Evaluating the effectiveness of performance management: A 30-year integrative conceptual review.

Schleicher, Deidra J.; Baumann, Heidi M.; Sullivan, David W.; Yim, Junhyok

doi:10.1037/apl0000368

Cited by 64 publications

(112 citation statements)

References 249 publications

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“…Our results further show that appreciative leadership, positive responses and being valued for one's performance increase job satisfaction for Gen-Y. Here, awareness and leadership development might only be a start, and the implementation of recognition systems and leadership performance appraisals might be even more effective (e.g., Schleicher et al, 2019).…”

Section: Practical Implications For Hr Managerssupporting

confidence: 54%

“…Another important research avenue lies in developing improved leadership performance appraisals to incorporate important QWL attributes such as, for example, recognition. As there is an obvious gap in understanding the effectiveness of performance management (e.g., Schleicher et al, 2019), we suggest discussing our findings in the light of leader development and performance management to enhance job satisfaction and QWL for Gen-Y.…”

Section: Limitations and Future Researchmentioning

confidence: 91%

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Quality of work life and Generation Y

Muskat

Reitsamer

2019

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Purpose The purpose of this paper is to examine how quality of work life (QWL) influences job satisfaction and to test if gender and organizational type moderate this relationship for Generation Y (Gen-Y). Design/methodology/approach Questionnaire data were collected from 328 Gen-Y employees in European hospitality businesses. Drawing on generational theory, social role theory and person–environment (P–E) fit theory, the authors discuss how gender and organizational types (i.e. independent vs corporate structures) moderate Gen-Y’s QWL–job satisfaction relationship. Findings The findings of the paper are as follows: first, gender and organizational type influence the QWL–job satisfaction relationship for Gen-Y. Second, job security does not change job satisfaction levels for female employees while high levels of job security negatively influence job satisfaction for male employees. Third, receiving appreciation at work increases job satisfaction for both women and men but, when receiving little appreciation at work, women remain more satisfied. Fourth, having opportunities to contribute to decisions positively affects Gen-Y’s job satisfaction. Fifth, having the right to say is more important in independent organizations, while the opportunity to realize an employee’s own potential leads to higher job satisfaction in corporate organizations. Originality/value The study contributes to the limited empirical scholarly research, adding to a deeper understanding of influencing factors of Gen-Y’s QWL–job satisfaction relationship.

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Section: Practical Implications For Hr Managerssupporting

confidence: 54%

Section: Limitations and Future Researchmentioning

confidence: 91%

Quality of work life and Generation Y

Muskat

Reitsamer

2019

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“…Drawing mainly on the theoretical underpinnings of expectancy theory (Vroom, 1964), SDT (Deci & Ryan, 1985), and how performance-based pay works in practice (see e.g., Cappelli & Conyon, 2018;DeNisi & Murphy, 2017;Schleicher et al, 2019), the present study aimed at investigating the importance of performance-based pay variables relative to support of psychological needs variables for task and contextual performance. We investigated this in a sample of white-collar employees in a large industrial enterprise in Sweden.…”

Section: Discussionmentioning

confidence: 99%

“…It has been argued that transparent pay procedures (i.e., procedures that provide relevant information, clarify pay criteria, encourage employee participation, explain how reward decisions are made, etc.) can give rise to more positive work-related attitudes and behaviors, including job performance (Andersson-Stråberg et al, 2007;Schleicher et al, 2019;Zhang et al, 2015). It has also been suggested (e.g., Stråberg, 2010) that organizations using performance-based pay systems can benefit from grounding their pay procedures in common principles for organizational processes such as those proclaimed by Leventhal (1980).…”

Section: Procedural Pay-setting Justicementioning

confidence: 99%

“…Past research has highlighted that in addition to financial rewards per se it is also important to consider the administration and implementation of performancebased pay programs in order to understand the potential implications for employee performance (Andersson- Stråberg, Sverke & Hellgren, 2007;Cappelli & Conyon, 2018;Schleicher et al, 2019). For instance, previous research has indicated that adequate and transparent procedures may increase the potential of financial rewards to drive job performance (Thibault-Landry et al, 2017).…”

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confidence: 99%

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“It’s [Not] All ‘Bout the Money”: How do Performance-based Pay and Support of Psychological Needs Variables Relate to Job Performance?

