Performance management : aligning employee performance with agency goals at six Results Act pilots : report to the Chairman, Subcommittee on Civil Service, Committee on Government Reform and Oversight, House of Representatives /

"B-275942"--P. 1.

Exchange fairness and employee performance:An examination of the relationship between organizational politics and procedural justice

Data obtained from a manufacturing firm and a newspaper firm in India were used to examine the relationship between organizational politics and procedural justice in three separate studies. Study 1 constructively replicated research on the distinctiveness of the two constructs. Confirmatory factor analyses in which data from the manufacturing firm served as the development sample and data from the newspaper firm served as the validation sample demonstrated the distinctiveness of organizational politics and procedural justice. Study 2 examined the antecedents of the two constructs using data from the manufacturing firm. Structural equation modeling (SEM) results revealed formalization and participation in decision making to be positively related to procedural justice but negatively related to organizational politics. Further, authority hierarchy and spatial distance were positively related to organizational politics but unrelated to procedural justice. Study 3 examined the consequences of the two constructs in terms of task and contextual performance using data from the newspaper firm. Results of SEM analysis revealed procedural justice but not organizational politics to be related to task performance and the contextual performance dimensions of interpersonal facilitation and job dedication. © 2004 Elsevier Inc. All rights reserved.

Performance Management: Can Coaching Result in Improved Employee Satisfaction and Motivation?

The goal of this project is to determine whether or not coaching, as a part of performance management, results in increased employee motivation, ultimately impacting employee performance. Teletech's customer service group was a case study where their effectiveness of performance management through coaching was analyzed. The data for this research was gathered from interviews of two of TeleTech's managers, and an employee survey created by the author. The results reveal that most participants felt more motivated after their coaching sessions, changed their behavior based on feedback during coaching, resulting in improved performance. Therefore, the results of the project show that regular coaching, as part of performance management, results in improved employee satisfaction and motivation, resulting in increased productivity.

The effect of vision congruence on employee empowerment, commitment, satisfaction, and performance

Five models delineating the person-situation fit controversy were developed and tested. Hypotheses were tested to determine the linkages between vision congruence, empowerment, locus of control, job satisfaction, organizational commitment, and employee performance. Vision was defined as a mental image of a possible and desirable future state of the organization.^ Data were collected from 213 employees in a major flower import company. Participants were from various organizational levels and ethnic backgrounds. The data collection procedure consisted of three parts. First, a profile analysis instrument was used which was developed employing a Q-sort based technique, to measure the vision congruence between the CEO and each employee. Second, employees completed a survey instrument which included scales measuring empowerment, locus of control, job satisfaction, organizational commitment, and social desirability. Third, supervisor performance ratings were gathered from employee files. Data analysis consisted of using Kendall's tau to measure the correlation between CEO's and each employee's vision. Path analyses were conducted using the EQS structural equation program to test five theoretical models for goodness-of-fit. Regression analysis was employed to test whether locus of control acted as a moderator variable.^ The results showed that vision congruence is significantly related to job satisfaction and employee commitment, and perceived empowerment acts as an intervening variable affecting employee outcomes. The study also found that people with an internal locus of control were more likely to feel empowered than were those with external beliefs. Implications of these findings for both researchers and practitioners are discussed and suggestions for future research directions are provided. ^

Use of Performance Measurement in the Public Sector: the case of the police service

Many public organisations have been under great pressure in recent years to increase the efficiency and transparency of outputs, to rationalise the use of public resources, and to increase the quality of service delivery. In this context, public organisations were encouraged to introduce the New Public Management reforms with the goal of improving the efficiency and effectiveness of the performance organisation through a new public management model. This new public management model is based on measurement by outputs and outcomes, a clear definition of responsibilities, the transparency and accountability of governmental activities, and on a greater value for citizens. What type of performance measurement systems are used in police services? Based on the literature, we see that multidimensional models, such as the Balanced Scorecard, are important in many public organisations, like municipalities, universities, and hospitals. Police services are characterised by complex, diverse objectives and stakeholders. Therefore, performance measurement of these public services calls for a specific analysis. Based on a nationwide survey of all police chiefs of the Portuguese police force, we find that employee performance measurement is the main form of measurement. Also, we propose a strategic map for the Portuguese police service.

Les individus motivés sont-ils plus performants? : examen des liens entre la quantité et la qualité de la motivation au travail et la performance individuelle au travail.

