Performance Management: Process Perfection or Process Utility?

Mone, Edward M.; Price, Bennett A.; Eisinger, Christina

doi:10.1111/j.1754-9434.2011.01322.x

Cited by 7 publications

(4 citation statements)

References 2 publications

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“…The model also shows that PM perceived utility is an important mediation mechanism in the relationship between PA practices and PA satisfaction. A possible explanation could be that perceived utility operates as a rational-based criterion (Keeping and Levy, 2000;Mone et al, 2011), followed by a more affective-based criterion, which is represented by satisfaction. Furthermore, our results on the influence of a set of PA practices Fink, 1999, 2017) on PA satisfaction support the positive influence of "socalled" best PA practices, explaining more than 50% of PA satisfaction total variance.…”

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

“…It refers to the degree to which a person believes that the process would enhance his or her job performance (Davis, 1989). For example, Mone et al (2011), from a process utility perspective, emphasized the relevance of examining how PM practices can seek to steer people towards important organizational objectives or initiatives. Perceived utility (usefulness) can be defined by how much the PM process will support employees in achieving their annual objectives and their personal development and by whether users perceive the benefits as outweighing the time and effort required by the process (Linna et al, 2012;Wilkerson and LeVan, 2017).…”

Section: Pa Best Practices Configurationmentioning

confidence: 99%

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The influence of performance-driven cultures on performance appraisal best practices effectiveness

Botelho

2023

IJPPM

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Purpose This paper aims to analyze the synergistic influence of performance appraisal (PA) practices and performance-driven culture (PDC) on the effectiveness of the performance management (PM) system, which is measured by employees' reactions, namely satisfaction and perceived utility. It also analyzes the type of relationship between PA practices and PA satisfaction, specifically whether it is additive or modeled as a latent factor.Design/methodology/approach This is a cross-sectional study. Data were collected from 513 managers and employees working in 135 public and private organizations. The research model and hypotheses were tested using structured equation modeling.Findings The results support the positive impact of a set of four PA best practices on PA satisfaction. It shows that PDC is an enabler for the effective deployment of PA practices. It also demonstrates that the perceived utility of the PM system plays a role as a mediator in the relationship between PA practices and PA satisfaction.Research limitations/implications Data were collected using a questionnaire at a single point in time, and thus, cause-and-effect inferences were not possible.Practical implications The results provide guidance to organizations that are interested in designing and implementing PM systems and PA practices that contribute toward enhancing employees' managing performance experiences.Originality/value This study advances our understanding of the mechanisms by which organizational culture and PA practices influence the effectiveness of the PM system. It suggests that organizations, to benefit the most from a set of PA best practices, need to have a PDC.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Pa Best Practices Configurationmentioning

confidence: 99%

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The influence of performance-driven cultures on performance appraisal best practices effectiveness

Botelho

2023

IJPPM

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“…We thus concur with Bhave and Brutus (2011), who similarly noted that whatever formal system is implemented it needs to align with the organization's strategy, goals, and other human capital systems. What this means, then, is that the best practices we have found to be largely ineffective (e.g., cascading goals, SMART goals) can add value in certain organizational contexts, as Mone, Price, and Eisinger (2011) discussed.…”

Section: Need For a Formal Systemmentioning

confidence: 97%

Managing Performance Through the Manager-Employee Relationship

O’Leary¹,

Pulakos²

2011

Industrial and Organizational Psychology

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In our recent focal article, we proposed that a fundamental change is needed in how performance management is implemented and viewed. Rather than attempting to improve the effectiveness of performance management by changing features of the formal system (e.g., steps, tools, and processes), we recommended increased focus on improving manager–employee communication and aspects of the manager–employee relationship that are foundational for effective performance management. Our article generated a number of thoughtful and engaging commentaries. In this commentary, we respond to several themes raised in the commentaries and relate them to the recommendations we made for improving performance management processes in organizations.

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Managing Performance Through the Manager–Employee Relationship

O’Leary¹,

Pulakos²

2011

Ind. organ. psychol.

View full text Add to dashboard Cite

In our recent focal article, we proposed that a fundamental change is needed in how performance management is implemented and viewed. Rather than attempting to improve the effectiveness of performance management by changing features of the formal system (e.g., steps, tools, and processes), we recommended increased focus on improving manager-employee communication and aspects of the manager-employee relationship that are foundational for effective performance management. Our article generated a number of thoughtful and engaging commentaries. In this commentary, we respond to several themes raised in the commentaries and relate them to the recommendations we made for improving performance management processes in organizations.

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Performance Management: Process Perfection or Process Utility?

Cited by 7 publications

References 2 publications

The influence of performance-driven cultures on performance appraisal best practices effectiveness

The influence of performance-driven cultures on performance appraisal best practices effectiveness

Managing Performance Through the Manager-Employee Relationship

Managing Performance Through the Manager–Employee Relationship

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