Shared values make a difference: An empirical test of corporate culture

Is the recent popular management literature on corporate culture and cultural values just a passing fad or is it highlighting some fundamental organizational realities? The results from a recent nationwide survey of American managers shows, we are convinced, that clearly articulated organizational values do make a significant difference in the lives of employees, as well as in their organization's performance. This article is an effort to integrate this broad-based data on individual managers' values with the reported experience of successful organizations that pay careful attention to their culture. It also offers ideas on how human resource managers can facilitate the alignment of personal and organizational values.     

Employee perceptions of performance appraisals: a comparative study on Indian banks

Performance appraisal is the most critical human resource practice and an indispensable part of every organization; however, the practice continues to generate dissatisfaction among employees and is often viewed as unfair and ineffective. Indian banking sector is one of the biggest and fastest growing financial service sectors. The post-liberalization era has witnessed significant changes in the structure and operations of banks operating in India. Arrival of new private and foreign banks has given a cause to public sector banks to be more competitive, effective and innovative in their approach. Past researches have compared public and private sector banks and have indicated that new private sector banks are outscoring public sector banks in terms of technical and economic efficiency parameters. However, no study could be found that compared public and private banks in India on fairness perceptions of performance appraisal system. Therefore, this research studied the differences between public and private sector banks with respect to perception of fairness of the performance appraisal system and performance appraisal satisfaction. Perception of fairness of the performance appraisal system has been studied through nine factors. The study used independent samples t-test and qualitative analysis to study the mean differences between the two banks. Results indicated that private sector bank employees perceive greater fairness and satisfaction with their performance appraisal system as compared to public sector bank employees.     

企业员工绩效考核中合作的博弈分析

员工的绩效考核对于企业的人力资源管理来说,是一项重要但难度很大的工作。在绩效考核中,人力资源部门、部门主管以及员工之间存在着各种合作上的问题。本文尝试将其三者引入到博奕论中的"囚徒困境"模型中,借其模型能解决在绩效考核中部门主管,员工和人力资源部门间的合作问题。     

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.     

企业员工绩效评估管理研究——以中国企业和在华美资企业为例

员工绩效评估是企业组织激励员工的重要的管理工具之一。本文共研究了六家不同企业(中国企业和美资企业各三家)的员工绩效评估实践。调查显示,这两类企业在员工绩效评估方面存在着系统性差异。中国传统的文化价值观,如崇拜权威,对高权力距离的认可和集体主义,可以在很大程度上解释这种差异。研究结果给管理者的启示是:人力资源管理活动同文化导向有一定的相关性。     

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform significantly better on the job four months later than employees (n = 75) who received the company's traditional performance appraisal interview. The finding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal. © 2014 Wiley Periodicals, Inc.     

Performance appraisal and the need for an organizational grievance procedure: A review of the literature and recommendations for future research

The majority of performance appraisal systems do not result in valid and reliable evaluations of employee performance. As a consequence, conflict in the workplace may result, and a grievance procedure for employees may be necessary. This article outlines some of the problems associated with performance appraisal systems, presents the need for a grievance procedure and possible formats, and poses questions for further research.     

Reducing Organizational Politics in Performance Appraisal: The Role of Coaching Leaders for Age‐Diverse Employees

We examined whether a supervisor's coaching leadership style predicts the perception of organizational politics in performance appraisal (OPPA) reported by the collaborators. Additionally, we drew on social cognition and motivational life‐span development theories to hypothesize age‐related differences in perceived OPPA and its link with the coaching leadership style. Using hierarchical linear modeling (HLM) on a sample of 576 employees and 112 leaders, we found that coaching leaders are perceived as less manipulative in their performance ratings, especially by older employees. This article includes a discussion of the implications these results have for performance management of an age‐diverse workforce. © 2016 Wiley Periodicals, Inc.     

Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation

The purpose of this study was to explore alternative relationships between performance appraisal satisfaction and employee outcomes in the form of self-reported work performance, affective organizational commitment and turnover intention. A cross-sectional survey of 593 employees from 64 Norwegian savings banks showed that performance appraisal satisfaction was directly related to affective commitment and turnover intention. The relationship between performance appraisal satisfaction and work performance, however, was both mediated and moderated by employees' intrinsic work motivation. The form of the moderation revealed a negative relationship for employees with low intrinsic motivation and a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed.     

The problem of employees' network centrality and supervisors' error in performance appraisal: A multilevel theory

This article reveals an unexplored paradox for HR managers: the centrality of an employee in the social network benefits performance but hampers performance appraisal because it affects supervisors' rating errors. Central employees can be erroneously rated high on performance even when they are not high performers because supervisors tend to overappraise their performance. A distinction is made between rating precision, which depends on supervisors' uncertainty regarding employees' performance, and rating accuracy, which depends on supervisors' bias in favor of employees. Employee centrality is posited to be beneficial to precision but deleterious to accuracy because it regulates the diffusion of positive information, status, and power, all of which distort supervisors' capacity and motivation to accurately appraise performance. It is then argued that rating errors caused by network centrality affect aggregate perceptions of justice in organizations. When employees are highly connected to each other in a dense network, organizations have a strong and positive justice climate. Yet when some employees are more central than others in a centralized network, organizations have a negative and weak justice climate. The article contributes to the literature because it identifies an unexplored dark side of network centrality and offers recommendations for HR managers to cope with its deleterious consequences and for scholars to study them.     

Respect,bullying, and public sector work outcomes in Vietnam

ABSTRACT

This article examines empirical links between a subordinate’s felt recognition respect from his/her supervisor, the subordinate’s appraisal respect for that supervisor, and bullying, work engagement, and organizational citizenship behaviour in Vietnam’s public sector. Data from 274 employees in six branches of a public sector agency were used to test the hypothesized model. Within Vietnam’s public sector, the followers who receive recognition respect from the leaders have greater appraisal respect for their leaders, experience less bullying, and reveal higher work engagement and organizational citizenship behaviour. This article theoretically and empirically contributes to the respect literature developed in the Western context.     

