Clinton Longenecker and Laurence Fink
The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems.
Abstract
Purpose
The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems.
Design/methodology/approach
The authors synthesize 30 years of their research, including countless focus groups and surveys with managers at all levels, to identify the specific steps organizations can take to create value-added appraisal systems.
Findings
The paper explains ten key lessons for improving any organization’s performance appraisal system.
Practical implications
The authors believe that the lessons described in this paper can be applied in all organizations, and not to apply these lessons invites ineffective and potentially destructive appraisal practices.
Originality/value
The paper provides a unique set of lessons that organizations can use to design or re-design their performance appraisal systems and practices.
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Clinton Longenecker and Laurence S. Fink
Considers the four foundations of exceptional human resource (HR) leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that…
Abstract
Purpose
Considers the four foundations of exceptional human resource (HR) leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human resource challenges.
Design/methodology/approach
Considers the four foundations of exceptional HR leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human-resource challenges.
Findings
Advances the view that if one of the cornerstones is weak or ineffective, the ability of the HR leader and his or her team to be exceptional is greatly impaired.
Practical implications
Reveals how to take HR to the next level.
Social implications
Demonstrates how HR leaders can add value and improve the competitiveness of their enterprises.
Originality/value
Explains how HR can best overcome the challenges it faces in respect of talent gaps, process failures, compensation and benefits repositioning, workforce realignment, dealing with budget cuts and fiscal constraints, lack of front-line management buy-in, compliance, increased time constraints and the need to help with technological implementation, strategy execution and improving profitability.
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Clinton O. Longenecker, Laurence S. Fink and Sheri Caldwell
The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and…
Abstract
Purpose
The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel.
Design/methodology/approach
The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement.
Findings
This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people.
Research limitations/implications
The biggest limitation of this research is the fact that a convenience sample of 183 organizations was employed as the basis for this study.
Practical implications
Data on the actual formal performance appraisal process of organizations are rather limited and this research provides critical insight into current practice limiting potential generalizability.
Social implications
The social implications of this research suggests that organizations can do a much better job of equipping their leaders/employees to more effectively reap the organizational benefits of this key practice.
Originality/value
Research in this area is not prevalent so this is a descriptive research study that both researchers and organizations can use to further their knowledge in formal performance appraisals.
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Clinton O. Longenecker and Laurence S. Fink
The aim of the paper is to discuss specific HR practices that business leaders must embrace to create HR value and competitive advantage for their organizations.
Abstract
Purpose
The aim of the paper is to discuss specific HR practices that business leaders must embrace to create HR value and competitive advantage for their organizations.
Design/methodology/approach
The paper integrates the authors' previous research on critical HR practices.
Findings
The paper reveals that HR value creation is driven by: progressive HR thinking and planning; staffing for success; talent development; results‐orientated performance management and appraisal systems; aligned compensation and incentive systems; line‐managers acting as HR managers; and fostering an ethical culture.
Practical implications
The paper discusses specific practices directly related to improving an organization's ability to create competitive advantage through its people.
Social implications
The paper contends that better HR practices lead to stronger organizational performance and greater use of human‐resource assets.
Originality/value
The paper reinforces the importance of taking HR beyond administrative activity.
Details
Keywords
Clinton Longenecker and Lawrence S. Fink
Presents the top ten reasons that senior managers identified for business leaders voluntarily leaving their current employers. Offers recommendations to prevent organizations from…
Abstract
Purpose
Presents the top ten reasons that senior managers identified for business leaders voluntarily leaving their current employers. Offers recommendations to prevent organizations from unnecessarily losing their managerial talent.
Design/methodology/approach
Presents the top ten reasons that senior managers identified for business leaders voluntarily leaving their current employers. Offers recommendations to prevent organizations from unnecessarily losing their managerial talent.
Findings
Reveals that: bad bosses drive out good leaders; toxic and dysfunctional work cultures drive up management turnover; unethical or illegal business dealings tell managers it is time to go; when managers are consistently disrespected and disempowered it leads to them having a sense of being disenfranchised; professional stagnation creates a powerful incentive to leave; when business leaders find themselves consistently working in an environment where they are asked to pursue overly aggressive goals and performance outcomes without the requisite tools, staff, information, budget, authority, planning or access, they experience high frustration and frequent failure; less-than-competitive compensation causes managers to look for new employment; being on a sinking ship will cause managers to exit when hope is lost; and when managers are not challenged or feel bored they look for greener pastures.
Practical implications
Challenges organizations to review the key lessons derived from the study and to use this knowledge to reduce the loss of critical managerial talent.
Social implications
Highlights how organizations can gain competitive advantage by holding on to their key personnel.
Originality/value
Unlike most previous studies, which concentrate on lower-level employees, looks at the factors that cause managers to resign.
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Clinton O. Longenecker and Laurence S. Fink
This article is intended to provide the necessary tools to attack the causes of management training failures.
Abstract
Purpose
This article is intended to provide the necessary tools to attack the causes of management training failures.
Design/methodology/approach
The top ten managerial training failures identified from a sample of 323 seasoned managers in rapidly changing organizations are discussed along with specific suggested solutions.