Le thème de la motivation au travail en lien avec la performance des employés captive l’intérêt des théoriciens, des chercheurs, des praticiens et des gestionnaires depuis déjà près d’un siècle. L’engouement pour l’étude de ces concepts a permis de faire des avancées scientifiques notables permettant de mieux éclairer la pratique. Cependant, on constate que la popularité de la motivation présente également certains enjeux. Notamment, la pluralité des théories rend le domaine presque étourdissant par ses connaissances éparses et ses résultats équivoques. En premier lieu, cette thèse présente une méta-analyse multithéorique réalisée à partir d’études effectuées sur le terrain examinant les liens entre la motivation au travail et la performance des travailleurs entre 1985 et 2010. Les résultats de ce bilan nous indiquent que, peu importe la théorie motivationnelle employée, la force et la direction de la relation motivation-performance sont similaires plutôt que différentes. Parmi les variables modératrices examinées, seule la source des mesures s’est révélée significative indiquant que la relation entre les variables d’intérêt est plus forte lorsque les mesures proviennent de la même source – dans notre étude elles s’avèrent toutes autodéclarées – comparativement à lorsqu’elles sont recueillies auprès de sources différentes. En second lieu, une étude en laboratoire a permis d’observer que la motivation peut évoluer sur une période très courte, soit de moins de 90 minutes, à partir de 3 mesures de motivation réparties dans le temps d’expérimentation. Plus spécifiquement, l’étude de la motivation par type et par quantité, en considérant le facteur temps, nous renseigne que la motivation intrinsèque a augmenté tandis que la motivation extrinsèque et l’amotivation ont connu une diminution. Cette étude, considérant une perspective multidimensionnelle et dynamique de la motivation, telle que proposée par le cadre conceptuel de la théorie de l’autodétermination, montre que l’évolution de la motivation de tous les participants à l’étude est semblable, peu importe leur performance. En plus de permettre l’avancement des connaissances dans le domaine de la motivation et de la performance au travail, cette thèse se démarque à plusieurs égards. D’un côté, il s’agit de la première méta-analyse multithéorique de la motivation qui soit réalisée. De l’autre côté, l’étude en laboratoire a examiné simultanément, le type et la quantité de la motivation à l’aide d’un devis à mesures répétées alors que la majorité des études se concentrent soit sur la quantité, soit sur le type et néglige souvent de considérer la variable temps. En outre, cette étude en laboratoire a été réalisée à partir d’une activité à haut potentiel de validité écologique, s’apparentant à une tâche de sélection de candidats en ressources humaines. En somme, cette thèse apporte un éclairage intéressant tant sur le plan des connaissances concernant les variables modératrices déterminantes impliquées dans les relations motivation-performance et sur le plan du rythme des variations des types de motivation que sur le plan de l’utilisation optimale et complémentaire de techniques de recherche sophistiquées. L’ensemble des recommandations découlant de ces deux études concernant la recherche et l’intervention est présenté en conclusion.

Understanding and choosing clinical performance measures for quality improvement : development of a typology : final report /

"Contract no. 282-92-0038, delivery order #3."

Effects of psychological contract breach on performance of IT employees: The mediating role of affective commitment

In this study, we investigated the relationships between psychological contract breach, affective commitment, and two types of employee performance (i.e. civic virtue behaviour and in-role performance). It was predicted that an experience of contract breach can severely hurt the affective commitment of the employees and this, in turn, results in poor in-role performance and less civic virtue behaviours. Results revealed that affective commitment had differential mediating effects on the two types of employee performance. That is, affective commitment mediated the relationship between breach and self-reported and supervisor-rated civic virtue, but not the relationship between breach and in-role performance.

Human resource management and organizational performance:evidence from the retail banking sector

