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Journal articles on the topic 'Employee Performance Management System'
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Chahar, Bhawna. "Performance Appraisal Systems and Their Impact on Employee Performance." Information Resources Management Journal 33, no. 4 (October 2020): 17–32. http://dx.doi.org/10.4018/irmj.2020100102.
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The purpose of this study was to understand the relationship between employee performance appraisal systems, employee motivation, and employee job performance. A cross-sectional survey of 393 employees of an Indian service organization showed that the performance appraisal system has a direct impact on employee job performance, and that this impact is moderated by the employee's motivation. Respondents were asked about 36 appraisal system, performance, and motivation attributes. Implications of the findings for the future research directions and practice are discussed.
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Awan, Sajid Hussain, Nazia Habib, Chaudhry Shoaib Akhtar, and Shaheryar Naveed. "Effectiveness of Performance Management System for Employee Performance Through Engagement." SAGE Open 10, no. 4 (October 2020): 215824402096938. http://dx.doi.org/10.1177/2158244020969383.
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This article seeks to explore the effectiveness of a comprehensive performance management system in terms of employee performance. Besides, the mediating effect of work engagement was also examined. The performance management system effectiveness (PMSE) was determined by the extent of its accuracy and fairness, as recommended by previous researchers. A sample of 285 employees was selected from various branches of private banks located across Pakistan. A structured questionnaire was used, which was validated through confirmatory factor analysis (CFA) in the Pakistani context. The results indicated a significant impact of PMSE and work engagement on task and contextual performance of employees. Also, complementary mediation of employee work engagement in the relationship between PMSE and employee performance (in terms of task and contextual performances) was also supported. The findings of the research are helpful for the development of HR and PMSE strategy in the private banks of Pakistan. The study also suggests that a comprehensive PMSE model including the perception of fairness as a mandatory part, may be introduced for employees’ enhanced work engagement and task/contextual performance. The mediating relationship of work engagement has established the process of PMSE for the task and contextual performances of employees, which is a valuable contribution of the study.
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Suhardi, Agatha Rinta, and Sakina Ichsani. "Analysis Performance Management System." GATR Journal of Management and Marketing Review (JMMR) Vol.2(1) Jan-Mar 2017 2, no. 1 (March 4, 2017): 75–78. http://dx.doi.org/10.35609/jmmr.2017.2.1(10).
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Objective - Aggressive competition and globalization are characterized by the emergence of many new companies and technological advances. Many companies began to rearrange the strategy of competition in anticipation of free trade with a review of the objectives of strategic companies based on the needs of the international market, a comparison with companies that have the best performance in the world, as well as evaluating intense the internal competency of the company own. The key to winning this competition is through innovation. The goal of this paper is to analyze the factors that influence in the performance management system. Methodology/Technique - Method in this research are performed by distributing questionnaires and respondents were given the opportunity to provide input to the company which then will researchers to convey to family companies that made the object of research. Findings – Results show that there is correlation between the company's strategy, cross-functionality, market intelligence, employee motivation and company performance. There is correlation company's strategy and company performance, cross-functionally and company performance, market intelligence and company performance, the motivation of employees and company performance Novelty - The study tries to test performance management of company. Type of Paper - Empirical Keywords: Analysis of Family Company; Cross-Functionality; Employee Motivation; Performance Management. JEL Classification: L22, J53.
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Decramer, Adelien, Carine Smolders, and Alex Vanderstraeten. "Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction." International Journal of Human Resource Management 24, no. 2 (January 2013): 352–71. http://dx.doi.org/10.1080/09585192.2012.680602.
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Grubi, Arta Koka, and Lura Rexhepi Mahmutaj. "Creating Alignment in Employee Performance Management." European Journal of Economics and Business Studies 7, no. 1 (January 21, 2017): 94. http://dx.doi.org/10.26417/ejes.v7i1.p94-103.
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The current study will identify actions for maximizing the effect of goal development and performance management system to enable enhanced employee performance and motivation. In addition, exceptional consideration is dedicated to the methodological challenges of employee performance management inherent and adopted throughout the years. Quantitative approach will be used to assess the external environment through a comprehensive literature and employee surveys review demonstrating employee evaluation methods. However, the unique characteristic of this research, in proportion to other research, is that data is gathered from primary source. The paper presents “Real Time Employee Evaluation and Bonus Systems.” This is a subject that has not been adequately explored within existing literature. It consists of a practical mechanism which demonstrates how a performance evaluation method is used by a leading Telecom Company in Kosovo (X Telecommunications). We will explore the possibilities and limitations of the performance employee evaluation.
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Sharma, Neha Paliwal, Tanuja Sharma, and Madhushree Nanda Agarwal. "Measuring employee perception of performance management system effectiveness." Employee Relations 38, no. 2 (February 8, 2016): 224–47. http://dx.doi.org/10.1108/er-01-2015-0006.
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Purpose – Concerns about the effectiveness of performance management systems (PMS) have long-driven researchers and practitioners to explore ways of measuring it. It is imperative for organizations to understand, how employees perceive the effectiveness of their PMS, for positive employee outcomes. Hence, the purpose of this paper is to explore the operationalization of the construct “employee perception of PMS effectiveness” (PMSE). An evidence of construct validity for the “two-factor PMS effectiveness” measure with perceived “PMS accuracy” and “PMS fairness” as its two factors is provided. In addition, a scale to measure “employee perception of PMS accuracy” is developed. Design/methodology/approach – Mixed-methods research methodology. Findings – Findings confirmed the possible existence of the two-factor PMSE construct, with PMS accuracy and fairness as its factors. Construct validity is established through its correlations with important outcome variables. The development of a valid and reliable 12-item scale for perceived PMS accuracy (Cronbach α value=0.83) is an additional key contribution. Research limitations/implications – The research presents opportunities for future empirical studies to examine the influence of PMS accuracy and effectiveness on employee outcomes (engagement, retention, etc.). Researchers may also cross-validate the PMSE measure in different socio-cultural contexts. Practical implications – The perceived PMS accuracy and effectiveness measures can serve as powerful investigative tools to measure employee perceptions regarding PMS. It can help organizations identify and correct the shortcomings in their existing PMS. Originality/value – This is the first paper to offer a cogent conceptualization and operationalization of employee perceptions of PMS accuracy and effectiveness. Hence, it has key implications for academics and practitioners.
