The Performance Management Process and Employee Engagement

Mone, Edward M.; London, Manuel

doi:10.4324/9781315626529-1

Cited by 12 publications

(15 citation statements)

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“…The findings supported H1 by demonstrating that HRD interventions and OI have a strong and favourable relationship as the social exchange theory (Blau, 1964) posits. As a result, our findings corroborate the assumptions made by researchers Lysova et al (2019), Mahmood et al (2019) and Mone and London (2018). Therefore, we can conclude that organization can be able to bring innovation within the organization with the help of: Providing training to the employees, which will help them in sharpening their skills. Providing career development programmes to the employees that will enhance employee’s desire to learn, which will further help them in boosting employees’ ability to grasp novel competencies as well as improve individual performance at the same time. Developing an efficient performance management system that enables individuals to be assessed and developed to acquire the organizational competencies required. …”

Section: Discussionsupporting

confidence: 92%

“…Our study focused on employees, whereas earlier studies were based on strategy and design. The study’s findings are in line with the previous studies (Lysova et al , 2019; Mahmood et al , 2019; Mone and London, 2018) that suggests HRD interventions improve OI. Additionally, this study has empirically confirmed the significant link of LA with OI, which is a first of its kind relationship.…”

Section: Discussionsupporting

confidence: 91%

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HRD interventions, learning agility and organizational innovation: a PLS-SEM modelling approach

Tripathi

Dhir

2022

IJOA

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Purpose This study aims to focus on assessing the influence of human resource development (HRD) interventions and learning agility (LA) on organizational innovation (OI). Design/methodology/approach Based on the social exchange theory, the theoretical research model was developed in this study. This study used cross-sectional data to test the research hypotheses. In addition, partial least square structured equation modelling was used to analyse 413 sample responses from Indian managerial professionals. Findings The findings suggest that HRD interventions and LA have an effect on OI. Additionally, age as a control factor also influences OI. Practical implications The study’s findings show that an organization must use HRD interventions effectively to improve innovation. Additionally, learning agile employees also helps in bringing innovation to an organization. Originality/value This study is one of its kind in exploring LA for OI by using the existing LA scale. Further, this study is a significant contribution to the existing literature by using HRD interventions, LA and OI in an extensive research model.

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Section: Discussionsupporting

confidence: 92%

Section: Discussionsupporting

confidence: 91%

HRD interventions, learning agility and organizational innovation: a PLS-SEM modelling approach

Tripathi

Dhir

2022

IJOA

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“…Engagement is not associated with terms such as employee satisfaction, employee commitment and employee motivation (Mone and London, 2018). In fact, it goes one step further, as it describes employees’ emotional commitment with their job, which urges them to work at their highest level of ability and to be more outcome-oriented.…”

Section: Introductionmentioning

confidence: 99%

Definitions and antecedents of engagement: a systematic literature review

Kossyva

Theriou

Aggelidis

et al. 2022

MRR

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Purpose The purpose of this study is to present a systematic literature review in the research area of engagement focusing on employee and work engagement. In this respect, this study aims to focus on the definitions between employee and work engagement and their differences, as well as to identify the antecedents of the relevant body of knowledge on engagement. Design/methodology/approach A systematic literature review was conducted drawing on an evidence base of 110 articles published in three- and 4-rated journals retrieved from the Academic Journal Guide (2018) during the years 2000–2021. Findings Through a descriptive and thematic analysis of the literature, the study maps the field as a whole, identifies and categorizes relevant engagement definitions as well as individual- and organization-level antecedents. Important insights and gaps in the existing research that may be exploited for further empirical studies are also pinpointed. Originality/value The study may stimulate future research and represent a reference point for scholars interested in the topic of engagement and at the same time provide added value to human resource practitioners that prefer evidence-based management over success stories.

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“…Regardless, participant feedback that the staff appraisal process must be linked to OPM is consistent with evidence that suggests it is possible to increase and support employee engagement through stronger performance management tools and techniques. 58…”

Section: Discussionmentioning

confidence: 99%

Staff perceptions of organisational performance measurement implementation in a health charity

Colbran¹,

Ramsden

Pépin

et al. 2022

Health Serv Manage Res

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The non-acute health charity sector forms part of the global health services industry. Organisational Performance Measurement (OPM) is fundamental for modern business to achieve sustained excellence yet is under-utilised by non-acute health charities. The Non-Acute Health Charity Performance Implementation Framework (NCPI Framework) was developed to support non-acute health charities undertaking OPM. A non-acute health charity case study undertook a 12-month OPM implementation process using the NCPI Framework. This study had three aims. Firstly, to understand the perceptions of staff employed by the case study organisation regarding their experience of the 12-month NCPI Framework implementation process, secondly to identify whether an interrelationship existed between the NCPI Framework’s implementation elements and the staff’s perspectives, and thirdly, identify areas of strength and improvement which could enhance the NCPI Framework’s effectiveness. Data were collected post implementation and analysed thematically from open-ended question responses from an anonymous survey and semi-structured interviews. Participants supported the introduction of OPM and valued the NCPI Framework’s structured implementation guidelines. Six interrelated themes were identified: clarity, adaptability, alignment, transparent communication, capability and accountability. Participants suggested adaptations to enhance the NCPI Framework’s impact. A culture aligned with organisational learning was identified as potentially having a positive impact on the NCPI Framework’s implementation. The NCPI Framework may also have relevance and application to the non-profit industry beyond non-acute health care and for use in program development and service quality initiatives.

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The Performance Management Process and Employee Engagement

Cited by 12 publications

References 0 publications

HRD interventions, learning agility and organizational innovation: a PLS-SEM modelling approach

HRD interventions, learning agility and organizational innovation: a PLS-SEM modelling approach

Definitions and antecedents of engagement: a systematic literature review

Staff perceptions of organisational performance measurement implementation in a health charity

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