The effects of performance management on relational coordination in policing: the roles of content and process

Abstract

To guarantee team performance, employees should demonstrate high levels of relational coordination, which refers to the relational and communicational ties among employees. It is therefore essential to effectively manage relational coordination. This study examines how performance management generates relational coordination by focusing on both the content and the process of performance management. Specifically, when performance management discusses aspects related to the team in which the employee works (i.e., team-related objectives) combined with a clear, understandable and relevant implementation of performance management (i.e., performance management distinctiveness), we expect a positive effect on relational coordination. Furthermore, we expect that this relationship is explained by an increased awareness of employees' own responsibility for the team, i.e., a decreased perception of diffused responsibility for team objectives. Two empirical studies of the Belgian Police demonstrate that performance management distinctiveness moderates the relationship between team-related objectives of performance management and relational coordination. Study 2 indicates that performance management distinctiveness is indirectly related to relational coordination through a decreased diffusion of responsibility. Attention to both the content and the process of performance management will benefit relational coordination in work teams.

Impact of Coordination, Psychological Safety, and Job Security on Employees’ Performance: The Moderating Role of Coercive Pressure

“…The study's findings explain that coordination and employees' performance has a positive relationship with each other; these results are consistent with work [14,15]. Further, the moderating variable coercive pressure is dampening the positive relationship between coordination and employees' performance.…”

“…This paper also indicates that coercive pressure has a moderating effect on coordination, psychological safety, job security, and employees' performance, and this relationship was unexplored in the literature of the studies done in the past. Previous studies only show us the psychological safety and employees' performance [26] with individual work performance [9], psychological safety with a mediating variable workplace bullying and harassment [11], coordination and employees' performance [14,15], relationship of coordination with job performance [15], and job stress and employees' performance [94]. There is no such relationship explored in the past studies between job security, coordination, psychological safety, and employees' performance with a mediating role of coercive pressure.…”

“…All these previous researchers' work explains the importance of the relationship between psychological safety, coordination, and job security with employee performance. Therefore, coordination, psychological safety, [12,13], coordination and employees' performance [14,15]. All these previous researchers' work explains the importance of the relationship between psychological safety, coordination, and job security with employee performance.…”

“…In past studies, researchers explored the relationship of psychological safety with an individual's work performance [9,10], psychological safety with a mediating variable workplace bullying and harassment [11], psychological safety and creative performance [12,13], coordination and employees' performance [14,15]. All these previous researchers' work explains the importance of the relationship between psychological safety, coordination, and job security with employee performance.…”

A Systematic Literature Review and Bibliometric Analysis of Management Performance

“…Management and decision-making models influence managers in both personal and management-oriented ways (Førde, 2022). Coordination between employees in this regard can improve performance management by reducing the fragmentation of responsibility and thus improving relational coordination (Van Thielen et al, 2022). The level of management participation in setting organizational performance goals is low, which has a positive impact on organizational performance within PEU (Perceived Environmental Uncertainty), but decision-making decentralization has only a significant positive impact on organizational performance.…”