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Tang, Guiyao, Bingjie Yu, Fang Lee Cooke, and Yang Chen. "High-performance work system and employee creativity." Personnel Review 46, no. 7 (October 16, 2017): 1318–34. http://dx.doi.org/10.1108/pr-09-2016-0235.
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Purpose The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity. Design/methodology/approach The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions. Findings The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity. Research limitations/implications The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts. Practical implications When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours. Originality/value This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.
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MULYANTO, MULYANTO, I. Gusti Putu Diva AWATARA, and Ardi GUNARDI. "Enhancing Competence, Environmental Management System, Job Satisfaction and Employee Performance." Journal of Environmental Management and Tourism 9, no. 1 (June 19, 2018): 40. http://dx.doi.org/10.14505//jemt.v9.1(25).06.
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This study is aimed at finding out the effect of competence and environmental management system on the employee performance at Regional Company Taman Satwa Taru Jurug Surakarta and the effect of job satisfaction in mediating the effect of competence and management system on the employee performance at Regional Company Taman Satwa Taru Jurug Surakarta. This research is a survey research conducted at Regional Company Taman Satwa Taru Jurug Surakarta. The population is the study is all employees of Regional Company Taman Satwa Taru Jurug Surakarta totaling 104 employees. The sample in this study is the same as population. The sampling technique used is census where all members of the population are used as a sample. The results showed that the competence and the environmental management system have a significant effect on employee performance at Regional Company Taman Satwa Taru Jurug Surakarta and the job satisfaction can improve the effect of competence and performance management system on employee performance at Regional Company Taman Satwa Taru Jurug Surakarta.
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Emmanuel, Noko, and Joseph Nwuzor. "Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (August 21, 2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.
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The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.
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Santi, Md Aktaruzzaman, and Abdur Rahim. "The Effects of Performance Management System on Employee Performance.: A Study." International Journal of Scientific and Research Publications (IJSRP) 11, no. 8 (August 24, 2021): 491–501. http://dx.doi.org/10.29322/ijsrp.11.08.2021.p11661.
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Sarkar, Anita. "Is it time to do away with Annual Performance Appraisal System?" Human Resource Management International Digest 24, no. 3 (May 9, 2016): 7–10. http://dx.doi.org/10.1108/hrmid-07-2015-0136.
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Purpose The purpose of this paper is to describe factors that determine scrapping of traditional performance appraisal system. Design/methodology/approach The study explains how the new system of feedback giving is aligned with the requirement of performance management system. Findings Traditional performance appraisal often created employee dissatisfaction, stalled employee creativity and team work, and increased employee attrition and missed out on performance improvement of employees. New check-in system promises to develop employees on the basis of continuous feedback mechanism. Originality/value This paper aims to provides insights on how the new system of performance management is connected to overall needs of the organization and the employees.
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Arogundade, Oluwasefunmi 'Tale, Bolanle Ojokoh, Mojisola Grace Asogbon, Oluwarotimi Williams Samuel, and Babatope Sunday Adeniyi. "Fuzzy Driven Decision Support System for Enhanced Employee Performance Appraisal." International Journal of Human Capital and Information Technology Professionals 11, no. 1 (January 2020): 17–30. http://dx.doi.org/10.4018/ijhcitp.2020010102.
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Employee performance appraisal is often considered a core management task in most standard organizations because it could potentially inspire an employee towards the pursuit of organizational goals and objectives. Meanwhile, issues such as delay in appraisal processes, inevitable human error, and emotional status of the appraiser, are common with the traditional appraisal methods. Hence, this research proposes a fuzzy decision-support system based on Henri Fayol's 14 principles of management for the appraisal of employees' performance. A questionnaire consisting of 44 structured questions was designed based on these principles and administered to the employees of Babcock University, Ilisan-Remo, Ogun State, Nigeria. Fuzzy inference system that incorporates Mamdani computational technique was built based on the feedback extracted from the questionnaires, and used for appraising the employee performance. Experimental results show that the proposed system could predict the appraisal status of an employee with 75% accuracy in comparison to the conventional appraisal method.
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Vunjak, Nenad, Aleksandra Vujko, Miloš Dragosavac, and Tamara Antonijević. "Descriptive statistics in corporate management and employee engagement in rural destinations." Ekonomika poljoprivrede 67, no. 4 (2020): 1087–101. http://dx.doi.org/10.5937/ekopolj2004087v.
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Organizations that hope to achieve a competitive advantage through employee engagement will be most successful by incorporating and including employee engagement in the performance management process. Therefore, essence of the performance management must to be convergence to employees and establish communication with each one. The aim of this study was to determine the relationship between employee engagement (assessment of employee competencies and preferences of the engagement mechanisms), and performance management process in rural destinations. In this paper, the assumption is that the employee are more engaged if they feels belonging to the organization and see the value of their work and that this can be achieved through rewards and recognition system and effective communication channels. The research was conducted on 79 employeed in the Fruška Gora National Park, Serbia.
