The relationship between employee performance management and civil servants’ turnover intentions: a test of the mediating roles of system satisfaction and affective commitment

In search of maximizing efficiency, public organizations found solace in the adoption of employee performance management (EPM) systems. While research supports that managing employees’ performance has favourable outcomes, it is still unclear why and under which conditions. Moreover, EPM systems might even create additional pressures and therefore increase turnover intentions and undermine public organization’s quest to maximize efficiency. We argue that when EPM systems are carried out consistently (i.e. internal consistency) and when they link civil servants’ individual goals to the organization’s strategic goals (i.e. vertical alignment), civil servants will be less likely to leave the organization. Hierarchical linear regression analysis shows that internal consistency relates to increased satisfaction with the EPM system and affective commitment to the organization. Vertical alignment relates to lower levels of turnover intentions. This relationship was mediated by EPM system satisfaction and affective commitment. These findings that contribute to our understanding of EPM systems can lead to favourable outcomes.     

Political Transition in DRC: How Did Kinshasa Households Fare?*

Abstract: Officially announced on 24 April 1990, the political transition in the Democratic Republic of Congo (DRC) would eventually culminate in presidential elections. By comparing the results of two household surveys, conducted in 1986 and 2004 respectively, we are able to trace the economic reflection of this process in the standard of living of the Kinois (the inhabitants of Congo's capital, Kinshasa). Although the exercise is fraught with methodological problems, it nevertheless generates some salient outcomes. First and foremost, the available evidence unanimously points to a slight increase in the general standard of living, thereby contradicting the official macro‐data. Further, given an increase in inequality, it is well possible that the period of transition was experienced increasingly unequally by different population groups. Third, one of the most significant changes observed is that Kinshasa has become more closely connected with world (food) markets. Meanwhile, the level of education of the principal income earner remains one of the main predictors of the level of household consumption, even in a thoroughly informalized economy.     

Fostering societal impact and job satisfaction: the role of performance management and leader–member exchange

ABSTRACT

Performance management (PM) can alienate employees from experiencing societal impact. This is problematic since societal impact influences employees’ job satisfaction. To avoid such unintended effects, we investigate two conditions under which PM could instead benefit the societal impact and job satisfaction of employees: consistency and leader-member exchange. Results show consistent PM fosters job satisfaction, mediated by societal impact and moderated by leader–member exchange. Public organizations should streamline expectations communicated through PM and constructive leader relationships could reinforce this process. By examining the conditions under which PM can avoid unintended effects on employees, we add to the debate on PM effectiveness.     

When employee performance management affects individual innovation in public organizations: the role of consistency and LMX

Abstract

Public sector challenges translate in more complex job demands that require individual innovation. In order to deal with these demands, many public organizations have implemented employee performance management. In a multilevel study, we examine when employee performance management affects individual innovation. We contribute by focusing on consistent employee performance management and Leader–Member Exchange (LMX). Based on goal-setting theory, we first argue that employee performance management fosters individual innovation when it entails consistent subpractices. Subsequently, LMX is theorized to function as a moderator in this linkage. We use multilevel data from 68 elderly homes and 1095 caregivers in Flanders to test our hypotheses. The study reveals that individual innovation is related to consistent employee performance management, and that LMX functions as a moderator in this relationship. Our findings contribute to scholars’ understanding of effects from employee performance management in public organizations.     

Line managers’ AMO to manage employees’ performance: the route to effective and satisfying performance management

Abstract

Performance management systems are used to increase employees’ performance with the ultimate aim of increasing organizational performance. Organizations rely on line managers to implement performance management systems and to engage in a continuous process of goal-setting, feedback, coaching and performance appraisal with their employees. Drawing on the AMO theory, we predict that the effectiveness of performance management implementation will be a function of three factors. First, line managers should have the Ability to enact the activities that are involved in performance management. Secondly, they should be Motivated to perform these activities. Thirdly, line managers should have sufficient Opportunity to fulfill these activities on top of the demands from other organizational. If not, they could experience role conflict. We developed several cross-level hypotheses. The data came from 71 line managers and 318 employees working in Flemish education. Hierarchical linear modelling found that line managers’ AMO to implement performance management systems was positively related to employees’ satisfaction with the system. These relationships were mediated by employees’ perceptions that the performance management system is strong. A strong system signals that its features are salient across employees and that the system is clear and understood. This study has several theoretical and practical implications.     

How Do Exporters React to Changes in Cost Competitiveness?

Various international institutions such as the European Commission, the ECB and the OECD often use unit labour costs as a measure of international competitiveness. The goal of this paper was to examine how well this measure is related to international export performance at the firm level. To this end, we use Belgian firm‐level data for the period 1999 to 2010 to analyse the impact of unit labour costs on exports. We find an estimated elasticity of the intensive margin of exports with respect to unit labour costs between −0.2 and −0.4. This elasticity varies between sectors and between firms, with more labour‐intensive firms having a higher elasticity. The microdata also enable us to analyse the impact of unit labour costs on the extensive margin. Our results show that higher unit labour costs reduce the probability of starting to export for non‐exporters and increase the probability of exporters stopping. While our results show that unit labour costs have an impact on the intensive margin and extensive margin of firm‐level exports, the effect is rather low, suggesting that pass‐through of costs into prices is limited. The latter is consistent with recent trade models emphasising that not only relative costs, but also demand factors such as quality and taste matter for explaining firm‐level exports.     

Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction

Little is known about the satisfaction with employee performance management systems in higher education institutions. In this study, we contribute to this field by focussing on the alignment features of employee performance management systems, on communication related to these systems and on control tightness in the academic unit. An important contribution to the literature is the adoption of an integrated approach to employee performance management in higher education institutions. Employee performance management system features and satisfaction result from a survey to which 589 employees of a Flemish University contributed. Separate estimations are done for different tenure types of academics. The estimation results show that a higher level of internally consistent employee performance management systems, more communication and tighter control are associated with higher academic employee performance management satisfaction. The study also reveals that employee performance management satisfaction depends on the tenure type, suggesting that a diversified employee performance management policy should be considered in universities.