Search results

1 – 10 of over 1000
Book part
Publication date: 7 December 2023

Danila Scarozza, Alessandro Hinna and Federico Ceschel

Scholars have pointed out the need for improvement and refinement in public management research, also depending on the role of public administration for sustainable development…

Abstract

Scholars have pointed out the need for improvement and refinement in public management research, also depending on the role of public administration for sustainable development. Because government organizations employ a substantial portion of the workforce, management practices in the public sector are critical areas for designing, implementing and delivering policies that can achieve the goals set forth in the 2030 Agenda for Sustainable Development. For these purposes, and in implementation of the Next Generation EU (NGEU) programme, Italy recently launched an ambitious National Recovery and Resilience Plan (NRRP) which includes, among other things, upskilling goals for staff employed, following the modernization process that has involved the Italian public sector in the last decades, with the Decree n. 150/2009. Aiming both to understand the extent of the application of the reform and to answer some basic questions (why, what and how) concerning Individual Performance Appraisal Systems (IPAS), we conducted a content analysis on the 220 documents already produced by the Italian Ministries. The study has been conducted in two different steps of the reform process and provides solid evidence of the reforms' effects on designing and implementing individual performance systems. The analyzed documents reveal no longer-term vision in implementing the IPAS that involves some critical performance management utilities such as training, development, fair pay and deployment of employees, raising new questions about a sustainable approach to the individual performance management process even in public organizations.

Details

Reshaping Performance Management for Sustainable Development
Type: Book
ISBN: 978-1-83797-305-7

Keywords

Article
Publication date: 26 January 2024

Ram Shankar Uraon and Ravikumar Kumarasamy

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job…

Abstract

Purpose

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Design/methodology/approach

A total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.

Findings

This study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.

Research limitations/implications

The findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Practical implications

This study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.

Originality/value

This study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

Details

Employee Relations: The International Journal, vol. 46 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 25 January 2024

Adrien Bonache

This study aims to examine the changes in the correlations between stressors and performance in French chartered and accounting firms.

Abstract

Purpose

This study aims to examine the changes in the correlations between stressors and performance in French chartered and accounting firms.

Design/methodology/approach

The linkages between role stressors and performance were analyzed through a quasi-longitudinal study of 476 chartered public accountants and trainee-chartered accountants surveyed before and after the busy season, using the partial least squares approach.

Findings

Only challenge appraisals are positively related to motivation before and after the 2018 busy season. Stress arousal is positively associated with burnout and physical symptoms. However, the associations between role ambiguity and conflict, and hindrance appraisals became insignificant after the busy season. The challenge appraisals–role ambiguity linkage persisted but reduced significantly. The burnout–performance association was insignificant in the two time periods.

Practical implications

A busy season with its increased challenge stressors has positive effects on performance through motivation but also negative effects through strains, which explains the observed insignificant net impact.

Originality/value

This quasi-longitudinal study first suggests the role of appraisals, motivation and physical symptoms as mediators of the effects of role stressors on performance. Then, it aids in the broad generalization of certain findings from previous studies. Finally, it demonstrates the applicability of the partial least squares approach, which has been hitherto under-used in behavioral accounting.

Details

Managerial Auditing Journal, vol. 39 no. 2
Type: Research Article
ISSN: 0268-6902

Keywords

Article
Publication date: 12 February 2024

Charles Anyeng Ambilichu, Godbless Onoriode Akaighe and Dennis Gabriel Pepple

This study draws on Organisation Justice Theory and Social Exchange Theory to examine the effects of the performance appraisal process (PAP) on employee commitment (ECO) via a…

Abstract

Purpose

This study draws on Organisation Justice Theory and Social Exchange Theory to examine the effects of the performance appraisal process (PAP) on employee commitment (ECO) via a serial mediation of performance appraisal outcome (PAO) and employee reward (ERE).

Design/methodology/approach

Survey data were collected from a sample of 363 academics across UK Higher Education Institutions (HEIs), including post-1992 and pre-1992 universities. We tested our hypotheses using partial least squares structural equation modeling (PLS-SEM) with a bias-corrected bootstrapping method.

Findings

The findings show that the PAP positively influences ECO and ERE. PAO and ERE mediate the relationship between the PAP and ECO. However, no significant relationship was found between PAO and ECO.

