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Article
Publication date: 21 March 2022

Motasem M. Thneibat and Rateb J. Sweis

The aim of this paper is to study and empirically test the relationship between employees' perceptions of the two motivation-enhancing human resource management (HRM…

Abstract

Purpose

The aim of this paper is to study and empirically test the relationship between employees' perceptions of the two motivation-enhancing human resource management (HRM) practices of reward and performance appraisal and both incremental and radical innovation. The paper examines whether innovative work behaviour (IWB) mediates the hypothesised relationship.

Design/methodology/approach

Data were collected from 313 unit managers in manufacturing, pharmaceutical and technology companies in Jordan. Structural equation modelling (SEM) using AMOS v27 was employed to analyse the data and test the hypotheses.

Findings

The study finds that employees perceive rewards to be significant and to directly influence incremental and radical innovation. Additionally, employees perceive that performance appraisal to be significant for incremental innovation. The study also finds that IWB mediates the relationship between rewards, performance appraisal and incremental and radical innovation. No support was found for the impact of performance appraisal on radical innovation.

Originality/value

Distinctively, this paper considers both incremental and radical innovation in studying the link between HRM practices and innovation. It also takes an intra-organisational perspective by considering employees' perceptions of rewards and performance in fostering innovation. Additionally, it assesses the impact of IWB in mediating the relationship between rewards, performance appraisal and innovation. IWB is rarely empirically studied in the HRM–innovation link specifically when linked with radical and incremental innovation.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 19 November 2020

Aygun Shafagatova and Amy Van Looy

While the business process management (BPM) literature highlights the significance of aligning employee appraisals and rewards practices with business processes, little is…

Abstract

Purpose

While the business process management (BPM) literature highlights the significance of aligning employee appraisals and rewards practices with business processes, little is known about the realization. The purpose of this paper is to concretize the impact of process-oriented appraisals and rewards on business process performance and to provide empirical evidence on how organizations actually align their appraisals and rewards practices with BPM.

Design/methodology/approach

A mixed-method approach has been employed by combining survey results with case studies to offer first-hand evidence. Survey data have been used to quantify the real impact of process-oriented appraisals and rewards. Next, case studies with 10 organizations have allowed us to gain deeper insight into organizational practices for making appraisals and rewards more process-oriented.

Findings

The survey proves that process-oriented employee appraisals and rewards positively affect performance if different employee levels are involved. The case studies reveal similarities and differences in alignment efforts across organizations, based on pattern-matching and a multidimensional analysis, resulting in four alignment patterns.

Research limitations/implications

The findings extend knowledge about appraisals and rewards within a business process context by providing a quantification and pattern refinement, which specifically advance a BPM-facilitating culture.

Practical implications

Managers and executives benefit from the recommendations for a gradual BPM adoption to improve the success of their business processes and their people-related practices.

Originality/value

The authors offer one of the first in-depth, cross-disciplinary studies that intend to bridge between the disciplines of BPM and human resource management (HRM).

Details

Business Process Management Journal, vol. 27 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 15 August 2008

J. Bret Becton, William F. Giles and Mike Schraeder

The paper aims to address a topic that has not been systematically studied in the organisational citizenship behaviour (OCB), performance appraisal and rewards literature…

8706

Abstract

Purpose

The paper aims to address a topic that has not been systematically studied in the organisational citizenship behaviour (OCB), performance appraisal and rewards literature. Specifically, this paper seeks to examine the potential effects of rewarding OCBs by explicitly incorporating them into performance appraisal and reward systems.

Design/methodology/approach

A review of relevant theory and literature is provided and propositions concerning the possible effects of assessing and rewarding OCBs are offered.

Findings

The findings show that there are potential advantages and disadvantages of formally incorporating OCBs into performance appraisal systems and that it seems likely that more organisations will move toward formally measuring and rewarding OCBs.

Originality/value

While most research indicates that OCBs are associated with positive outcomes, this paper also addresses potential negative consequences of formally evaluating and rewarding OCB.

Details

Employee Relations, vol. 30 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 6 September 2018

Stephen J. Perkins

The purpose of this paper is to surface and discuss issues associated with employee performance appraisal as a multi-staged social interaction reportedly the butt of…

1948

Abstract

Purpose

The purpose of this paper is to surface and discuss issues associated with employee performance appraisal as a multi-staged social interaction reportedly the butt of managerial dissatisfaction, especially when used to inform decisions around pay and other rewards.