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Данилова, Вероника, Veronika Danilova, Любовь Морозова, Lyubov Morozova, Александр Ананьев, Aleksandr Ananev, Елена Литвинова, and Elena Litvinova. "Employee performance assessment as a basis for HR management system development." Services in Russia and abroad 8, no. 3 (May 28, 2014): 121–31. http://dx.doi.org/10.12737/4104.
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The article dwells upon the major methodological approaches to the development and implementation of a complex system of a service company’s employee performance assessment. The authors define the role and significance of employee performance assessment in the general framework of HR and organizational management. Special attention is paid to the essential principles and methods of employee performance assessment, the issues of the assessment procedure development and design, the current forms of personnel motivation to acquire new knowledge and skills. The authors consider the issues of employee self-esteem regulation, the impact of external and internal factors on the objective personnel assessment, and the automated employee performance assessment. Emphasis is laid on developing unconventional methods of employee performance assessment and improving the training of HR assessment experts.
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Kim, Changsu, In-Seok Lee, Tao Wang, and Mirsobit Mirusmonov. "Evaluating effects of mobile CRM on employees’ performance." Industrial Management & Data Systems 115, no. 4 (May 11, 2015): 740–64. http://dx.doi.org/10.1108/imds-08-2014-0245.
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Purpose – The purpose of this paper is to examine employees’ personal performance after mobile customer relationship management (m-CRM) use based on an updated model of information system (IS) success. The authors also investigate whether personal performance of employees varies according to the period of m-CRM use. Design/methodology/approach – Bootstrapping is employed to analyze data collected from a survey of firms using m-CRM. The survey targeted executives and staff members in departments related to the development and application of m-CRM systems. Findings – The results indicate that some of the factors had no significant effect on employees’ personal performance through employee satisfaction and system use as mediators. Overall, however, the three types of quality had significant effects on employees’ personal performance through employee satisfaction and system use. Practical implications – The study provides a number of strategies that managers or executives might deploy within organizations to improve employees’ personal performance through the implementation of m-CRM systems. It is of paramount importance for managers or executives to develop m-CRM systems that provide high-quality information and service including sufficient customer-based analysis, up-to-date customer information, barrier-free design and personalized service. Originality/value – It is the first study to empirically test the role of m-CRM characteristics in predicting employees’ personal performance. This study will not only add contribution to the DeLone and McLean’s theory, but also contribute to the IS literature in IS success. The findings will also provide useful insights for guiding managers or executives in formulating and executing effective strategies to enhance the level of m-CRM use and employee satisfaction which in turn promote personal performance.
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Othman, Muhaini, Mastura Arif, Mohd Hafizul Afifi Abdullah, Munirah Mohd Yusof, and Rozlini Mohamed. "Human Resource Management on Cloud." JOIV : International Journal on Informatics Visualization 1, no. 4-2 (November 16, 2017): 260. http://dx.doi.org/10.30630/joiv.1.4-2.80.
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iHRMS is a diligent method to replace the traditional employee management system used by small and mid-scale companies and businesses for managing the employee attendance and payroll. Most traditional methods for managing employee lack the capability to capture employee attendance in real time, hence unable to track employees' punctuality. In another point of view, the problem may affect the overall performance of the employees in an organisation. iHRMS has been introduced not only to cater the said problem but to assist in delivering a more accurate payroll system, therefore, enabling an organisation to better manage their finance.
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Mensah, James Kwame. "A “coalesced framework” of talent management and employee performance." International Journal of Productivity and Performance Management 64, no. 4 (April 13, 2015): 544–66. http://dx.doi.org/10.1108/ijppm-07-2014-0100.
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Purpose – The purpose of this paper is to provide a conceptual framework that demonstrates the mechanisms through which talent management (TM) leads to the various dimensions of employee performance. Design/methodology/approach – A literature-based analysis was employed by combining concepts from TM and employee performance. The syntheses of these two concepts lead to the development of the conceptual framework. Findings – The findings show that, implementation of a TM system leads to employee performance, but a TM output mediates the relationship between TM and employee performance. Originality/value – This paper has contributed to the conceptualisation of TM and employee performance which will help to improve theory, research and practice in all fields concerned with individual work performance.
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Suyitno, Suyitno. "ANALISIS PENERAPAN SISTEM INFORMASI MANAJEMEN DAN KOMPETENSI PEGAWAI SERTA PENGARUHNYA TERHADAP KINERJA PEGAWAI." JOURNAL OF APPLIED BUSINESS ADMINISTRATION 1, no. 2 (January 24, 2018): 270–79. http://dx.doi.org/10.30871/jaba.v1i2.610.
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The study titled "The study of the influence of the use of information systems and employee competence on the performance of employees in the Board of Industry and Trade Fakfak Regency ", was conducted with the aim to know how the influence of the application of management information systems to employee performance in the Department of Industry and Trade in Fakfak Regency.The research was conducted by survey the use of management information system, the application of competence and its effect on employee performance. Survey is done by observation method and comprehensive interview to respondent. The number of respondents is 40 people who are also employees in Department of Industry and Trade in Fakfak Regency, the data obtained through the questionnaire is then analyzed with the help of SPSS vers 11.5 program. Based on the result of the research, it can be seen that the application of management information system significantly influence the performance of employees at Department of Industry and Trade in Fakfak Regency, with regression coefficient 0,650 (p-value = 0.000). Employee competence significantly affects the performance of employees at Department of Industry and Trade in Fakfak Regency, with a regression coefficient of 0.679 (p-value = 0.000). This shows that the competence of employees, will drive the performance of government agencies directly by 67.9%. Implementation of management information system and employee competence together significantly affect the performance of employees at Department of Industry and Trade in Fakfak Regency of 68.1%.