Practical implications

This study has significant implications for HEIs as it underscores the need for managers to ensure the clarity and accuracy of the PAP and to structure rewards to reflect employees’ efforts, considering they affect ECO.

Originality/value

This study contributes to the current debate on performance appraisal by highlighting the extent to which employees’ commitment to an organisation depends on the PAP, PAO and reward.

Details

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

Keywords

Book part
Publication date: 12 February 2024

Lerato Aghimien, Clinton Ohis Aigbavboa and Douglas Aghimien

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter…

Abstract

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.

Details

Construction Workforce Management in the Fourth Industrial Revolution Era
Type: Book
ISBN: 978-1-83797-019-3

Keywords

Article
Publication date: 24 October 2023

Batia Ben-Hador

Performance appraisal (PA) is an organizational practice whose ultimate goal is to improve employee performance. This goal can be achieved using two approaches: the administrative…

Abstract

Purpose

Performance appraisal (PA) is an organizational practice whose ultimate goal is to improve employee performance. This goal can be achieved using two approaches: the administrative approach, which emphasizes materialistic incentives and rewards excellent performers, and the developmental approach, which focuses on employee personal and professional development. The literature points out that organizations cannot utilize both approaches at the same time, but the reason for this is vague. Therefore, the research purpose is to bridge this gap by exploring the basic assumptions behind the administrative and developmental PA approaches as part of the hidden layers of organizational culture.

Design/methodology/approach

A qualitative document analysis (QDA) was used to analyze 124 Israeli organizations' PA forms and employee reports.

Findings

The organization's PA approaches were diagnosed as a first step in revealing the reason for the inability to use both approaches simultaneously. In the next step, it was revealed that organizational culture assumptions are the reason for the contradiction of the PA approaches. Eventually, McGregor's theory X is the basic assumption behind the administrative approach, and theory Y is the assumption behind the developmental approach. Since these two approaches contradict each other, it explains the difficulty of using both approaches simultaneously.

Originality/value

This study dives into the hidden levels of organizational culture and attempts to bridge a long-standing but still current research gap, as well as extend and refine organizational culture and performance appraisal theories.

Details

Employee Relations: The International Journal, vol. 45 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 26 January 2023

Mohammad Ta'Amnha, Mohannad Jreissat, Ghazi Samawi, Luai Jraisat, Omar M. Bwaliez, Anil Kumar, Jose Arturo Garza-Reyes and Arvind Upadhyay

Lean management is a contemporary management system that firms adopt to boost their performance. Lean management can be integrated with human resources management to develop a new…

Abstract

Purpose

Lean management is a contemporary management system that firms adopt to boost their performance. Lean management can be integrated with human resources management to develop a new concept of lean human resources management (LHRM). This entails the implementation of several practices. However, the LHRM–performance paradigm remains underexplored in the literature. Hence, this study aims to examine the interrelationships between LHRM practices and the impacts of those practices on firm performance (FP).

Design/methodology/approach

Using two equal-sized samples (n = 250 each) of manufacturing firms in Jordan and Germany, this study proposes two structural equation models (i.e. a Jordanian and a German models) depicting the interrelationships between LHRM practices and the impacts of those practices on FP. After testing these models, a comparison between them is conducted, producing findings with theoretical and practical implications.

Findings

The main findings of this study indicate that the average implementation of LHRM practices among German manufacturing firms is at a higher level than the average implementation among Jordanian firms. The findings also support the proposed interrelationships between LHRM practices and the impact of those practices on FP for both the Jordanian and German models.

Originality/value

To the best of the authors’ knowledge, this study is among the first to highlight the proposed relationships, both in general and in the context of comparing developed and developing countries. Its findings have important implications that can enable manufacturing managers to benefit from the implementation of LHRM practices to enhance FP in different contexts. These findings provide valuable insights for human resource managers and decision-makers and open several avenues for future research.

Details

International Journal of Lean Six Sigma, vol. 14 no. 7
Type: Research Article
ISSN: 2040-4166

Keywords

Open Access
Article
Publication date: 13 February 2024

I. Zografou, E. Galanaki, N. Pahos and I. Deligianni

Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face…

Abstract

Purpose

Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.