Design/methodology/approach

To substantiate the territory, existing management-based evidence from the published literature is curated and discussed to frame issues for investigation under the rubric of performance appraisal as an activity that may be understood as combining interaction between forms of administrative, social and psychologically oriented control. Primary evidence, drawn from recent research sponsored by the Chartered Institute of Personnel and Development, which combines data sets informed by a survey of HR specialists and a follow-on focus group, is then used to illustrate views on relevant themes across a sample of UK-based private, public and third sector organizations (n=715).

Findings

A significant number of organizations apply performance appraisal approaches, somewhat mediated by sector and size, and in turn use the results to inform various forms of HRM decision making – in particular reward management. While claims have been circulating in popular media suggesting the widespread abandonment of traditional performance appraisal, and while the study finds dissatisfaction regarding the utility of existing bureaucratic elements of appraisal mechanisms, the position is more nuanced.

Practical implications

Corporate management attention is drawn to choices of the extent to which they are investing in building line management capabilities to address the consequences of policy decisions to amplify the importance of informal alongside formal performance management processes, and potential reward decision making, mindful of the indeterminate character of the employment relationship and its dynamic, socially constructed character.

Social implications

Performance appraisal may benefit from re-interpreting the balance between emphasis on administrative, social and self-control, given changing expectations among workforce members and those who evaluate organizational effectiveness in contemporary society, and the ongoing contested nature of organizational control.

Originality/value

Employee performance appraisal as an institutional process central to organizational control systems is a topic of interest to both organizational effectiveness academics and the managerial practitioners they study. Using data that broadly represent recent developments in managerial practice across “UK plc”, the paper informs reflection on theory and practice.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 5 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 15 February 2011

Giovanni Azzone and Tommaso Palermo

The purpose of this paper is to provide a qualitative analysis of change in order to understand which factors inhibit or, conversely, facilitate the enactment process of…

16148

Abstract

Purpose

The purpose of this paper is to provide a qualitative analysis of change in order to understand which factors inhibit or, conversely, facilitate the enactment process of managers' performance appraisal and reward systems.

Design/methodology/approach

The problem is investigated empirically through a multiple case study approach. The change processes that result from the adoption of performance appraisal and reward systems in six Italian central government institutions are illustrated in detail.

Findings

The cases reveal differentiated patterns of organizational change and lead to a problematic overview. The desired technical and cultural organisational transformations are limited by an interplay of organisational and wider environment forces.

Research limitations/implications

The findings are based on data from the Italian central government, and as such are not directly extendable elsewhere, although they may result to be of interest to other public sector organisations.

Originality/value

The paper offers a comprehensive view of organisational change processes, ranging from the initial decision to adopt a managerial instrument to the final use of this instrument. A theoretical framework combining two, apparently diverging approaches, neoinstitutionalism and organisational change management, is used to better understand the plural factors that influence the change processes.

Details

Journal of Organizational Change Management, vol. 24 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 February 1990

Luis R. Gomez‐Mejia

The role of performance appraisal and rewardsystems in enhancing employee performance isdiscussed. A model is presented which arguesthat feedback is a powerful instrument…

4577

Abstract

The role of performance appraisal and reward systems in enhancing employee performance is discussed. A model is presented which argues that feedback is a powerful instrument in performance enhancement. Performance appraisal should provide a clear and realistic indication of the work that must be accomplished, performance expectations, and feedback on performance against expectations. The key dimensions that must be taken into account when designing such a system are outlined.

Details

Personnel Review, vol. 19 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 17 April 2020

Amit Dhiman

This paper delineates the distinctive nature of appraisal politics perceptions (referenced to organizational politics) experienced by appraisees (APAP) as a form of…

Abstract

Purpose

This paper delineates the distinctive nature of appraisal politics perceptions (referenced to organizational politics) experienced by appraisees (APAP) as a form of hindrance work stressor that is more episodic than chronic, salient during the PA rating and reward decisions. The study argues and attempts to establish empirically that due to its distinct nature, it causes both short-term episodic strain and long-term chronic strain. Further, the study investigates the distinctive role played by appraisee's hard and soft influence behaviour as a coping mechanism moderating the influence of APAP as a stressor on strain variables in Indian organizational context that ferments politics.

Design/methodology/approach

The data was collected using self-reports from 407 employees in Indian organizations using survey method. Multivariate analyses including moderating tests were used for testing the hypotheses.

Findings

Only the episodic components of the APAP-appraiser's rating politics and pay and promotion politics were significantly related to anxiety felt by appraisees during PA – an episodic measure of strain. All three APAP components were significantly related to the chronic strain measure of dissatisfaction. There was modest support for the role of influence tactics (IT) as a coping mechanism attenuating the negative relation of APAP with the dissatisfaction variables as chronic strain measures. Contrary to the hypothesis, softer tactics exacerbated the APAP–PA anxiety relation, indicating the episodic nature of stressor and strain.