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Dr. Gagandeep Kaur, Uttam Sahay,. "A Systematic Review Of The Impact Of Performance Appraisal Systems And Competency Management Framework On The Performance of Employees In The Telecom Sector." Psychology and Education Journal 58, no. 1 (February 10, 2021): 2515–31. http://dx.doi.org/10.17762/pae.v58i1.1127.
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Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.
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Becker, Karen, Nicholas Antuar, and Cherie Everett. "Implementing an employee performance management system in a nonprofit organization." Nonprofit Management and Leadership 21, no. 3 (March 2011): 255–71. http://dx.doi.org/10.1002/nml.20024.
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Yuanita, Saskia, and Dyah Budiastuti. "Metode PLS: Analisis Kinerja Karyawan melalui Kepuasan Kerja dan Komitmen Karyawan." Binus Business Review 3, no. 2 (November 30, 2012): 605. http://dx.doi.org/10.21512/bbr.v3i2.1280.
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Global challenges of the current causes increasing competition among national and international businesses. Under these conditions, the company realizes the importance of quality and efforts to enhance competitiveness by doing improvements consistently and continuously in order to meet customer and market needs. This study aims to examine the effect of the implementation of ISO 9001 quality management system onemployee performance, and the moderating effects of job satisfaction and employee commitment to the relationship between the application of ISO 9001:2008 quality management system on employee performance. The method used to analyze is Partial Least Square (PLS). The results show that the application of ISO 9001:2008 quality management system affects performance of employees with employee satisfaction and commitment as moderating variable that affect the relationship between the application of ISO 9001:2008quality management system on employee performance. Both variables, moderating employee satisfaction and commitment have positive parameter estimation, so that when the satisfaction and commitment of employees increase, it will give effect to the improvement of the implementation of the ISO 9001:2008 quality management system on employee performance.
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Riyanto, Setyo, Endri Endri, and Novita Herlisha. "Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement." Problems and Perspectives in Management 19, no. 3 (August 20, 2021): 162–74. http://dx.doi.org/10.21511/ppm.19(3).2021.14.
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Technological developments are things that must be followed by companies to achieve a competitive advantage to improve performance. To achieve and improve performance, companies need active employee engagement by encouraging motivation and fulfilling their job satisfaction. This study aims to analyze the effect of motivation and job satisfaction on performance with employee engagement as a mediating variable. The research sample is Information Technology (IT) companies located in the cities of Jakarta and Bandung, Indonesia. Research respondents are system developers who handle system development activities for a project or part of an ongoing project. By using the convenience sampling technique 103 responses were obtained from IT developers. The research model analysis method uses Partial Least Square (PLS) with SMART PLS Ver 3.0 software. Empirical findings prove that motivation has a positive effect on the performance of IT employees, while job satisfaction is independent. Employee engagement does not directly affect employee performance, but the effect of mediation through motivation and job satisfaction can have a significant effect on employee performance. The research findings have managerial implications, in increasing high employee involvement, motivation needs to be encouraged to be more active and innovative, and facilitate the achievement of the desired results. AcknowledgmentThis study was made possible because of the full support of the Region III Education Service Institute (LL-DIKTI III), the Ministry of Education and Culture of the Republic of Indonesia, and the Research Center at Mercu Buana University, Jakarta.
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Smith, Marisa, and Umit Sezer Bititci. "Interplay between performance measurement and management, employee engagement and performance." International Journal of Operations & Production Management 37, no. 9 (September 4, 2017): 1207–28. http://dx.doi.org/10.1108/ijopm-06-2015-0313.
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Purpose The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Design/methodology/approach The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank. Findings The authors show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance. Research limitations/implications The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts. Practical implications The paper contributes to the theory on performance measures and gives guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance. Originality/value The study makes three contributions. First, the authors introduce a new theoretical framework based the organisational control theory providing a basis for future research. Second, through nine propositions, the authors establish a causal relationship between performance measurement, performance management, employee engagement and performance. Third, the authors identify a gap in knowledge concerning the design of organisational controls in the context of the process that is being managed.
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Zahari, Amiral Emeraldo, and Hady Efendy. "Implementation of Performance Management on Bank Syariah Mandiri." Journal of Management Research 9, no. 4 (October 5, 2017): 123. http://dx.doi.org/10.5296/jmr.v9i4.11846.
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The success of an organization in achieving its vision and mission depends on the quality of its human resources. Organizational management is essentially a process of human resource management because all organizations must operate through human resources. The quality of human resources is reflected in its performance within the company. Employee performance as a human resource is measured in a formal system called performance appraisal. Performance management is applied to achieve the company's vision and mission through employee competence and performance that match the values contained within the company. The targets of each work unit based on the balance scorecard set by the Directorate. The performance of Bank Syariah Mandiri (BSM) employees is monitored through key performance indicator. Performance appraisal of BSM employees is done periodically every 3 months, i.e. quarterly review and annual review. The grouping of employee performance through Performance Level (PL) is used as the basis for reward / appreciation from company to employee. Employee PL determination is aligned with the achievement level of the Work Unit and the composition should approach the normal distribution curve form using the PL predicate. Performance appraisal is self through self-assessment and direct superior through interview based on evidence of employee performance activity (self-assessment result). Implementation of performance management in BSM is good so that the company performance more structured and organized, effective and efficient and encourage employees to work according to procedures, spirit and productive so that the work is more optimal and contribute positively to the company.
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Sims, Ronald R., John G. Veres, and Susan M. Heninger. "Training Appraisers: An Orientation Program for Improving Supervisory Performance Ratings." Public Personnel Management 16, no. 1 (March 1987): 37–46. http://dx.doi.org/10.1177/009102608701600105.