Green human resource management and the enablers of green organisational culture: Enhancing a firm's environmental performance for sustainable development

Scholars have shown that green human resource management (GHRM) practices enhance a firm's environmental performance. However, existing studies fail to explain how GHRM initiatives can enable a green organisational culture or how such a culture affects the environmental performance and sustainable development of the firm. This paper examines the relationship between GHRM practices, the enablers of green organisational culture, and a firm's environmental performance. We conduct a large‐scale survey of 204 employees at Chinese manufacturing firms. Our findings suggest that proenvironmental HRM practices including hiring, training, appraisal, and incentivisation support the development of the enablers of green organisational culture. We suggest the key enablers of green organisational culture include leadership emphasis, message credibility, peer involvement, and employee empowerment. Our paper contributes to HRM theory in terms of originality and utility of research by explaining that the enablers of green organisational culture positively mediate the relationship between GHRM practices and environmental performance. Managers are provided with a detailed understanding of the GHRM practices needed to enable an organisational culture of environmentally aware employees. Finally, we address potential implications of this work for teaching green organisational culture to future generations of responsible managers.     

HR as a strategic partner: Culture change as an American Express case study

A corporate culture is the combination of the values and characteristics that define an organization. It influences the way employees relate to each other, to customers, to shareholders, and to business partners. It drives behaviors and unites employees around a shared set of values. Companies with strong, formally articulated values that are focused on the needs of their constituencies have an important advantage over those without such values. American Express recently worked to strengthen its culture and renew its corporate values. I will focus on why this initiative was important, how we reviewed company culture and implemented culture change strategy, and what early results showed. © 2005 Wiley Periodicals, Inc.     

Are two birds in hand worth more than one in the bush: The case of paired employees

Changing demographics of the labor force are increasing the likelihood that a single employer will hire both husbands and wives to meet staffing goals. We call these employees paired employees. While there may be some reasons for being reluctant to hire paired employees, economic necessity may mandate a revision of an anti-nepotism policy. This article suggests that most of the potential disadvantages of paired employees can be reduced through relatively conventional personnel practices. These practices cover selection, promotion, performance appraisal, and compensation.     

The role of organizational justice in multi-source performance appraisal: theory-based applications and directions for research

This paper develops a model of organizational justice to explain the outcomes of multi-source performance appraisal. Central to this explanation is how employee reactions to appraisal cause changes in performance. This paper examines the literature on organizational justice and proposes a model to determine how employees will react to performance appraisal ratings. The model suggests that when performance appraisal ratings are low, employees use procedural justice evaluations to determine the fairness of those ratings. Employees act to improve low ratings that they perceive to be fair. Their performance may decrease on ratings they perceive to be unfair.     

The anatomy of performance appraisals in Germany

We investigate the use of performance appraisal (PA) in German firms. First, we derive hypotheses on individual and job-based determinants of PA usage. Based on a representative German data set on individual employees, we test these hypotheses and also explore the impact of PA on performance pay and further career prospects. The results include that PA is positively linked to an individual's willingness to take risks. The performance of older employees and woman is evaluated less often. Furthermore, larger firms evaluate the performance of their employees more. We find evidence for a non-monotonic relation between the hierarchical level and usage of performance appraisal: The performance of employees with very high or very low responsibilities is assessed less often.     

Unionised employee's reactions to the introduction of a goal‐based performance appraisal system1

While performance appraisal research has a rich history, we sought to address a long‐noted void in the human resource management (HRM) literature, namely an investigation of employees' reactions to a newly introduced performance appraisal. Specifically, we examined the reaction of 408 unionised employees to a newly introduced performance appraisal system. Reactions examined included appraisal satisfaction, job satisfaction, appraisal fairness, goal setting and the perceived purpose of the system. Satisfaction with the appraisal system was higher when (a) employees perceived it as being fair, (b) it was used primarily for developmental purposes and (c) it allowed them to participate in goal setting. Of additional importance, perception of a developmental focus in the appraisal partially mediated the relationship between appraisal satisfaction, and each of job satisfaction, appraisal fairness and goal setting.     

基于模糊数学的两阶段员工绩效评估方法

基于对现有员工绩效评估方法的分析,论文提出了两阶段评估方法,随后用博弈论解释了这一方法思想。并以评估一秘书绩效为例,运用模糊数学,探讨并实现了对员工两阶段绩效评估。     

Socio-economic tradeoffs in Saudi Arabia's third five year plan (1980–1985)

Using an optimal control macroeconomic model of the Saudi Arabian economy, the Saudi Arabian Third Five Year Plan (1980–1985) is examined for goal feasibility and possible tradeoffs among the plan's major goals.The main conclusions reached by the analysis are that: (1) some inflationnary pressures can be reduced with a greater than planned infusion and or retainment of foreign workers; (2) with the labor force increasing in the 4–5% range, a rate of around 6% real growth might be achieved with inflation held around 8%, together with a gradual increase in the relative share of private sector participation.     

分层滚动绩效考核：博弈机制、实施效果与对策分析

分层滚动绩效考核是定性与定量考核相结合的考核方法，在实践中有一定成效，但潜在问题也是相当严重的：软化了可量化的硬性指标；加大了部门之间的不平衡；过分强化了考核者权利。考核过程本质上是一个博弈，员工和管理者都想获得效用最大化。为解决这些问题，必须探索高效的实施策略：首先要用科学的考核模型来确定考核内容、考核权重等重要因素；其次要对员工实行断面切入激励模式。