Design/methodology/approach

Using a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.

Findings

We uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.

Originality/value

To the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.

Article
Publication date: 25 April 2023

Emmanuel Senior Tenakwah, Benjamin Otchere-Ankrah and Chrystie Watson

Performance management (PM) remains one of the fundamental human resource practices in organisations today and is a dominant strategy adopted in managing employees. This paper…

Abstract

Purpose

Performance management (PM) remains one of the fundamental human resource practices in organisations today and is a dominant strategy adopted in managing employees. This paper aims to analyse extant research on PM conducted globally to inform research and practices in an African context.

Design/methodology/approach

A systematic review of 43 articles published in 22 journals ranked by the Australian Business Deans Council and Chartered Association of Business Schools was undertaken. The papers selected were limited to the past two decades (2001–2021) to focus primarily on contemporary practices.

Findings

The findings of this review indicate that PM continues to gain attention from African scholars and practitioners, though not as prominently as indicated within the broader global context. The review also exposed significant gaps in current research, including PM issues, theoretical or conceptual development and methodological approaches, which, if addressed, could inform future practices and research foci.

Research limitations/implications

The primary limitations of this study are a focus on the most recent two decades of research into PM and the intention to direct learnings from this review of scholarly insight towards a focus solely on an African context. Thus, as interpretations of insights are based upon the perspective of how these can inform PM practices in Africa, a direct extrapolation of the findings to other contexts may not be appropriate.

Practical implications

This review of research conducted into PM globally in the past two decades has identified limited contributions from within the African context. This lack of contextual understanding may well be affecting the adoption and creation of globally recognised PM practices in Africa. As such, there is an opportunity to understand better the complexities associated with PM by embracing theories and formulating, testing and refining existing models to consider performance issues at more profound levels of analysis within an African context.

Originality/value

This study presents insights into global trends in PM research and practices not previously explored, highlighting a need for more contextualised research to progress Africa beyond current theoretical, conceptual and methodological limitations.

Details

Management Research Review, vol. 46 no. 11
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 24 March 2023

Dag Yngve Dahle and Sivert Skålvoll Urstad

In the deregulated public sector upper secondary school field in Oslo, Norway, turnover among teachers is found to be high. The purpose is to examine whether instrumental…

116

Abstract

Purpose

In the deregulated public sector upper secondary school field in Oslo, Norway, turnover among teachers is found to be high. The purpose is to examine whether instrumental practices like control-oriented HRM, performance appraisal and heteronomy directly or indirectly lead to turnover intention, as a crucial pre-stage to turnover. Another purpose is to examine whether this varies with feedback format.

Design/methodology/approach

The present study is based on a survey (N = 1,055) carried out among upper secondary school teachers in Norway. Data were analyzed with path analysis, and mediation and moderation analyses were performed.

Findings

The study shows that control-oriented HRM, PA dissatisfaction and heteronomy are antecedents to turnover intention for teachers receiving feedback in three different feedback formats. The effect of control-oriented HRM and PA dissatisfaction on turnover intention was generally not stronger among numerically rated than among those rated otherwise. For most feedback format groups, leader–member exchange mediated between turnover intention and PA dissatisfaction and heteronomy, respectively, but not between turnover intention and control-oriented HRM. For teachers rated with text, figures or colors, LMX moderated between control-oriented HRM and turnover intention.

Research limitations/implications

The paper advances that introduction of instrumental practices will be seen as breaches of the psychological contract, but this does not apply to all feedback format groups, for example those receiving numerically rating. Limitations involve self-reported measures, direction of causality issues and a relatively low sample size for some groups.

Practical implications

Practitioners should note that both control-oriented HRM, performance appraisal and little autonomy may cause teachers to consider leaving their jobs. Practitioners should also be aware of the importance of the relationship between employee and leader, as negative responses to instrumentality may work through the leader–employee relationship, leading to turnover intention and, possibly, turnover.

Originality/value

The present study is among the first to examine whether and how antecedents to turnover intention vary with feedback format. A rare interaction between HRM and LMX is uncovered. Few other studies have analyzed the relationship between instrumental practices and turnover intention in light of psychological contract theory.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 12 no. 1
Type: Research Article
ISSN: 2049-3983

Keywords

1 – 10 of over 1000