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This paper addresses management's need to train supervisory personnel in the use of employee performance appraisals. First, the application as well as the usefulness of the appraisal system is described — as dictated by and in relation to — recent litigation concerning discrimination charges. After exploration of the various approaches to employee evaluation, recommendations for effective training of supervisory personnel in implementing appraisal systems are presented. These recommendations take into consideration often neglected factors such as employee motivation, employee aptitude and discussion of performance evaluations with the employees.
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Dewettinck, Koen, and Hans van Dijk. "Linking Belgian employee performance management system characteristics with performance management system effectiveness: exploring the mediating role of fairness." International Journal of Human Resource Management 24, no. 4 (February 2013): 806–25. http://dx.doi.org/10.1080/09585192.2012.700169.
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Harris, Claudia. "A Comparison of Employee Attitudes toward Two Performance Appraisal Systems." Public Personnel Management 17, no. 4 (December 1988): 443–56. http://dx.doi.org/10.1177/009102608801700408.
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This study was designed to compare employee attitudes toward two performance appraisal systems—a trait-rating scale and a performance standards system. Based on prior research, it hypothesized that employees would prefer a performance standards system to the trait-rating scale. Surprisingly, results of the study showed no difference on two factors and significant difference in the opposite direction from that which was hypothesized on a third factor. Factors which may have influenced employee attitudes toward the performance appraisal systems are discussed.
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Setyawasih, Rianti, and Haris Budiyono. "Efektivitas Pengelolaan Kinerja Pegawai Dan Employee Engagement Dalam Hubungannya Dengan Kinerja Pegawai." Optimal: Jurnal Ekonomi dan Kewirausahaan 11, no. 1 (June 1, 2017): 16–34. http://dx.doi.org/10.33558/optimal.v11i1.80.
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This article explains on how effective performance management and employee engagement are likely to have an important and unique influence on high employee performance. The result shows that effective performance management has directly and indirectly influence on employee performance and directly influence employee engagement, it also was proved that employee engagement has directly influence on employee performance. Then, to produce some employee performance increments may be best achieved by integrating employee engagement to the performance management system at the organization. Employees who are engaged in their work and committed to their organizations give companies crucial competitive advantages, including higher productivity and lower employee turnover. To this end, a new approach is introduced to the performance management process that includes employee engagement and the key drivers of employee engagement at each stage of performance management.
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Katou, Anastasia A. "How does human resource management influence organisational performance? An integrative approach-based analysis." International Journal of Productivity and Performance Management 66, no. 6 (July 10, 2017): 797–821. http://dx.doi.org/10.1108/ijppm-01-2016-0004.
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Purpose Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance). Design/methodology/approach The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation. Findings The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance. Research limitations/implications The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts. Practical implications The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment. Originality/value Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.
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Baker, Nathan. "Employee feedback technologies in the human performance system." Human Resource Development International 13, no. 4 (September 2010): 477–85. http://dx.doi.org/10.1080/13678868.2010.501994.
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Lu, Kangyin, Jinxia Zhu, and Haijun Bao. "High-performance human resource management and firm performance." Industrial Management & Data Systems 115, no. 2 (March 9, 2015): 353–82. http://dx.doi.org/10.1108/imds-10-2014-0317.
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Purpose – Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance. Design/methodology/approach – In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation. Findings – The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance. Practical implications – Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance. Originality/value – This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.
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Et.al, Shalini Dixit. "Performance Management Practices: A Decisive Approach to Improve Employee Productivity." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 11, 2021): 3318–24. http://dx.doi.org/10.17762/turcomat.v12i3.1586.
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Performance management practices include various approaches to significantly assess the organizational performance and productivity. It includes critical analysis and evaluation of employees skills and knowledge to increase output at workplace which establishes culture of proper evaluation of individual performance i.e. directly linked with attainment of individual as well as organizational goal. With the changing dimensions of business operations performance of employees is ensured through involvement of strategic approaches which enables them to understand the required standards of performance and evaluation criteria to assess productivity with merits and demerits of learning and improving better alternatives which ultimately enhances the overall performance of organization. This study helps in critical assessment of various performance management practices and its effect on employee productivity in textile firms of Bhilwara city. The performance management practices comprised of employee appraisal system, training and development, reward system and feedback which all are considered as independent variables and dependent variable is defined as employee productivity. The research paper incorporates primary data collected through a structured questionnaire from a sample size of 100 respondents who worked at various managerial levels in textile firms. A descriptive research design is used for the analysis of data with the help of mean, standard deviation and regression analysis to accomplish the research objective of assessing the effect of independent variables performance appraisal, training & development, reward system and feedback on employee productivity. Various hypothesis are framed to test the results and draw inferences for the population. The study focuses on implementation of various approaches that can enhance employee productivity and develop a workforce through proper training and evaluation with the help of review and feedback mechanism and ensure growth of individuals as well as organization and fulfilment of organizational goals. The result is analysed through regression which helps in adoption of sustainable HR practices forced to rethink on decisions pertaining to employee productivity
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Hendryani, Atika. "Rancang Bangun Sistem Informasi Remunerasi Jasa Pelayanan RSUD Kepahiang Bengkulu Menggunakan Metode FAST." JURNAL SISTEM INFORMASI BISNIS 7, no. 1 (May 27, 2017): 9. http://dx.doi.org/10.21456/vol7iss1pp9-16.
