When does performance management foster team effectiveness? A mixed‐method field study on the influence of environmental extremity

Thielen, Tine Van; Decramer, Adelien; Vanderstraeten, Alex; Audenaert, Mieke

doi:10.1002/job.2297

Cited by 18 publications

(19 citation statements)

References 83 publications

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“…The challenging work environment of public sector organizations, such as police organizations, is characterized by ambiguous goals and pathways to these goals (Johnson, 2015; Van Thielen et al, 2018). Street-level bureaucrats face this ambiguity with discretion to create custom-fit solutions which might hinder the realization of organizational goals, particularly when they are not affectively committed to the organization.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Building on previous research, we have chosen to focus on the effectiveness of police managers’ feedback quality for fostering affective commitment (e.g., Metcalfe & Dick, 2001; Perez et al, 2017). Police officers’ work environment is characterized by ambiguous goals (Van Thielen et al, 2018). From situation-to-situation, there may be different desired outcomes and different pathways to achieve these outcomes (Johnson, 2015).…”

Section: Introductionmentioning

confidence: 99%

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The Role of Feedback Quality and Organizational Cynicism for Affective Commitment Through Leader–Member Exchange

Audenaert

Heijden

Rombaut³

et al. 2020

Review of Public Personnel Administration

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Affective commitment is crucial for employees to guarantee that they adhere to organizational interests and goals, but not self-evident for street-level bureaucrats who have a great deal of discretionary freedom in doing their work. Street-level bureaucrats can deviate from organizational goals during the execution of custom-fit solutions, and particularly so when they are cynical toward their organization. To increase affective commitment among street-level bureaucrats, leaders may play an important role by providing qualitative feedback and having a high-quality leader–member exchange relationship with their team members. We examined the cross-level interaction of leaders’ feedback quality and police officers’ organizational cynicism in relation with affective commitment through Leader–Member eXchange (LMX). Building on theorizing on human resource (HR) attributions and on the assumption in social exchange theory that individuals engage in different reciprocation efforts, we expected that police officers who are more cynical toward their organization would be hesitant to reciprocate with more commitment to their organization when their leader’s feedback quality is low. Our findings in a sample of 266 police officers nested in 71 teams supported this expectation. Hence, this study contributes to a better understanding of how to foster the affective commitment of employees who have discretion in their work. Feedback quality appears to be crucial, both for LMX and affective commitment, and this particularly for police officers who are more cynical about their organization.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Role of Feedback Quality and Organizational Cynicism for Affective Commitment Through Leader–Member Exchange

Audenaert

Heijden

Rombaut³

et al. 2020

Review of Public Personnel Administration

Self Cite

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show abstract

“…Two aspects of this paper are particularly noteworthy. First, van Thielen, Decramer, Vanderstraeten, and Audenaert () begin with an inductive, qualitative study to identify the features of performance management systems most valuable to fostering team development and effectiveness. From a set of 45 interviews with police team members, leaders of police departments, and human resource manager informants, four key performance management features emerged from the findings including (a) vertical alignment of goals with the department, (b) constructive feedback, (c) consistency across the process, and (d) two‐way communication.…”

Section: Summary Of Special Issue Papersmentioning

confidence: 99%

“…Likewise, this relationship between in‐action TR and performance was moderated by team size such that in‐action TR had a stronger effect on performance in larger teams. Finally, van Thielen et al () found that the generally positive effects of vertical alignment and constructive feedback performance management features on police team performance weakened as environments became more extreme. Alternatively, consistency across the performance management process and two‐way communication during the process were only related to team performance for police teams operating in more extreme environments (i.e., those districts plagued by higher levels of public violence).…”

Section: Lessons Challenges and Opportunitiesmentioning

confidence: 99%

“…Van Thielen and colleagues () also provide a nice starting point to this conversation as they used an environmental extremity metric to determine whether the effects of each of the four performance management system features on team effectiveness were conditioned on environmental extremity. Such a measure may have further applicability in understanding not only the context at hand but also the comparability of contexts at the same level of extremity.…”

Section: Lessons Challenges and Opportunitiesmentioning

confidence: 99%

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Teamwork in extreme environments: Lessons, challenges, and opportunities

2018

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Strategic human resource management in the era of environmental disruptions

Kim

Vaiman

Sanders³

2022

Human Resource Management

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This article—which serves as an introduction to the special issue of the role of (strategic) human resource management (HRM) in the era of environmental disruptions—summarizes previous research, introduces articles related to this special issue, and provides suggestions for future research in the area. This special issue intends to advance HRM research by putting it in the context of disruptive environments, aiming to deepen our theoretical and empirical knowledge about the role of HRM in these disruptive environments, and provide insights to managers and policymakers who must deal with current as well as future disruptions in extra‐organizational environments. The different sections of this introductory paper are structured from the perspective of an individual (“How can HRM help individual employees cope with environmental disruptions?”), an organization (“How can HRM help organizations be more resilient against environmental disruptions?”), and a community/societal perspective (“How can HRM help the community being affected by environmental disruptions?”). We conclude by proposing several research ideas and practical implications for human resource professionals that would enable them to deal with individual employees, their organization, and the community in times of environmental disruptions.

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When does performance management foster team effectiveness? A mixed‐method field study on the influence of environmental extremity

Cited by 18 publications

References 83 publications

The Role of Feedback Quality and Organizational Cynicism for Affective Commitment Through Leader–Member Exchange

The Role of Feedback Quality and Organizational Cynicism for Affective Commitment Through Leader–Member Exchange

Teamwork in extreme environments: Lessons, challenges, and opportunities

Strategic human resource management in the era of environmental disruptions

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