Robin Bauwens, Mieke Audenaert and Adelien Decramer
Despite increasing attention to employee development, past research has mostly studied performance management systems (PMSs) in relation to task-related behaviors compared to…
Abstract
Purpose
Despite increasing attention to employee development, past research has mostly studied performance management systems (PMSs) in relation to task-related behaviors compared to proactive behaviors. Accordingly, this study addresses the relation between PMSs and innovative work behavior (IWB).
Design/methodology/approach
Building on signaling theory and human resource management (HRM) system strength research, the authors designed a factorial survey experiment (n = 444) to examine whether PMSs stimulate IWB under different configurations of distinctiveness, consistency and consensus, as well as in the presence of transformational leadership.
Findings
Results show that only strong PMSs foster IWB (high distinctiveness, high consistency and high consensus [HHH]). Additional analyses reveal that the individual meta-features of PMS consistency and consensus can also stimulate innovation. Transformational leadership reinforced the relationship between PMS consensus and IWB relationship, but not the relationships of the other meta-features.
Practical implications
The study’s findings suggest that organizations wishing to unlock employees' innovative potential should design PMSs that are visible, comprehensible and relevant. To further reap the innovative gains of employees, organizations could also invest in the coherent and fair application of planning, feedback and evaluation throughout the organization and ensure organizational stakeholders agree on the approach to PMSs.
Originality/value
The study’s findings show that PMS can also inspire proactivity in employees, in the form of IWB and suggest that particular leadership behaviors can complement certain PMS meta-features, and simultaneously also compete with PMS strength, suggesting the whole (i.e. PMS strength) is more than the sum of the parts (i.e. PMS meta-features).
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Mieke Audenaert, Adelien Decramer, Thomas Lange and Alex Vanderstraeten
Drawing on climate theory and social exchange theory, the purpose of this paper is to examine whether and how the strength of the expectation climate, defined as the degree of…
Abstract
Purpose
Drawing on climate theory and social exchange theory, the purpose of this paper is to examine whether and how the strength of the expectation climate, defined as the degree of agreement among job incumbents on what is expected from them, affects their job performance. To explain this relationship, the authors utilize mediating trust-in-the organization effects as an explanatory avenue.
Design/methodology/approach
In a time-lagged data sample of 568 public service employees, whose job performance is rated by their 242 line managers, the authors apply multilevel modeling. The authors employed stratified random sampling techniques across 75 job categories in a large, public sector organization in Belgium.
Findings
The analysis provides support for the argument that expectation climate strength via mediating trust-in-the organization effects impacts positively on the relationship between employee expectations and performance. Specifically, the significant association of the expectation climate strength with trust suggests that the perceived consensus about the expectations among different job incumbents demonstrates an organization’s trustworthiness and reliability to pursue intentions that are deemed favorable for employees. The authors conjecture that expectation climate strength breeds trust which strengthens employees’ job performance.
Practical implications
HRM professionals in general, and line managers in particular, should heed the advice and carefully manage their tools and practices in an effort to signal compatible expectancies to different job incumbents in the same or similar roles.
Originality/value
The results shed new light on the mechanisms through which the strength of collective expectations impacts employee outcomes.
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Adelien Decramer, Carine Smolders, Alex Vanderstraeten, Johan Christiaens and Sebastian Desmidt
This paper aims to explore the relationship between external pressures and the adoption of employee performance management systems within academic units of Flemish higher…
Abstract
Purpose
This paper aims to explore the relationship between external pressures and the adoption of employee performance management systems within academic units of Flemish higher education institutions. The literature on contextually based HRM and institutionalism is used to underpin the theoretical propositions.
Design/methodology/approach
A comparative case study is described to provide evidence for the theoretical arguments.
Findings
It has been suggested that academic units face a set of external pressures, which leads to different employee performance management systems. This study finds that academic units imitate their legitimacy‐based reference group and legitimacy‐driven imitation and the adoption of external employee performance management requirements distort the alignment of employee performance management systems.
Research limitations/implications
Future research could formally test the relationship between external drivers and the adoption of strategic and integrated employee performance management systems in academic units by using a survey questionnaire.
Originality/value
This theoretical argumentation uses contextually‐based human resource theory and it is explored empirically through an analysis of the specific context of Flemish academic units to explain how institutional and market pressures affect the adoption and configuration of employee performance management systems.