Selar

Falkenberg

Hellgren

et al. 2020

Scandinavian Journal of Work and Organizational Psychology

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Pay setting based on evaluations of employees' job performance is a popular reward system in many of today's organizations (Nyberg, Pieper & Trevor, 2016). Performance-based pay refers to many different forms of pay plans that are used within organizations, such as performance based pay raises on an annual basis, i.e., merit pay systems (Maaniemi, 2013), commissions, and bonus systems (Rynes, Gerhart & Parks, 2005). Organizations use performance-based pay plans as a way of enhancing employees' job performance (Fang & Gerhart, 2012). In this context, pay appraisals usually include quantity and/or quality aspects of performance at work, and reward decisions are determined based on measures of productivity (i.e., number of tasks completed) or manager evaluations of past performance (Cappelli & Conyon, 2018; DeNisi & Murphy, 2017). Past research has found financial rewards to be associated with higher levels of job performance (Cerasoli, Nicklin & Ford, 2014; Cerasoli, Nicklin & Nassrelgrgawi, 2016; Jenkins Jr. et al., 1998). However, their efficiency might be limited to tasks that are simple and boring (Bailey and Fessler, 2011), be of minor importance for performance quality (Cerasoli et al., 2014, 2016), and might decrease performance on interesting tasks (Weibel, Rost & Osterloh, 2009). Moreover, meta-analytic results indicate that if (or when) reward systems attenuate intrinsic motivation (i.e., doing things out of pure interest or joy) or psychological need satisfaction (i.e., satisfaction of higher needs that enable the quest to reach the full human potential as well as ensure happiness and prosperity) they run the risk of hampering performance quality (Cerasoli et al., 2014, 2016; Deci, Koestner & Ryan, 1999). This risk may be more likely when behaviors and rewards are salient and closely intertwined (i.e., when rewards are strictly performance-based) since such explicit links may provide reason for employees to narrow their cognitive attention towards those behaviors that can render future monetary gains rather than on quality (Cerasoli et al.,

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Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations

Malik

Budhwar

Patel

et al. 2021

Human Resource Management

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Analyzing qualitative case-study data from two emerging market multinational corporations (MNCs) from the Indian pharmaceutical industry, we develop two theoretical frameworks based on goal-setting and cognitive evaluation theories along with indigenous Indian management theories, including the principles of Ayurveda for analyzing performance management systems in an indigenous and modern pharmaceutical MNC. Data were analyzed from multiple data sources, such as interviews, nonparticipant observation, multiple site visits, organizational documents, policies, client testimonials, and publically available information through the website and annual reports. The indigenous firm offered a holistic approach to managing multiple stakeholders. Its overarching performance goal focused on all stakeholders collectively contributing to the patient' and others' holistic well-being. All employees' and stakeholders' unified and singular efforts dovetailed to achieve physical, mental, emotional, spiritual, and environmental well-being as a proxy for performance. Organizational values, culture, and contextual influences of informal learning, empowerment, and task variability helped achieve its overarching goals. The Western pharmaceutical firm focused on atomistic, granulated, and an objective way of assessing and evaluating performance, wherein cost-effectiveness, innovation, and high-performance were vital performance outcomes. Performance coaching and task invariability adversely affected individual outcomes. Implications for research and practice are discussed.

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Evaluating the effectiveness of performance management: A 30-year integrative conceptual review.

Cited by 64 publications

References 249 publications

Quality of work life and Generation Y

Quality of work life and Generation Y

“It’s [Not] All ‘Bout the Money”: How do Performance-based Pay and Support of Psychological Needs Variables Relate to Job Performance?

Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations

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