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1 – 2 of 2Paula O'Kane, Martin McCracken and Travor Brown
To explore human resource (HR) practitioner perspectives of the effectiveness, challenges, and aspirations of the performance management (PM) system to inform future directions…
Abstract
Purpose
To explore human resource (HR) practitioner perspectives of the effectiveness, challenges, and aspirations of the performance management (PM) system to inform future directions for PM design and success.
Design/methodology/approach
Interviews with 53 HR practitioners from a cross-section of organisations operating in the United Kingdom, Canada and New Zealand.
Findings
Practitioner's discussed the criticality of effective conversations across all elements of the PM system. Using an interpretive approach, and through a lens of social exchange theory (SET), we used their voice to develop a conversations-based PM model. This model centres on effective performance conversations through the design and implementation of the PM system. It includes four enablers and five environmental elements. The enablers (aligned goals, frequent feedback, skills development, and formality) depend on skilled interactions and conversations, and the organisational environmental elements (design, development function, buy-in, culture, and linkage to other systems) are enhanced when effective conversations take place.
Practical implications
Practitioners can use the conversations model to help shape the way they design and implement PM systems, that place emphasis on upskilling participants to engage in both formal and informal honest conversations to build competency in the enablers and assess organisational readiness in terms of the environmental elements.
Originality/value
By listening to the under-utilised voice of the HR practitioner, and through a lens of SET, we developed a PM model which emphasises reciprocity and relationship building as key tenets of the PM system. While past research recognises the importance of effective conversations for PM implementation, it has largely silent been about the role of conversations in system design. Our model centres these conversations, presenting enablers and environmental elements to facilitate their core position within effective PM.
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Bishakha Mazumdar, Amy Warren, Kathryne Dupré and Travor Brown
In this study the authors examine whether bridge employees tend to hold non-standard jobs, and if so, whether non-standard job choice is deliberate. Moreover, the authors examine…
Abstract
Purpose
In this study the authors examine whether bridge employees tend to hold non-standard jobs, and if so, whether non-standard job choice is deliberate. Moreover, the authors examine whether fulfillment of employment expectations affects the personal and work attitudes of bridge employees.
Design/methodology/approach
The authors' research and hypotheses are supported and developed through psychological contract theory. The authors collected data from 195 bridge employees, employed in a variety of jobs, through an online survey. Hypotheses were tested using hierarchical multiple regression.
Findings
This study suggests that some bridge employees may engage in non-standard employment deliberately. Moreover, we show that fulfillment of perceived obligation by employers (psychological contract) is associated with personal and work attitudes (life satisfaction, job satisfaction, affective commitment, normative commitment and intentions to stay) of bridge employees.
Research limitations/implications
While this study supports psychological contract theory as an important framework for understanding bridge employment, sample size, cross-sectional data and a lack of diversity in the sample limit causality, generalizability and data robustness. Future research should strive to replicate and extend the current findings.
Practical implications
The present study underlines the importance of designing jobs to meet the expectations of bridge employees. Also, it highlights the preference of bridge employees to engage in non-standard employment.
Originality/value
The authors extend bridge employment research by empirically examining the relationship between unmet employment expectations and the personal and work attitudes of bridge employees.
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