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Sebastian Desmidt, Anita Prinzie and Adelien Decramer
After two decades of research, the effect of a mission statement on an organization's performance is still unclear. In order to address these shortcomings, a research project via…
Abstract
Purpose
After two decades of research, the effect of a mission statement on an organization's performance is still unclear. In order to address these shortcomings, a research project via the setting‐up of this paper seeks to identify all empirical studies addressing the mission statement‐financial performance relation, analyze how the mission statement‐financial performance relation is operationalized, and aggregate the findings of the identified studies by means of a meta‐analysis.
Design/methodology/approach
A systematic literature review procedure was developed to identify all relevant articles and meta‐analytic procedures were used to calculate the effect size of the selected studies.
Findings
The study results indicate a small positive relation between mission statements and measures of financial organizational performance. However, additional analyses indicated that interstudy differences in measures significantly influenced the estimates (population effect sizes of the created subsamples ranged from 0.0808 to 0.4100).
Research limitations/implications
These contradictive findings stress the importance and impact of operationalization decisions in mission statement‐performance research, and provide paths for future practice‐oriented research.
Originality/value
This study is the first to assess the performance impact of one of the most popular management instruments, namely mission statements, by means of meta‐analytical techniques and, to evaluate the moderation effect of operationalization decisions on the cited relationship. Furthermore, by aggregating research on the mission statement‐performance relationship, a knowledge base was devised which provides normative advice on the characteristics of a “good” mission statement.
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Pankaj Kumar, Karuna Prakash, Anjali Dimri, Manjula Khulbe and Satish Chandra Mishra
Performance management system (PMS) is a crucial element of strategic human resource practices in any organization. This research aims to provide a concise overview of how…
Abstract
Purpose
Performance management system (PMS) is a crucial element of strategic human resource practices in any organization. This research aims to provide a concise overview of how bibliometric analysis is employed to assess the influence and significance of cutting-edge technologies in shaping of PMS. This study seeks to identify key trends, emerging technologies and their impact on the evolution of performance management practices, contributing valuable insights for researchers, practitioners and policymakers in this field.
Design/methodology/approach
This investigation is carried out utilizing total of eight research questions, which are examined through VOS Viewer and Biblioshiny software. The research offers visual diagrams and tables depicting the data extracted from the Scopus Database.
Findings
The study’s results underscore a noticeable increase in research literature pertaining to PMS, indicating a shift from conventional methods to a strategic, technology-driven approach. These findings cover the way for further investigation across various disciplines, offering opportunities to enhance the efficacy and productivity of PMS.
Practical implications
The implementation of new technologies such as Artificial intelligence (AI), machine learning and robotics etc. in PMS have also been analysed to give a sneak peak of the bigger future picture of AI and strategic human resource integration.
Originality/value
To the best of the authors' understanding, this analysis represents the inaugural application of bibliometric techniques to evaluate the advancement of research on Performance Management System (PMS) dating back to 1978, utilizing academic literature sourced from the Scopus database.
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Louisi Francis Moura, Edson Pinheiro de Lima, Fernando Deschamps, Eileen Van Aken, Sergio E. Gouvea da Costa, Fernanda Tavares Treinta and José Marcelo Almeida Prado Cestari
In the performance measurement and management research field, the applicability of performance measurement systems (PMS) in nonprofit organizations (NPOs) and public…
Abstract
Purpose
In the performance measurement and management research field, the applicability of performance measurement systems (PMS) in nonprofit organizations (NPOs) and public administration has been considered a challenge. The diversity of these organizations makes it difficult to define proper terminology and organizational characteristics. PMS evolution has not yet been able to capture all performance dimensions of a public administration and, especially for NPO considering its dynamic and multiple goals. The purpose of this paper is to provide a conceptual framework that identifies and classifies the factors that influence the design of PMSs in NPOs and public administration.
Design/methodology/approach
The study was developed through a systematic literature review (SLR). A set of 29 papers were intensely studied, and the results provide a multi-disciplinary and holistic set of factors.
Findings
A set of ten factors that influence the design of PMSs in NPO and public administration were found. They were categorized into three groups: factor related to purpose, stakeholders and management.
Originality/value
The study synthesized the literature and provided a conceptual framework of the factors that influence the design of PMSs in NPO and public administration. No individual paper collected in the SLR shows a similar organization of the factors as the present paper. The set of factors indicates the importance of this study for NPO and public administration, and how complex a PMS in an NPO and public administration can become. The conceptual model presented can further assist practitioners in developing design process observing the role that the identified factors play.