Kurmet Kivipõld, Kulno Türk and Lea Kivipõld
The purpose of this paper is to identify how the design of a performance appraisal system (PAS) affects the perceived justice of academic employees (AE) about their performance…
Abstract
Purpose
The purpose of this paper is to identify how the design of a performance appraisal system (PAS) affects the perceived justice of academic employees (AE) about their performance appraisal (PA) and how this is associated with organizational effectiveness in terms of organizational leadership (OL).
Design/methodology/approach
The study subjects are two economic faculties of two Estonian public universities. The data for the study were collected using the PA Survey with a total of 82 AEs, OL Capability Questionnaire with a total of 72 AEs and the organizations' documents to analyze PAS. Assessment and analysis of the data included: the measurement of PAS design; the measurement of perceived justice from PA; the measurement of organizational leadership capability; analysis of the results gained from studying perceived justice from different PAS designs and organizational effectiveness in terms of OL.
Findings
Ultimately, the study reveals that PAS design affects academic employees' perception of distributive justice and organizational external effectiveness in terms of OL but does not affect academic employees' perception of procedural justice and organizational internal effectiveness in terms of OL.
Research limitations/implications
This study suggests that organizational effectiveness depends on perceived justice of employees from the design of PAS. However, the results of this study are valid in the arrangements of academic jobs in universities and in similar or close context of Estonian culture.
Originality/value
This paper demonstrates the role of PAS design in conditions of intellectual job arrangement in universities with its influence on organizational effectiveness in the context of OL.
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The present study aims to show the role of performance appraisal in the motivating and compensating of academic staff. The goal of the paper is achieved through comparing…
Abstract
Purpose
The present study aims to show the role of performance appraisal in the motivating and compensating of academic staff. The goal of the paper is achieved through comparing performance appraisal and compensation policies and systems in the University of Tartu. One of the aims is also to find out the level of satisfaction of the academic staff with the appraisal and compensation systems in two faculties of the University of Tartu.
Design/methodology/approach
Research was carried out on the academic staff at the faculty of Economics and Business Administration (hereafter FEBA) and the Faculty of Education (hereafter FE) at Tartu University. It is based on the analysis of quantitative and qualitative research methods. The author carried out document analysis and two original and anonymous questionnaires. In order to achieve this aim, 125 lecturers were questioned, from whom 52 percent returned their filled in questionnaires. In addition to that, qualitative data from five semi‐structured interviews with senior management and lecturers, incorporating individual interviews were analyzed.
Findings
Firstly, results showed that the performance appraisal and compensation system (pay‐for‐performance system) has guaranteed a highly motivated core of staff. Secondly, teaching loads and research activities of the academic staff have increased over the years. Faculties need to establish performance appraisal and compensation systems in order to show clearly defined causality between compensation and performance of academic staff. A good and well functioning performance appraisal system would help the educators to make their mark in the organizational setting of their faculty.
Research limitations/implications
In addition to suggestions for improvement, limitations of the results will be addressed. The survey was carried out in two faculties at the University of Tartu. Unfortunately, the survey yielded only 65 usable responses, thus it could be claimed that the dataset is too small for making any conclusive generalizations. However, when taking into consideration that the survey was anonymous, the author believes that a 52 per cent response rate can be considered a very good result. Another limitation involves the dynamic nature of appraisal systems. Since, the appraisal procedures are still being developed, the systems described might now be out of date.
Originality/value
The present paper is valuable as it is the first one to examine the role of performance appraisal and compensation (pay‐for‐performance) systems in Estonian and Baltic Universities.
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Gerda Mihhailova, Kandela Õun and Kulno Türk
Virtual work presents new challenges for managers compared to using ordinary, face‐to‐face work practices. The purpose of this paper is to show how different virtual work types…
Abstract
Purpose
Virtual work presents new challenges for managers compared to using ordinary, face‐to‐face work practices. The purpose of this paper is to show how different virtual work types are related to different challenges that require different managerial and co‐operation approaches.
Design/methodology/approach
Empirical data were gathered during a period of two years using a questionnaire (3,156 respondents from 323 companies representing different Estonian service sector branches) and interviewing.
Findings
The paper concludes that a higher level of work virtuality leads to a lower level of work satisfaction, mainly due to inappropriate management techniques and problems related to information and communication technology‐mediated communication.
Research limitations/implications
The sample consists of only service sector organizations, limiting generalization of the results to the practice of manufacturing companies.
Practical implications
The results will help managers of service organizations to prepare and choose appropriate management techniques for working with virtual workforce.
Originality/value
The paper shows that service sector organizations operate with different degrees of virtuality that lead to different challenges and consequently require different management techniques.
