This study focuses on employee performance management in policing. We specifically aim to contribute to a better understanding of how the combined effect of performance planning and performance evaluation fosters the well-being of police officers. In the slipstream of public sector reforms many public organizations adopted employee performance management. Although such system is found to increase performance, it might simultaneously elevate job demands, jeopardizing employees' well-being. Based on data gathered in one of the largest police departments of Belgium, structural equation modelling results demonstrate that the combination of performance planning and evaluation positively affects police officers' well-being. Satisfaction with the system was found to explain this relationship. The findings imply that police forces should ensure that performance evaluations are preceded and combined by performance planning in order to foster well-being.
Organizations operating in extreme environments rely on teams to tackle the highly demanding and complex situations. This study aims to provide new insights into the management of such teams by exploring the influence of environmental extremity on the relationship between performance management and team effectiveness. Mixed-method and multilevel analyses of police teams working in different levels of environmental extremity suggest that environmental extremity moderates the relationship between performance management features and team effectiveness. Both the vertical alignment of performance management and constructive feedback have a positive effect on team effectiveness. However, these positive effects are constrained in teams working in heightened levels of environmental extremity. The effects of performance management consistency and two-way communication on team effectiveness are more nuanced and dependent on environmental extremity. When teams operate in heightened levels of environmental extremity, both features are positively related to team effectiveness. When teams operate in lower levels of environmental extremity, performance management consistency is not significantly related to team effectiveness and two-way communication is negatively related to team effectiveness. These results provide a nuanced understanding of how performance management engenders team effectiveness in extreme environments.
To guarantee team performance, employees should demonstrate high levels of relational coordination, which refers to the relational and communicational ties among employees. It is therefore essential to effectively manage relational coordination. This study examines how performance management generates relational coordination by focusing on both the content and the process of performance management. Specifically, when performance management discusses aspects related to the team in which the employee works (i.e., team-related objectives) combined with a clear, understandable and relevant implementation of performance management (i.e., performance management distinctiveness), we expect a positive effect on relational coordination. Furthermore, we expect that this relationship is explained by an increased awareness of employees' own responsibility for the team, i.e., a decreased perception of diffused responsibility for team objectives. Two empirical studies of the Belgian Police demonstrate that performance management distinctiveness moderates the relationship between team-related objectives of performance management and relational coordination. Study 2 indicates that performance management distinctiveness is indirectly related to relational coordination through a decreased diffusion of responsibility. Attention to both the content and the process of performance management will benefit relational coordination in work teams.
Public organizations need to custody and protect heritage assets. This article questions the appropriateness and quality of the unique International Public Sector Accounting Standards (IPSASs) in delivering financial reports that meet the user needs in regard to heritage assets. By refining the earlier findings in Italian local governments with data from a completely different region being Flanders, the results highlight that the IPSASs are lacking an important area of expectations from a relevant user need perspective, being the local ruling politicians. Finally, current article improves previous publication by examining the different kinds of responses in the light of certain municipal characteristics.
Affective commitment is crucial for employees to guarantee that they adhere to organizational interests and goals, but not self-evident for street-level bureaucrats who have a great deal of discretionary freedom in doing their work. Street-level bureaucrats can deviate from organizational goals during the execution of custom-fit solutions, and particularly so when they are cynical toward their organization. To increase affective commitment among street-level bureaucrats, leaders may play an important role by providing qualitative feedback and having a high-quality leader–member exchange relationship with their team members. We examined the cross-level interaction of leaders’ feedback quality and police officers’ organizational cynicism in relation with affective commitment through Leader–Member eXchange (LMX). Building on theorizing on human resource (HR) attributions and on the assumption in social exchange theory that individuals engage in different reciprocation efforts, we expected that police officers who are more cynical toward their organization would be hesitant to reciprocate with more commitment to their organization when their leader’s feedback quality is low. Our findings in a sample of 266 police officers nested in 71 teams supported this expectation. Hence, this study contributes to a better understanding of how to foster the affective commitment of employees who have discretion in their work. Feedback quality appears to be crucial, both for LMX and affective commitment, and this particularly for police officers who are more cynical about their organization.
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