Originality/value

The study contributes significantly to enhance the understanding about the nature of Appraisal politics.

Details

Personnel Review, vol. 50 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 16 September 2013

Caroline Ann Rowland and Roger David Hall

The purpose of this paper is to explore the contribution of appraisal systems to sustainable organizational effectiveness. It argues that competitive advantage is…

5257

Abstract

Purpose

The purpose of this paper is to explore the contribution of appraisal systems to sustainable organizational effectiveness. It argues that competitive advantage is increasingly reliant on discretionary effort. As the emphasis of appraisal has shifted from a developmental to a performance focus, perceived unfairness in both procedures and outcomes threatens to undermine commitment and, therefore, sustainable performance.

Design/methodology/approach

Drawing on a range of theoretical frameworks, current practices and experiences are examined and future trends considered. Empirical research includes a ten-year study of practising managers and ethnography, questionnaires and interviews in two large organizations.

Findings

Appraisal frequently creates actual and perceived injustice in terms of both procedures and rewards. It also generates tensions between managing performance and encouraging engagement.

Research limitations/implications

This study indicates that further research in other sectors will contribute to the development of greater understanding of sustainable strategic approaches to HRM.

Practical implications

Emphasis on performance in appraisal devalues developmental aspects and sometimes affects employee well-being. Separation of the two through mentorship schemes may help to address the paradox, whereby the performance management element of appraisal undermines rather than enhances organizational effectiveness.

Originality/value

The conventional wisdom of the appraisal culture is challenged. We argue it is essential to expand the discourse between performance, justice and ethical value systems if sustainable competitive advantage and well-being are to be achieved.

Details

EuroMed Journal of Business, vol. 8 no. 3
Type: Research Article
ISSN: 1450-2194

Keywords

Article
Publication date: 8 April 2014

Caroline Rowland and Roger Hall

The purpose of this paper is to explore the extent to which organizational learning is recognized through performance management systems as contributing to organizational…

13920

Abstract

Purpose

The purpose of this paper is to explore the extent to which organizational learning is recognized through performance management systems as contributing to organizational effectiveness and competitive advantage.

Design/methodology/approach

It reviews several pieces of research, employing a wide range of methods, including: content analysis of managers’ reflections; questionnaires completed by managers and mentors; a large-scale survey involving ethnography, interviews and questionnaires; and analysis of documents from professional bodies and management delivery centres.

Findings

Genuine integration of individual and organizational goals or transfer of learning from the individual to the organization is not evident. Few qualitative measures of organizational performance are employed. The impact of metrics such as IIP or EFQM on organizational effectiveness is nor discernible. Management learning and development is rarely measured even when it is encouraged by the organization. There is a clear divide between research, teaching and learning and workplace practice. Performance management systems create perceptions of unreliability and inequity.

Research limitations/implications

Espousing the value of learning and learning to learn, measuring them accurately and rewarding them with meaningful changes to working life can only improve organizational effectiveness. Research into the few organizations that have successfully embraced triple loop learning in their development of managers may offer a template for transformational learning to sustain competitive advantage.

Originality/value

Management development processes have been successful in developing individuals but less successful in achieving organizational development. This paper offers new insights into that gap and the omissions in the metrics by which performance is measured.

Details

Journal of Management Development, vol. 33 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 13 November 2009

Peter Prowse and Julie Prowse

This paper aims to evaluate the aims and methods of appraisal, and the difficulties encountered in the appraisal process.

27470

Abstract

Purpose

This paper aims to evaluate the aims and methods of appraisal, and the difficulties encountered in the appraisal process.

Design/methodology/approach

The paper uses a review of the literature to evaluate the development of appraisals and argues that the critical area of line management development that was identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance appraisals.

Findings

The review identifies the lack of theoretical development in appraisal and argues the psychological approach of analysis and a more critical realisation of appraisal, re‐evaluating the challenge to remove subjectivity and bias in judgement of appraisal.

Research limitations/implications

Further evaluation of key interpersonal skills is required for appraisal systems to develop performance.

Practical implications

The use and design of performance pay in public and private services linked to appraisal have not always improved organisational performance and can contribute to reduced motivation.

Originality/value

Little research has evaluated the current increases in using appraisals and the changes in focus from appraisal to performance management. The paper adds value to the existing body of knowledge and offers insights for practitioners and researchers.

Details

Measuring Business Excellence, vol. 13 no. 4
Type: Research Article
ISSN: 1368-3047

Keywords

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