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The good remuneration information system services can provide useful information for hospital administrators to evaluate employee performance. The aim of this research is to develop a remuneration system services to support employee performance evaluation Kepahiang Hospital. System development methods using FAST (Framework for the Application of Systems Thinking) / Framework for Application of Systems Thinking. Evaluation results of employee performance become the basis of government decision-makers to make improvements and reward. Data used in the research is the data of performance of employees and the amount of revenues from services. Remuneration information system services to produce output tables and graphs to support employee performance evaluation in hospitals Kepahiang for various levels of management. The quality of the information system of the proposed system is better than the old information system.
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Kakkar, Shiva, and Neharika Vohra. "Self-Regulatory Effects of Performance Management System Consistency on Employee Engagement: A Moderated Mediation Model." American Business Review 24, no. 1 (May 18, 2021): 225–48. http://dx.doi.org/10.37625/abr.24.1.225-248.
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The study investigates the influence of performance management system consistency on employee work engagement. Drawing on the ‘job demands-resources model’ and ‘regulatory focus theory’, it was hypothesized that when employees perceive their performance management system to be consistent, they develop positive outcome expectations, which primes their achievement-oriented motivation (promotion regulatory focus) and increases their engagement. Responses were collected from 779 employees belonging to three large, multi-national organizations in India. Data were analyzed using PLS-SEM package ADANCO and Hayes’ PROCESS macro. Support was found for a moderated-mediation model. Specifically, promotion focus was found to mediate the relationship between performance management system consistency and work engagement, while positive affect moderated the relationship between performance management system consistency and promotion focus. The study advances scholarly understanding of the psychological impact of performance management systems on employees by clarifying the cognitive-affective processes underlying this relationship. The study also adds to the literature on work engagement by establishing consistency as a key attribute for performance management systems to act as a ‘job resource’ for employees and enhance their engagement. The study makes a strong case for organizations to look at performance management as an integrated system and move away from an insular focus on performance-related practices such as appraisals.
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Rachman, Gun Gunawan, and Sita Nuraeni. "The Influence of Information Technology and Management Control Systems on Employee Performance." JASa (Jurnal Akuntansi, Audit dan Sistem Informasi Akuntansi) 4, no. 3 (December 16, 2020): 365–77. http://dx.doi.org/10.36555/jasa.v4i3.1461.
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This study aims to determine the influence of information technology and management control systems on employee performance at PT. Adira Dinamika Multifinance Tbk Baleendah Branch. The study was conducted on the employees of PT. Adira Dinamika Multifinance Tbk Baleendah Branch in the marketing division of 33 people. The research data is primary data and the analytical method used is descriptive verification method with quantitative approach and hypothesis testing and through data collection techniques with questionnaires. The statistical test tool used in this study is the Structural Equation Model (SEM) with Partial Least Square (PLS) estimation. The results of this study indicate that: 1) Information technology significantly influences employee performance 2) Management control system significantly influences employee
performance
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Pulakos, Elaine D., and Ryan S. O’Leary. "Why Is Performance Management Broken?" Industrial and Organizational Psychology 4, no. 2 (June 2011): 146–64. http://dx.doi.org/10.1111/j.1754-9434.2011.01315.x.
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Although extensive research and practice have focused on understanding and improving performance management systems in organizations, the formula for effective performance management remains elusive. We propose that a significant part of the problem is that performance management has been reduced to prescribed steps within formal administrative systems that are disconnected from the day-to-day activities that determine performance management effectiveness (e.g., communicating clear work expectations, setting short-term objectives and deadlines, and providing continual guidance). We argue that interventions to improve performance management should cease their exclusive focus on reinventing formal system features. Although well-developed tools and systems can facilitate performance management, these alone do not yield effective performance management. In lieu of making further changes to formal performance management systems, we argue for devoting more attention to improving manager–employee communication and aspects of the manager–employee relationship and propose an approach we believe holds promise for improving performance management processes in organizations.
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Došenović, Dragana. "Employee Reward Systems in Organizations." ECONOMICS 4, no. 1 (June 1, 2016): 107–18. http://dx.doi.org/10.1515/eoik-2015-0024.
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Summary Employee rewarding is one of the activities of human resource management concerning the management of money, goods and services that employees receive from their employer in exchange for their work. Given that a properly designed reward system is one of the conditions for a stable business, successful performance of work activities and the achievement of set objectives in each organization, the basic theme of this paper is the employee reward system, with a special focus on different elements of it. The purpose of this paper is to describe the role and significance of the observed system and to draw attention to its role in employee’s motivation. Based on the given analysis many conclusions have been drawn. It has been proved that a properly designed employee reward system has many advantages for the organization, which emphasizes its importance.
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Roberts, Gary E. "Employee Performance Appraisal System Participation: A Technique That Works." Public Personnel Management 31, no. 3 (September 2002): 333–42. http://dx.doi.org/10.1177/009102600203100306.
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A performance appraisal is one of the most complex, and controversial, human resource techniques. The participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.
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Roberts, Gary E. "Employee Performance Appraisal System Participation: A Technique That Works." Public Personnel Management 32, no. 1 (March 2003): 89–98. http://dx.doi.org/10.1177/009102600303200105.
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Performance appraisal is one of the most complex and controversial human resource techniques. Participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.
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Lappalainen, Pia, Minna Saunila, Juhani Ukko, Tero Rantala, and Hannu Rantanen. "Managing performance through employee attributes: implications for employee engagement." International Journal of Productivity and Performance Management 69, no. 9 (July 22, 2019): 2119–37. http://dx.doi.org/10.1108/ijppm-10-2018-0356.
