement. These findings suggest that when employees experience performance management as empowering, they are also likely to have higher levels of work engagement.
The formal management control system exerts a powerful influence over the actions of middle and top level managers in an organization. To ensure that these actions are in the best interests of the organization as a whole, careful thought should be given to the design of such a control system. The design should incorporate certain desirable characteristics. These characteristics are identified, described and listed in the format of a normative model. A practical management control system which has been implemented in several organizations is subsequently discussed and evaluated against the requirements of the normative model.
The dawn of the 21st century has given rise to a new competitive paradigm; brought about by globalisation, information technology and biotechnology developments and the work force revolution. This article identifies the shortcomings of traditional approaches to strategy formulation as measured against the demands of this evolving paradigm. The development of high potential strategic positions, the building and refining of distinctive competencies, the strengthening of strategic fit relationships, the maintenance of balance between the requirements of old and new business and the establishment and maintenance of a strategic thinking and learning culture are building blocks of strategic supremacy in the hypercompetitive 21st century.
An innovative orientation is a highly desirable characteristic of senior-middle and top management teams in business organizations. The formalized expression of such entrepreneurial flair may be developed in the form of action plans. Such plans consist of five elements, of which one, namely the financial component, is of prime importance. Three categories of action plans are distinguished and the evaluation of the anticipated financial impact of action plans within each category discussed. Finally, the integration of the anticipated financial results of action plans in the formal long- and short-term plans of an organization is described.
In attempting to achieve high performance levels within the enterprise, the manifestation of aligned commitment is a very desirable goal to aim for. It is instrumental in the realisation of the full potential of organisational members and in focusing their efforts and performance on the strategic vision of the enterprise. A model, which introduces, describes, and integrates the various processes, steps and actions required in the development of aligned commitment, is suggested. Guidelines, derived from research findings as well as experience gained in the actual implementation of the various constituent elements of the model, are supplied. These guidelines should assist in the successful establishment and maintenance of a value-driven, aligned commitment culture within any enterprise.
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