Underpinned by the resource-based view (RBV), social exchange theory (SET), and a theory of intrinsic motivation (empowerment), I proposed and tested a multi-level model that simultaneously examines the intermediate linkages or mechanisms through which HPWS impact individual and organizational performance. First and underpinned by RBV, I examined at the unit level, collective human capital and competitive advantage as path-ways through which the use of HPWS influences – branch market performance. Second and-, underpinned by social exchange (perceived organizational support) and intrinsic motivation (psychological empowerment) theories, I examined cross and individual level mechanisms through which experienced HPWS may influence employee performance. I tested the propositions of this study with multisource data obtained from junior and senior customer contact employees, and managers of 37 branches of two banks in Ghana. Results of the Structural Equation Modeling (SEM) analysis revealed that (i) collective human capital partially mediated the relationship between management-rated HPWS and competitive advantage, while competitive advantage completely mediated the influence of human capital on branch market performance. Consequently, management-rated HPWS influenced branch market performance indirectly through collective human capital and competitive advantage. Additionally, results of hierarchical linear modeling (HLM) tests of the cross-level influences on the motivational implications of HPWS revealed that (i) management-rated HPWS influenced experienced HPWS; (ii) perceived organizational support (POS) and psychological empowerment fully mediated the influence of experienced HPWS on service-oriented organizational citizenship behaviour (OCB), and; (iii) service-oriented OCB mediated the influence of psychological empowerment and POS on service quality and task performance. I discuss the theoretical and practical implications of these findings.

Service employee clusters in banking:exploring Ind's typology considering behaviour, commitment and attitude about leadership

Purpose: Ind suggests front line employees can be segmented according to their level of brand-supporting performance. His employee typology has not been empirically tested. The paper aims to explore front line employee performance in retail banking, and profile employee types. Design/methodology/approach: Attitudinal and demographic data from a sample of 404 front line service employees in a leading Irish bank informs a typology of service employees. Findings: Champions, Outsiders and Disruptors exist within retail banking. The authors provide an employee profile for each employee type. They found Champions amongst males, and older employees. The highest proportion of female employees surveyed were Outsiders. Disruptors were more likely to complain, and rated their performance lower than any other employee type. Contrary to extant literature, Disruptors were more likely to hold a permanent contract than other employee types. Originality/value: The authors augment the literature by providing insights about the profile of three employee types: Brand Champions, Outsiders and Disruptors. Moreover, the authors postulate the influence of leadership and commitment on each employee type. The cluster profiles raise important questions for hiring, training and rewarding front line banking employees. The authors also provide guidelines for managers to encourage Champions, and curtail Disruptors. © Emerald Group Publishing Limited.

A Field Study of the Impact of a Performance-Based Incentive Plan

Much management accounting research focuses on design of incentive compensation contracts. A basic assumption in these contracts is that performance-based incentives improve employee performance. This paper reports on a field test of the multi-period incentive effects of a performance-based compensation plan on the sales of a retail establishment. Analysis of panel data for 15 retail outlets over 66 months indicates a sales increase when the plan is implemented, an effect that persists and increases over time. Sales gains are significantly lower in the peak selling season when more temporary workers are employed.

Reforma administrativa: o caso do Reino Unido

O artigo apresenta uma an??lise das principais caracter??sticas da reforma administrativa empreendida no Reino Unido a partir da do primeiro governo Thatcher em 1979. Inicialmente, s??o descritos dois aspectos peculiares que, segundo os autores, explicam a intensidade das reformas administrativas a?? empreendidas: seu sistema pol??tico, no qual sobressai sobremaneira a alta capacidade decis??ria do Executivo, e as debilidades de seu sistema administrativo, alvo de cr??ticas reiteradas desde o Relat??rio do Comit?? Fulton, publicado em 1968. A partir disso, os autores descrevem tr??s fases recentes na reforma administrativa inglesa p??s-Thatcher. Nesta descri????o, s??o enfocadas as principais caracter??sticas e experi??ncias inovadoras adotadas, enfatizando, entre outros: 1) os chamados ???escrut??neos de Rayner???; 2) os sistemas de informa????es gerenciais adotados (Management Information System for Ministers e o Management Accounting System); 3) o programa Citizen???s Charter; 4) o processo de privatiza????o ingl??s; 5) a experi??ncia de contrata????o externa de servi??os (com a ado????o de instrumentos como a ???licita????o competitiva???, que permite aos pr??prios servidores p??blicos apresentarem propostas para presta????o de servi??os em competi????o com as empresas privadas, al??m dos sistemas Market Testing e Competing for Quality) e, por fim; 6) a pol??tica de gest??o de recursos humanos, com destaque para o forte processo de demiss??es no servi??o p??blico, o sistema de avalia????o de desempenho dos funcion??rios e de remunera????o por performance adotados no Reino Unido.

Avaliação de desempenho: a mudança na administração pública em Portugal

Mestrado em Controlo de Gestão e dos Negócios