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Purpose The purpose of this paper is to examine the connection between performance management and employee engagement. More specifically, the authors address shortcomings in prior literature where employee performance has been controlled narrowly as cognitive task accomplishment. Accumulating evidence shows, however, that such performance-mediating factors as employee engagement constitute critical antecedents of employee and organizational performance. They can most effectively be influenced by attending sensitively to employees’ individual differences, which are ultimately driven by motifs and dispositions. Design/methodology/approach The study takes a quantitative approach to exploring predictors of employee engagement. The analysis is based on a sample of 503 online survey respondents from knowledge-intensive organizations. Findings The results indicate that employee engagement is driven more by employees’ inherent attributes than environmental factors. The analysis refuted the connection between engagement and social orientation, self-regulation and conscientiousness. Instead, the factors associating with employee engagement were analytical thinking, extroversion, systems thinking, assertiveness and leadership. Practical implications In this paper, the authors put forth a novel conceptual model of performance management, introducing new and evidence-based foci for effective people management that expand task performance to contextual performance and supplement quantifying approaches to performance control with the qualifying methodology. Originality/value Departing from the previously dominating frameworks of performance management that focused on task performance, this work extends to contextual performance and considers also employees’ psychological traits.
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Najla Mohamed Alqhtani, Aeshah saif Alahmadi,. "The correlation between polygamy and educational achievement of children." Psychology and Education Journal 58, no. 1 (February 12, 2021): 2532–39. http://dx.doi.org/10.17762/pae.v58i1.1128.
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Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.
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Wiemann, Meike, Nadine Meidert, and Antoinette Weibel. "“Good” and “Bad” Control in Public Administration: The Impact of Performance Evaluation Systems on Employees’ Trust in the Employer." Public Personnel Management 48, no. 3 (December 5, 2018): 283–308. http://dx.doi.org/10.1177/0091026018814560.
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In the course of the New Public Management reform movement, public administrations have increasingly implemented output-oriented control schemes, including systems to evaluate employees’ performance. However, contradictory evidence exists about how such output control that fundamentally differs from traditional bureaucratic control affects performance-relevant employee attitudes and behaviors. In this article, we present evidence that performance evaluations have positive or negative consequences depending on the specific design of the system. Analyzing survey data from 184 employees and 60 supervisors from the German municipal administration by structural equation modeling, we find performance evaluations employed as Management by Objectives (MbO) have a positive impact on trust in the employer and that those designed as Systematic Performance Appraisal (SPA) affect trust negatively. Both relationships are mediated by perceived cooperative climate. These findings advocate employing performance evaluations that are participative, adaptive, learning-oriented, and transparent and thus enable fair cooperation between organizational members.
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Šindelář, Jiří. "Investigation of factors influencing employee performance." International Journal of Organizational Analysis 24, no. 2 (May 9, 2016): 340–68. http://dx.doi.org/10.1108/ijoa-07-2013-0687.
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Purpose The purpose of this paper is to investigate the effect of selected organizational factors on the performance of employees charged with sales forecasting, and to compare this across the different organizational environments of Central-Eastern European (CEE) retail chains. Design/methodology/approach The research involves seven major pan-European retail chain companies, with a total number of 201 respondents. Data were collected via a questionnaire [computer-aided personal interview (CAPI) and human-aided personal interview (HAPI) method] with a five-point scale evaluation of both dependent (organizational factors) and independent (performance indicator) variables. Cluster analysis was then used to derive the characteristics of average organizational environments, and correlation analysis was used to investigate the direction and size of the performance effect. Findings The results confirmed that different organizational environments have differing effects on the performance of forecasters. It also showed that the “hard core” factors (performance evaluation and information systems) do not have a dominant effect on employee performance in any of the environments regardless of their quality, and are aggregately outclassed by “soft” factors (communication lines and management support). Finally, the research indicated that among the personal attributes related to individual forecasters, domain and forecasting work experience have significant, beneficial effects on forecasting performance, whereas formal education level was detected to have a negative effect and can be, at best, considered as non-contributor. Practical implications The research results along with available literature enable us to define four management theses (focus on system, less on people; soft factors are equal to hard ones; higher formal education does not contribute to forecasting performance; and do not overestimate the social and morale situation on the working place) as well as four stages of organizational development, creating a practitioner’s guide to necessary steps to improve an environment’s key factors, i.e. performance evaluation, information systems and forecasting work experience. Originality/value Although there are regular studies examining the effect of organizational factors on employee performance, very few have explored this relationship in a forecasting context, i.e. in the case of employees charged with sales forecasting. Furthermore, the paper brings evidence on this topic from the CEE area, which is not covered in most prominent forecasting management studies.
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Ali, Muhammad, Shen Lei, Susan Freeman, and Mubbsher Munawar Khan. "Implemented and perceived high-performance work system and its effect on branch performance." Employee Relations: The International Journal 41, no. 4 (June 3, 2019): 793–810. http://dx.doi.org/10.1108/er-08-2017-0186.
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PurposeThe purpose of this paper is to examine the influence of high-performance work systems (HPWS) on unit performance relative to the mediating roles of collective human capital (CHC) at the unit level and perceived HPWS at the employee level.Design/methodology/approachData were collected from 181 branch managers and 504 employees. The proposed path model was tested using the statistical package M-plus (v. 7) using a 2-1-2 multilevel approach for mediation analysis.FindingsGenerally, branch managers actively implement HPWS, and employees perceive a fairly high level of HPWS. Further, the path model indicated that CHC at the unit level and perceived HPWS at the employee level partially mediate the relationship between implemented HPWS and unit performance.Originality/valueThis study is the first to explore multilevel mediating mechanisms in the context of the largest four state-owned banks in China. A 2-1-2 multilevel analysis procedure was used to separate measurement error into relevant employee- and branch-level components to create more precise assessments of multivariate associations. Such analyses have not yet been conducted in research on HPWS prior to this study of the Chinese banking sector, but they are essential for teasing out the micro- and macro-level effects of HPWS.
