The relationship between employees’ experience of performance management and work engagement within a South African organisation

Kotzé, J. G.; Westhuizen, Sanet van der; Nel, Elzabé

doi:10.1080/14330237.2014.997027

Cited by 8 publications

(7 citation statements)

References 16 publications

(8 reference statements)

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“…Similar to the research by Kotze et al (2014), who found that the developmental performance management system category positively predicted employee engagement, the current study found that constructing individual development plans for employees increased employee engagement. In addition, Kotze et al also uncovered that the empowerment performance management system category increased employee engagement.…”

Section: Theoretical Implicationssupporting

confidence: 85%

“…Although the study of Kotze et al (2014) provided evidence that performance management system characteristics influenced employee engagement, their study did not specifically indicate which system characteristics significantly predicted engagement.…”

Section: Work Engagementmentioning

confidence: 96%

“…This study contributes to current literature by being the first study to relate individual performance management system characteristics to engagement. Although Kotze et al, (2014) examined performance management system categories, they failed to identify characteristics within each category that positively influenced employee engagement.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

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The Impact of Performance Management System Characteristics on Perceived Effectiveness of the System and Engagement

Ricci¹

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The purpose of this study was to comprehensively examine performance management systems to determine the characteristics that are most influential in predicting desirable organizational outcomes. Results of an online survey administered to 159 participants revealed that the four performance management system categories significantly predicted employees' perceived effectiveness of their performance management system and employee engagement. The activities category was found to be the strongest predictor of perceived ! vi! TABLE OF CONTENTS LIST OF TABLES .

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Section: Theoretical Implicationssupporting

confidence: 85%

Section: Work Engagementmentioning

confidence: 96%

Section: Theoretical Implicationsmentioning

confidence: 99%

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The Impact of Performance Management System Characteristics on Perceived Effectiveness of the System and Engagement

Ricci¹

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“…Coachee engagement was associated with the concepts of work engagement in Kotzé et al (2014), where collaboration, attention, absorption, recognition and reward are elements for generating engagement. Côté et al (2005), Bakker and Demerouti (2008), Kotzé et al (2014), Chiu (2017) and Ladyshewsky and Taplin (2017) believe in the arousal-attention process as another element of coachee engagement. Finally, Szafir and Mutlu (2012) and Martinez (2018) argue that engagement requires an agent (e.g.…”

Section: Conceptualization Of the Variables For Coaching Successmentioning

confidence: 99%

Determinants of coaching success: a systematic review

Cidral¹,

Berg

Paulino

2021

IJPPM

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PurposeThe major contribution of this paper is to propose a theoretical framework to coachee success and to identify the most relevant resources for coachee success.Design/methodology/approachThis article attempts to determine the constructs of coaching success through a systematic literature review. The review identified 1,048,880 papers. From these, the authors selected 39 articles for the research. From these articles, the main elements of coaching success were identified.FindingsThe main elements of coaching success are coach quality, coachee engagement, coaching process, coaching reflection, behaviors resulting from coaching and coachee success. Coach quality, coaching process and coachee are often considered as key variables to success. Coachee's behavior is linked to performance but approaches to effectful coaching vary.Practical implicationsCoachee success is connected with the coach's emotional skills and the formality process. Success requires communication, interpersonal relationship, planning, goal setting and progress monitoring. An interplay between the coach and the coachee's emotional skills and the formality process enables success. In business, where employees usually work in their chosen profession, coaching is a tool for education and improvement that brings positive results to the organization.Social implicationsOn a personal level, it can lead to greater self-knowledge and to improvement in the quality of life. Coaching as a facilitator of the coachee's success must be more than a process in itself. It is a way of allowing the coachee to make a critical contribution in a broader context to an organizational culture that values human capital.Originality/valueIt contributes to the understanding of the mechanisms that lead to success in coaching. This systematic review adds to the few articles found on coachee success from over a million papers analyzed. It offers a proposed theoretical framework to coachee success, through a holistic approach.

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“…However, there is little research on the relationship between these cross-boundary teacher leaders' experience and their work engagement. This is in contrast to the finance industries, wherein the relationship between leaders' experience and work engagement is well covered (Kotzé et al, 2014).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Leading for Whom? Teaching-Research Officers’ Role Perception and Work Engagement in Chinese Mainland

Shen

2021

ECNU Review of Education

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Purpose: The purpose of this article is to analyze both teaching-research officers (TROs)’ role perceptions and work engagement, figuring out how their competing roles balanced to ensure continued work engagement and which roles are greater benefits to the community and educational reform. Design/Approach/Methods: The study employs questionnaire which is composed of inventory of work role requirements and the Utrecht Work Engagement Scale, to investigate TROs’ role perception, work engagement, and their relationship. Findings: TROs’ work experience had a complicated relationship with their work engagement. The two strands of the TRO’s role orientation co-existed within their daily work and strengthened each other through exerting effects on the dedication and absorption aspects of work engagement. However, TROs concerned with teacher development displayed higher work engagement than those who put a greater emphasis on policy implementation. Originality/Value: The study contributes to current research in three respects. First, it bridges the macro-level trend of education reform with microlevel role internalization of individuals. Second, it broadens our understanding of work engagement by linking it with the subjective perceptions of one’s work role. Finally, this Chinese case is expected to enrich international perspectives on teacher leaders in the context of top-down districtwide instructional reform.

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The relationship between employees’ experience of performance management and work engagement within a South African organisation

Cited by 8 publications

References 16 publications

The Impact of Performance Management System Characteristics on Perceived Effectiveness of the System and Engagement

The Impact of Performance Management System Characteristics on Perceived Effectiveness of the System and Engagement

Determinants of coaching success: a systematic review

Leading for Whom? Teaching-Research Officers’ Role Perception and Work Engagement in Chinese Mainland

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