Search results

The purpose of this paper is to focus on the potential role that performance management could play in enabling employees’ adaptability to change and, therefore, successful change implementation.

This research adopted a qualitative case study research design, focussed on seven case studies within the Australian Public Service (APS). This study utilized documentary analysis, semi-structured individual and group interviews.

The findings of this research demonstrate that adaptability to change is integral for high performance; however, the constant change faced by many public servants is disruptive. The authors posit that applying a performance framework developed by Blackman et al. (2013a, b) to change implementation will help overcome, or at least mitigate, these issues. The authors argue that applying this framework will: enable adaptability to change; and provide an ongoing management function that enables change to occur.

This research has been limited to seven organizations within the APS, yet it does reveal interesting implications in terms of the apparent role of performance management in both developing change capacity and supporting espoused outcomes.

This research identifies the potential role that performance management can play in supporting effective change implementation through enabling employees to cope better with the change through enabling clarity, purpose and alignment with the organizational direction.

The originality of this paper stems from the synthesis of different strands of literature, specifically high performance, performance management and change management, and empirical research in the public sector to provide a new way of looking at performance management as a change enabler.

The purpose of this paper is to extend previous research on trust and sales control to develop and test an argument that links informational uncertainty to the development of managerial trust in the salesperson.

Hypotheses are developed suggesting that shared goals and length of attachment reduces uncertainty, which has the effect of promoting managerial trust in the salesperson. In addition, it is hypothesized that sales control will have a (negative) moderating effect on these uncertainty‐trust relationships. Data were collected from 100 sales managers to measure their: sales control strategies, degree of trust, goal congruence, and the relationship tenure with three of their salespeople. An ordinary least squares regression analysis was used to test a model of hypothesized relationships.

The results supported a direct and positive relationship between lower uncertainty (via goal congruence and relationship tenure) and managerial trust in the salesperson. Furthermore, the results confirmed that sales control had a negative moderating effect on these relationships.

These study findings are important to researchers because the literature strongly suggests that trust is critical in the relationship between sales manager and salesperson and so furthering the understanding of trust‐building strategies is an important advancement to academic sales research.

Managers can use this study to understand and recognize factors that impact trust development while avoiding the potential risks of salesperson opportunism. Examples are provided as to how practitioners can operationalize these findings to build more productive relationships with their salespeople.

The position of these Irish agitators is illogical and untenable; the remedy they propose is no remedy at all – nevertheless they are talking about the tenure of land and the right to land; and thus a question of worldwide importance is coming to the front.³

Since the late eighteenth century, American men have supported women's equality. (see Kimmel and Mosmiller, 1992). Even before the first Woman's Rights Convention at Seneca Falls, New York heralded the birth of the organized women's movement in 1848, American men had begun to argue in favor of women's rights. That celebrated radical, Thomas Paine, for example, mused in 1775 that any formal declaration of independence from England should include women, since women have, as he put it, “an equal right to virtue.”(Paine, [1775] 1992, 63–66). Other reformers, like Benjamin Rush and John Neal articulated claims for women's entry into schools and public life. Charles Brockden Brown, America's first professional novelist, penned a passionate plea for women's equality in Alcuin(1798).