Findings
A revised content analysis revealed the most frequently cited causes of why organizations fail to train their managers properly.
Originality/value
The findings provide an up‐to‐date list of the causes of ineffective training and the discussion focuses on ways to close the managerial skills gap by providing specific solutions to identified problems.
Details
Keywords
Clinton Longenecker and Laurence S Fink
– Presents the distilled wisdom of two human-resource (HR) award facilitators.
Abstract
Purpose
Presents the distilled wisdom of two human-resource (HR) award facilitators.
Design/methodology/approach
Takes in the form of ten questions that make a difference for HR leadership.
Findings
Asks: Are you trusted by the members of your organization? Do you possess a real and comprehensive understanding of how your business makes money? Do you keep yourself up to speed on the legal and compliance issues that are most important to your organization? Do you think strategically and execute operationally? Are you measuring and monitoring the most meaningful metrics that measure mission-driven performance? Are you working hard to create business partnerships with your stakeholders that increase the likelihood of success? Are you taking steps to help all managers in your organization to operate like great HR leaders? Are you using your talents and influence to build teams and solve organizational problems? Do you seek out and apply innovative HR practices that can truly affect your organization’s bottom-line performance? Do you ensure that people have the information they need to perform in an optimal fashion?
Practical implications
Urges HR specialists to review, reflect on and assess their response to each of the questions.
Social implications
Suggests that each question identifies key behaviors and activities that can become a target for improvement.
Originality/value
Provides valuable insight rarely available to HR specialists.
Details
Keywords
This chapter examines the intricate landscape of environmental, social, and governance (ESG) principles, addressing their relationship with politics and evolving moral standards…
Abstract
This chapter examines the intricate landscape of environmental, social, and governance (ESG) principles, addressing their relationship with politics and evolving moral standards. It presents a critical discourse on the authenticity of corporate intentions versus their actual conduct. Amid the proliferation of corporate social responsibility (CSR) and ESG rhetoric, the reader is challenged to consider whether these are substantive efforts or merely strategic communications to foster a responsible image. This chapter reveals the potential for corporate hypocrisy. It uses tobacco, finance, and fashion industry case studies to show how companies must navigate the fine line between responsibility and manipulation.
We examine the critical point of the “road to hell is paved with good intentions.” Presented cases show how noble values can lead to unexpected barriers or serve as an effective tool to boost corporate hypocrisy. The tobacco industry is a case in point. So-called responsibility serves merely as a fig leaf for legitimizing the industry itself. Talking about responsibility for specific issues in fashion covers the silence about others, such as the deadstock inventory. Financial institutions, such as banks, refuse to lend money to the defense and security industry, as not to stain their ESG ratings, thus hindering the EU defense capabilities. This chapter emphasizes that critical thinking, honesty, and transparency are essential in strategic communication.
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Clinton O. Longenecker and Laurence S. Fink
This paper aims to determine the key criteria used by managers in rapidly changing organizations to make promotion decisions.
Abstract
Purpose
This paper aims to determine the key criteria used by managers in rapidly changing organizations to make promotion decisions.
Design/methodology/approach
A survey was conducted of 311 managers from over 100 different US service and manufacturing enterprises experiencing rapid organizational change. Managers were asked to identify no more than five factors that were most critical in their organization to actually getting promoted. Results were content analyzed.
Findings
Top ten factors influencing promotion decisions included: getting desired results/strong performance track record; possessing strong business networks; interpersonal/communication skills; strong knowledge‐experience base; demonstrating a strong work ethic; ability to build teams and being a team player; personality, attitude, and ego factors; solving a major problem or getting a “big hit;” demonstrating character, integrity, and trustworthiness; and, preparation and being in the right place at the right time.
Research limitations/implications
Results indicate what organizations are currently using to make decisions but it does not provide a normative guide for what organizations should be using. Also, further research should attempt to differentiate dimensions used at each level of management.
Practical implications
The results provide a useful guide for managers who are looking for a leg up in the competitive fight for promotions. Results also suggest criteria to be considered when organizations update management assessment tools to better reflect the demands on managers working in the new global business environment.
Originality/value
The study focuses on promotions in rapidly changing organizations and uses a sample that is very familiar with how organizations actually make promotion decisions.
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Clinton O. Longenecker and Laurence S. Fink
This paper aims to explore why organizations often focus little attention and resources on management training and provides a useful checklist of ways to close the managerial…
Abstract
Purpose
This paper aims to explore why organizations often focus little attention and resources on management training and provides a useful checklist of ways to close the managerial skills gap through training.
Design/methodology/approach
Seasoned managers (278) in rapidly changing organizations were surveyed on their experiences with management training.
Findings
A content analysis revealed the most frequently cited causes of why organizations fail to properly train their managers.
Research limitations/implications
Generalization of these findings to non‐rapidly changing organizations may be limited.
Practical implications
Results indicate that organizations fail to properly train managers for a host of reasons. Many of failures to train are caused by misconceptions about training needs, the ability of managers to handle their own training or the value of training to the organization compared with other efforts. Lack of accountability and poor implementation are other key reasons cited for training failures.
Originality/value
The findings provide a useful list of the causes for ineffective training and the discussion focuses on ways to close the managerial skills gap.