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Jayaseely, M. "A Study On Performance Appraisal Techniques In A Selected Industry." Restaurant Business 118, no. 5 (May 11, 2019): 66–73. http://dx.doi.org/10.26643/rb.v118i5.7649.
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Performance appraisal system operates in which an individual manager regularly, annually records performance and developments in top down process. It can be argued that perceived defects of appraisal system led to development of more sound concepts of performance appraisal. The provision of challenging assignments and regular performance feedback are included in effective performance management system. At the end of the performance period usually a year the supervisor and employee meet to summarize the accomplishments and challenges of the past year and document the discussion using performance management form. In any organization to be effective the resources should be property maintained. The study concentrates on finding whether the current performance management system followed in organization is effective and how far they are satisfied and whether all the employees all aware of performance standards fixed for them and promotions are given based on performance. It also suggests whether any change is required in the existing system. Success with performance appraisal system relies on good design and implementation. Managing employee performance is an effective mechanism for developing both employee and organization growth. Management and employee involvement in the design/review of a performance management system is important performance appraisal can be redesigned for betterment of performance. Thus performance appraisal is a shared commitment to high performance.
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Sun, Li, and Chanchai Bunchapattanasakda. "Impact of Strength of Human Resource Management System on Perceived Organizational Support." International Journal of Business and Management 14, no. 3 (February 19, 2019): 60. http://dx.doi.org/10.5539/ijbm.v14n3p60.
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Among the various influencing factors of organizational performance, HRM system strength and perceived organizational support are two important factors which focus on employee perception. In modern business management, human resource management runs through the whole process of business management. Effective HR system can influence employee perception, understanding and acceptance of HRM practices, which in turn influence employee’s attributions to organizational behaviours and thereby influence employee attitudes and behaviours. Besides, organizational commitment to employees can promote employee’s positive attributions and feedback through job satisfaction and hard work. So far, there has been a plethora of researches on variables related to HRM system strength and perceived organizational support. However, there is a lack of the research on the relationship between the two variables. Therefore, this paper studied the impact of HRM system strength on perceived organizational support, based on a survey of 508 front-line employees in China. Research findings showed that there is a significant positive relationship between overall HRM system strength and perceived organizational support, between three dimensions of HRM system strength and two dimensions of perceived organizational support. This result can help researchers understand the relationship chain between HRM system strength, perceived organizational support and organizational performance.
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Nanry, Charles. "Performance Linked Training." Public Personnel Management 17, no. 4 (December 1988): 457–63. http://dx.doi.org/10.1177/009102608801700409.
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Linking training to employee performance and development is an important consideration in justifying particular programs for particular employees. The new Performance Assessment Review (PAR) system attempts to do just that for New Jersey state employees. PAR forces supervisors and managers “to go on record” in the recommendation of specified training to remedy the needs of individual employees. Through the aggregation of PAR generated data the new system also provides a powerful tool for the assessment of broad training needs across agencies and job classes.
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O’Leary, Ryan S., and Elaine D. Pulakos. "Managing Performance Through the Manager–Employee Relationship." Industrial and Organizational Psychology 4, no. 2 (June 2011): 208–14. http://dx.doi.org/10.1017/s1754942600002741.
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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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Santika, Nana, Taufeni Taufik, and Devi Savitri. "EFEKTIVITAS PENGELOLAAN KEUANGAN DAERAH: PERAN MODERASI SISTEM PENGENDALIAN INTERN PEMERINTAH." CURRENT: Jurnal Kajian Akuntansi dan Bisnis Terkini 2, no. 2 (August 3, 2021): 319–38. http://dx.doi.org/10.31258/jc.2.2.319-338.
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This study aims to determine the effect of employee performance, regional financial accounting systems, and human resource competencies on the effectiveness of regional financial management which is moderated by the government's internal control system. This research was conducted at Pelalawan District OPD. The data used in this study are primary data that is a questionnaire. The population in this study were employees who worked at the Regional Apparatus Organization in Pelalawan Regency. This study uses purposive sampling. Of 81respondent who participated indicate that: Employee performance and the regional financial accounting system influence the effectiveness of regional financial management but Human resource competence does not affect the effectiveness of regional financial management. The government's internal control system can moderate the effect of employee performance, the regional financial accounting system, and human resources on the effectiveness of regional financial management.
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Burney, Laurie L., and Sally K. Widener. "Behavioral Work Outcomes of a Strategic Performance Measurement System-Based Incentive Plan." Behavioral Research in Accounting 25, no. 2 (April 1, 2013): 115–43. http://dx.doi.org/10.2308/bria-50501.
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ABSTRACT: Strategic performance measurement systems (SPMS) that translate a firm's strategy to its employees are increasingly used. We examine whether the extent to which an SPMS is coupled with strategy affects employee performance indirectly through motivational characteristics including perceived self-efficacy and perceived psychological contract. Using data from 242 employees, we find evidence that the extent to which an SPMS is tightly coupled with strategy affects employee performance through perceived self-efficacy and perceived psychological contract. Self-efficacy is a critical dimension of intrinsic motivation. Thus, an implication of our findings is that tightly coupling an SPMS-based incentive plan with strategy facilitates internalized motivated behaviors. We also find that our hypothesized results hold across varying levels of two types of employee climate. However, the workforce's age and education levels serve as boundary conditions since we find that the relation between self-efficacy and employee performance holds only for the older, less-educated employees. Data Availability: Data used in this study cannot be made public due to a confidentiality agreement with the participating firm.