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The article aims to provide an insight into the perspectives and possibilities of implementing the performance‐related pay in the Estonian general educational schools. It also…
Abstract
Purpose
The article aims to provide an insight into the perspectives and possibilities of implementing the performance‐related pay in the Estonian general educational schools. It also aims to test two propositions regarding factors that influence school performance and teachers' and school managers' opinions about performance management.
Design/methodology/approach
A total of 298 school managers and 2,165 teachers from general educational schools in Estonia participated in the study. The factor, regression and correlation analysis, independent samples t‐test and one‐way ANOVA analysis were used to study claims related to school management and performance and educational processes.
Findings
The results of the analysis show that besides teachers' activities and effectiveness factors, various school management factors play an important role in the shaping of the school performance and the opinions towards the implementation of performance appraisal and performance‐related pay.
Research limitations and implications
The main limitation to the research is that it is difficult to measure the schools' outcome. Second, the study was mainly quantitative, with only a few open questions and thus, the respondents were neither able to give full answers nor provide explanations. Therefore, further case studies are needed to obtain a more precise overview.
Originality/value
Although performance‐related pay is seen as an important management tool for increasing schools' outcome, there is no clear overview as to how the school managers and teachers in Estonia look at the issue and which factors should be considered in implementing performance‐related pay.
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Maaja Vadi and Kulno Türk
The aim of this paper is to evaluate how Estonian enterprises understand their position in the value chain, and to explore what kind of behaviour patterns correspond to the…
Abstract
Purpose
The aim of this paper is to evaluate how Estonian enterprises understand their position in the value chain, and to explore what kind of behaviour patterns correspond to the different positions. It also aims to focus on the question of whether and how Estonian enterprises see the need to improve their position in the value chain.
Design/methodology/approach
The approach is based on an empirical study in the course of which original interviews were conducted on the basis of a common plan (primary sources), and expert opinions were gathered on the basis of earlier studies. Two kinds of sources were analyzed to obtain an overview of the situation in Estonian companies in respect to strategy, and more specifically how companies evaluate their position in the value chain and what their aspirations for future are. First, the figureheads from the enterprises were interviewed in 14 enterprises. Second, expert assessments were drawn up about 25 enterprises. Those compiling the expert opinions possessed prior direct contacts with the enterprises under focus.
Findings
First, it was discovered that Estonian enterprises presented three types of behaviour patterns along with their interest in and/or potential for changing their position in the value chain. Second, several behavioural patterns were indicated by what the figureheads had to say about the current economic situation. Third, the main problems in Estonian enterprises were identified.
Research limitations/implications
The study has limitations due to the number of companies that were investigated, and therefore the authors also admit a certain degree of subjectivity in the defining of the behaviour patterns. Nevertheless, this study highlights various issues that Estonian enterprises consider in respect to strategy.
Originality/value
The main value of the paper is its contribution to our understanding of which factors impact the development of Estonian enterprises. This knowledge allows us to analyze how organizations from former Soviet bloc countries can better manage their position in the value chain.
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Sigrit Altmäe, Kulno Türk and Ott‐Siim Toomet
The purpose of this paper is to analyze the relationship between Thomas‐Kilmann's Conflict Management Modes (CMM) and Fiedler's Leadership Style (LS) measures, both in the data…
Abstract
Purpose
The purpose of this paper is to analyze the relationship between Thomas‐Kilmann's Conflict Management Modes (CMM) and Fiedler's Leadership Style (LS) measures, both in the data, and from the theoretical perspective. Based on the conceptual similarities, the authors first propose the existence of a relationship between Thomas‐Kilmann's CMM and Fiedler's LS measures, then establish the presence of the relationship, based on a dataset of Estonian managers.
Design/methodology/approach
The authors use a unique dataset of 343 leaders and specialists from different Estonian organizations, on both Thomas‐Kilmann's CMM and Fiedler's Least Preferred Co‐worker test. The data were analyzed by multivariate methods.
Findings
The results indicate that leaders who are task‐oriented, according to Fiedler's model, tend to use more competing as the dominant CMM, while relationship‐oriented leaders are more accommodating. The authors also analyze the effect of individual characteristics, finding that younger managers are more task‐oriented while older ones are typically relationship‐oriented and conflict avoiding; women are more collaborative and less conflict avoiding, and men tend to use the accommodating mode more than women. Surprisingly, women tend to be more competitive.
Originality/value
This is the first study to establish a relationship between Fiedler's Leadership Style and Thomas‐Kilmann's Conflict Mode Instrument. This relationship can potentially be used for assessing the reliability and validity of measurements. The particular shape of it may be used to analyze the links between conflicts, relationships and assertiveness. Additionally, the paper provides an empirical analysis of conflict management habits and leadership styles of Estonian managers.