Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction

Decramer, Adelien; Smolders, Carine; Vanderstraeten, Alex

doi:10.1080/09585192.2012.680602

Cited by 91 publications

(108 citation statements)

References 55 publications

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“…Teamwork was measured using a scale comprising seven (7) items of Shanahan, Best, Finch, and Sutton (2007). The measuring instrument for performance management was adapted from Decramer, Smolders and Vanderstraeten (2013). The construct of teamwork was measured using seven items of .…”

Section: Methodsmentioning

confidence: 99%

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Ohunakin

2017

PROSOC

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Employee commitment to the organisation is one of the major tools for building organisational capabilities towards gaining competitive advantage and effectiveness over others in any industry. However, this requires effective human resource management practices, thereby leading to favourable and enhanced organisational outcomes. This study seeks to examine the impact of three human resource management practices including: performance management, compensation system, and teamwork, on employee organisational commitment. To proffer a solution to the aforementioned objective, paper and pen data collection was done for 312 employees in six selected guesthouses in south-west Nigeria. SPSS and structural equation modelling (SEM) were used for analysing the data collected. The outcomes revealed positive and statistical significant effect of human resource management practices on the employee organisational commitment. This study concludes that, performance management, compensation system and teamwork play major role in boosting the employees' organisational commitment in the study sector.

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Section: Methodsmentioning

confidence: 99%

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Ohunakin

2017

PROSOC

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“…We speculate that line managers play an important role in this process as they are responsible for enacting HRM practices (Knies and Leisink, 2014;BosNehles et al, 2013). After all, line managers follow up on intended job expectations for their team members (Audenaert et al, 2016;Decramer et al, 2012). As such, potentially different interpretations and communications by line managers about intended job expectations may cause ambiguity among job incumbents.…”

Section: Discussionmentioning

confidence: 99%

Setting high expectations is not enough

Audenaert

Decramer

Lange

et al. 2016

IJM

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Purpose -Drawing on Climate Theory and Social Exchange Theory, we examine whether and how the strength of the expectation climate, defined as the degree of agreement amongst job incumbents on what is expected from them, affects their job performance. To explain this relationship, we utilize mediating trust-in-the-organization effects as an explanatory avenue.Design/methodology/approach -In a time-lagged data sample of 568 public service employees, whose job performance is rated by their 242 line managers, we apply multilevel modelling. We employed stratified random sampling techniques across 75 job functions in a large, public sector organization in Belgium.Findings -Our analysis provides support for the argument that expectation climate strength via mediating trust-in-the-organization effects impacts positively on the relationship between employee expectations and performance. Specifically, the significant association of the expectation climate strength with trust suggests that the perceived consensus about the expectations among different job incumbents demonstrates an organization's trustworthiness and reliability to pursue intentions that are deemed favorable for employees. We conjecture that expectation climate strength breeds trust which strengthens employees' job performance.Practical implications -HRM professionals in general, and line managers in particular, should heed our advice and carefully manage their tools and practices in an effort to signal compatible expectancies to different job incumbents in the same or similar roles.Originality/value -Our results shed new light on the mechanisms through which the strength of collective expectations impacts employee outcomes.

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“…Relevant studies in literature (Austin & Sorcinelli, 2013;Boer & Meek, 2010;Daniels, 2016;Decramer, Smolders & Vanderstraeten, 2013;Dickson, et al, 2012;Fraser & Ling, 2014;Grunefeld, et al, 2015;Huffman, et al 2001;Marshall, et al, 2000;Wolverton, Ackerman & Holt, 2005) were examined to develop a draft interview form with 5 open-ended questions. The questions were aimed to explore what kind of academic management & leadership programs are desired, how accessible & where they should be, how long those programs should last and who should be training/presenting in the programs.…”

Section: Methodsmentioning

confidence: 99%

“…One of them stated they had some problems regarding these changes and added: The participant willing to attend the effective communication PD program and other participants emphasising communication in departmental management and team management indicated that it is known collaborative work among academics in the academic culture and equal & fair division of roles & duties in the organisation are of importance. However, establishing this is difficult (Boer et al, 2010;Bryman, 2007;Decramer et al, 2013). Besides, even it is established, there are always some colleagues who are difficult to work with or communicate with and they frequently resist to accept responsibilities & fulfill them.…”

Section: Content Of the Programsmentioning

confidence: 99%

ACADEMICS’ NEEDS AND EXPECTATIONS TOWARD ACADEMIC MANAGEMENT & LEADERSHIP PROGRAMS

Karaferye¹

2017

Ulakbilge

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Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction

Cited by 91 publications

References 55 publications

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Setting high expectations is not enough

ACADEMICS’ NEEDS AND EXPECTATIONS TOWARD ACADEMIC MANAGEMENT & LEADERSHIP PROGRAMS

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