New Developments in Performance Management

Latham, Gary P.; Almost, Joan; Mann, Sara; Moore, Celia

doi:10.1016/j.orgdyn.2004.11.001

Cited by 135 publications

(129 citation statements)

References 5 publications

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“…This influence depends in turn on many factors, such as perceptions of performance outcome controllability (GHOSH;LUSCH, 2000;GIRAUD;LANGEVIN;MENDOZA, 2008) and performance evaluation fairness (LATHAM et al, 2005;KELLY;VANCE;WEBB, 2010). We extend this literature by investigating whether organizational factors that affect the measurability of managerial performance are associated with perceptions of performance outcome controllability and whether perceived controllability is associated with performance evaluation fairness.…”

Section: Introductionmentioning

confidence: 93%

“…Our view is corroborated by Leventhal (1980) and Greenberg (1986 Baker, Gibbons and Murphy's (1994) agency-based model suggests that an employee's contribution to firm value is rarely completely captured by objective performance measures, and that superiors, who are well placed to observe subtleties of employee behavior, should use all relevant and private information to adjust for uncontrollable events. Accordingly, scholars advise organizations to use formal systems with caution, including performance evaluation systems, which might affect fairness perceptions (FOLGER;LEWIS, 1995;LATHAM et al, 2005;SHOLIHIN;PIKE, 2009). This leads to the following hypothesis: H3: Perceived outcome controllability is positively associated with perceptions of performance evaluation fairness.…”

Section: Outcome Controllability and Performance Evaluation Fairnessmentioning

confidence: 99%

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Percepção de Controlabilidade e Equidade da Avaliação de Desempenho

Schiehll¹,

Landry²

2014

RBGN

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We investigated the effects of environmental uncertainty, decentralization of decisions rights, and the use of subjective performance measures on managers' perceptions of outcome controllability and performance evaluation fairness. Based on a survey of 339 middle-and upper-level managers, our results suggest that environmental uncertainty adversely affects perceptions of outcome controllability and that this effect is not moderated by the decentralization of decision rights. Our results also show a positive association between perceived controllability and performance evaluation fairness. Although we found no direct effect of the use of subjective performance measures on perceived performance evaluation fairness, it appears to moderate the positive effect of perceived controllability on fairness. We also show that the positive effect of the use of subjective measures may depend on contextual and job-related factors. The overall results underscore the need to consider the organizational context (environmental uncertainty and decentralization of decision rights) to investigate how performance measures affect perceived controllability and fairness. Because perceived controllability and fairness affect individual attitudes and behaviors within an organization, our results have important implications for the design and use of performance evaluation systems.

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Section: Introductionmentioning

confidence: 93%

Section: Outcome Controllability and Performance Evaluation Fairnessmentioning

confidence: 99%

Percepção de Controlabilidade e Equidade da Avaliação de Desempenho

Schiehll¹,

Landry²

2014

RBGN

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“…Appraiser and employees sit together to discuss and review performance in a shared way to identify new objectives, development and training targets (DenHartog et al, 2004), guiding employees like a coach (Latham et al, 2005), motivating employees and societal aspect (Fletcher, 2001). …”

Section: Components Of Performance Managementmentioning

confidence: 99%

Performance Management Practices: A Case Study of Bank Al-Habib Pakistan

Yaseen¹,

Afghan²

2016

ijhrs

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Purpose: This paper explores the relation between exercising different aspect of performance measures, connection to reward, and with the performance management systems (PMSs) effectiveness. It investigates the problems faced by the employees and appraiser in this system thus recommending the steps taken by the appraiser for the improvement of the employee's performances in financial institutions.Methodology: primary and secondary data was collected. Qualitative and quantitative methodology is used by survey questionnaire and interviewing random sample of 30 respondents from bank Al-Habib. Furthermore it's an exploratory study as it explores problems in performance management system of Bank Al-Habib. Findings:The performance management system of financial institution of Pakistan especially bank Al-Habib are fairly focused towards performance related outcomes, and less concerned about the realization of end product like training and development of employees. The results showed the strong relation between exercising different aspect of performance measures, connection to reward, and with the performance management systems (PMSs) effectiveness. Various variables were identified in influencing the effectiveness of PMS. Practical implications:Findings showed that the financial institutions of Pakistan need to improve the efficiency of their PMS. It's far advance and better now but still there's a room for improvement. Originality/value:This study may assist bank managers in identifying flaws and overcoming them regarding their PMS. It also provide the clear idea about the factors influencing the

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“…This may indicate that employees pursue more self-set goals, thus relieving managers from having to provide as much feedback as in other situations. Further, goal setting is by all accounts a coaching method, meaning that both employee and manager are equally responsible for the process, with both parties discussing work tasks and opportunities for personal growth (Latham, Almost, Mann, & Moore, 2005).…”

Section: Organizational Goal Setting and Job Loss Situationmentioning

confidence: 99%

Organizational Death and Employee Motivation: Investigating a Plant Closure in a Multi-plant Organization

Häsänen¹

2010

PsycEXTRA Dataset

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Major organizational changes are often connected with a variety of negative outcomes for both employees and the organization alike. As a contrast to this, organizational deaths have instead been associated with increased productivity and motivation to perform, despite certainty of job loss. These results have been regarded as counter-intuitive, since employment and job security are regarded as a foundation for work motivation. Consequently, this thesis aims at investigating the motivational aspects of organizational deaths in terms of change in motivation as individuals adjust to changing realities. The thesis rests on three empirical studies.The first study"s results showed (contrary to theoretical postulations) that goal setting was able to influence employees" in-role and extra-role performance, job-induced tension, commitment to the closure, and job satisfaction. The second study showed that organizational productivity, efficiency, performance, motivation and psychological climate increased for both bluecollar and white-collar employees". The results of the third study lend support to the anecdotal reports of high performers decreasing in their efforts during closures, but only when they perceive low justice, and while low performers perceiving low justice, received had second highest scores on effort. The results of the empirical studies support the notion that organizational productivity increases along with employees" motivation to perform. Finally, a common pattern in the data was that most positive variables increased and the negative variables decreased. These results are explained by the adoption of new goals, which creates horizontal coherence (harmony) among goals, which gives rise to goal proximity (motivation increases due to moving closer to the goal).

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New Developments in Performance Management

Cited by 135 publications

References 5 publications

Percepção de Controlabilidade e Equidade da Avaliação de Desempenho

Percepção de Controlabilidade e Equidade da Avaliação de Desempenho

Performance Management Practices: A Case Study of Bank Al-Habib Pakistan

Organizational Death and Employee Motivation: Investigating a Plant Closure in a Multi-plant Organization

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