Employee Workplace Effectiveness: Implications for Performance Management Practices and Research

Abstract

By focusing on citizenship and ethics, organizations can become more adaptable to turbulent conditions. Expansion of the service sector, globalization and greater strategic emphasis on technological innovation and 'intrapreneurship' are among the trends that have given rise to major changes in the nature of work, the workplace and the workforce [1]. The current business environment may be characterized as ' hyper-turbulent' and resource constrained, relentlessly confronting organizations and their managers with challenging, unpredictable high-stakes issues and dilemmas in various areas such as environmental sustainability, accountability, transparency, consumer and human rights, discrimination, fraud and bribery. Such turbulence, complexity and uncertainty have .rendered inadequate the purely rational model of a job as a compendium of tasks, and have broadened the meaning ofworkplace effectiveness [2]. Exclusive preoccupation with the task domain may no longer serve the best interests of organizations wishing to achieve sustainability and competitiveness [3]. Research on work performance and performance appraisal suggests that while continuous improvement oftask-related competencies remains important, the value ofemployees to an organization is not based solely on task performance [4]. For example, rather than passively accepting sub optimal organizational routines as' givens', employees may thus actively reconstruct and enhance them through interaction with members of their role set.

Exploring the Significant Factors of Employee Performance Management System in Commercial Banks: A Multivariate Analysis

“…It should also be smart enough to document promotion decisions (Baltes & Parker, 2000) and training need assessment to design effective training programs for the poor performers. Organizations should promote a favorable work-environment that creates a positive drive towards a high-performing work system and culture (Takeuchi, Chen, & Lepak, 2009;Wong & Snell, 2003).…”

Performance measurement indicators influential to the espousal of cyber-physical systems for facilities management – a Delphi approach

“…Performance is an action or a process to actualise or deliver on a task or function (Marques-Quinteiro et al , 2013; Dubnick, 2005). Also, task performance is the ability to effectively indulge in the delivery of duties within the ambits of a stipulated job description and also with a recognition of being a portion of the job which calls for the capability of the use of a group of skills and knowledge (Wong and Snell, 2003). Furthermore, Armstrong and Murlis (2000, p. 240) stated that the completion of an obligation “with predetermined procedures” is the representation of performance, whereas Ismajli et al (2015) opined that the intricate support of performance is an influential factor in knowledge, skills and motivation.…”

Confirmatory Factor Analysis of Performance Measurement Indicators Determining the Uptake of CPS for Facilities Management

“…According to [33,34], performance is a process or action to accomplish or carry out a function or a task. Moreover, Wong and Snell [35] (p. 54) made more elaborations, noting that task performance refers to the ability to efficiently engage in tasks delivery stipulated in the "job description" and with its recognition as part of the job and demands the ability for the utilisation of a given set of knowledge and skills. Furthermore, Armstrong [36] (p. 240) noted that accomplishing an obligation "following predetermined procedures" is what connotes performance.…”