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Testing the Generality of Regulatory Fit with Goal Orientation in the Performance Feedback ContextArun, Nikita 20 May 2014 (has links)
Regulatory fit (Higgins 2000) has, thus far, only been tested using regulatory focus theory (Cesario, Higgins, & Scholer, 2008); this study contributes to the current literature by testing the generality of the fit principle using goal orientation. I will test the effect of fit on corrective feedback utilization. I predict that experiencing regulatory fit between goal orientation and goal pursuit strategies will lead to: 1) higher behavioral utilization of feedback, and 2) feedback recall. Self-monitoring will be included as an exploratory variable to assess whether level of self-monitoring will affect the aforementioned outcomes. Results indicated that individuals experiencing regulatory fit between goal orientation and feedback framing exhibited greater variety and frequency of feedback recommended behaviors overall. No fit effects were found for feedback recall. Self-monitoring was not impacted by goal orientation or feedback framing. / Master of Science
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Appraising the performance management practices in the Department of LabourMokoena, Wasnaar 08 1900 (has links)
The effective management of individual/team performance is a crucial requirement to ensure that
organisational goals are attained. This requires accurate data regarding the performance levels of
individuals/teams. Therefore there is a need for a standardised and formal performance
management system.
An effective performance management system is the centre of an integrated HR system that feeds
into a variety of processes and systems such as career planning, rewards, training and
development, promotions, and disciplinary decisions. Despite the importance of performance
management, most organisations find it difficult to implement, manage and sustain performance
management systems and processes effectively.
The focus of this study is on appraising the performance management practices in the offices of
the Department of Labour in three provinces: Gauteng, Limpopo and Mpumalanga. The results
indicate problems with the practices in areas such as alignment, fairness, measuring commitment,
systems integrity, and the performance management culture. Recommendations were made to
address these issues and improve the effectiveness of the system / Human Resource Management / M. Tech. (Human Resource Development)
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Employees' experiences of performance management appraisalsTsiu, Tshepo 09 1900 (has links)
The purpose of this research was to explore employees’ experiences of performance
management appraisals. There is an increasing need to ensure that performance
appraisals realise performance improvement and professional development goals
while safeguarding the dignity of employees. This study followed a qualitative
research design and was conducted in a South African banking organisation with five
participants at varying employment levels. Purposive, non-probability sampling was
used to select the participants and a semi-structured interview was conducted with
each participant. The interviews were transcribed and the data was analysed using
the discourse analysis method in keeping with social constructivism. Various insights
about the employees’ experiences of performance management appraisals can be
drawn from the overall research findings, which are likely to benefit the field of
industrial and organisational psychology and managers in various organisations in
conducting more effective performance appraisals by ensuring that they are fair and
ethical, and can facilitate professional growth. / Industrial & Organisational Psychology / M.A. (Industrial & Organisational Psychology)
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Performance Management Practices and Organizational Performance: System Reactions as ModeratorsGorman, C. Allen, Ray, Joshua L., Thiboxeaux, C. N. 01 May 2014 (has links)
No description available.
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An Exploratory Study of the Influence of Contemporary Performance Management Research on CurrentOrganizational PracticeGorman, C. Allen, Meriac, John P., Ray, Joshua L. 24 October 2016 (has links)
Performance management (PM) research has traditionally been criticized because of its supposed lack of impact on PM practice. A survey of PM practices in 101 U. S. organizations was conducted to determine the current state of PM and to evaluate the gaps betw een PM science and practice. Results revealed that gaps do exist betw een PM research and practice, but there were several instances of clear impact of contemporary PM research on the practice of PM. Moreover, exploratory analyses indicated that practicalPM considerations (e.g., PM purpose, employee participation, ongoing informal feedback) were more important to human resource executives’ perceptions of PM fairness and effectiveness than technical considerations traditionally found in the academic PM literature. Implications for the science and practice of PM are discussed.
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Seeing the Forest but Missing the Trees: The Role of Judgments in Performance ManagementMeriac, John P., Gorman, Charles Allen, Macan, Therese 01 March 2015 (has links)
Various solutions have been proposed to “fix” performance management (PM) over the last several decades. Pulakos, Mueller Hanson, Arad, and Moye (2015) have presented a holistic approach to improving PM in organizations. Although this approach addresses several key elements related to the social context of PM, namely the buy-in of organizational stakeholders, timely and regular feedback, and future-directed feedback, we believe that several robust findings from the PM research literature could further improve this process. Are Pulakos et al. looking at the forest but missing the trees? In the following commentary, we offer several reasons that performance judgments and perhaps even informal ratings are still operating and occurring in the proposed holistic system. Therefore, advancements in other areas of PM research may offer additional ways to fix PM.
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An Exploratory Study of Current Performance Management Practices: Human Resource Executives’ PerspectivesGorman, C. Allen, Meraic, John P., Roch, Slyvia G., Ray, Joshua L., Gamble, Jason S. 01 June 2017 (has links)
A survey of performance management (PM) practices in 101 U.S. organizations explored whether their PM systems, as perceived by human resources (HR) executives, reflect the best practices advocated by researchers to provide a benchmark of current PM practices. Results suggest that many of the PM practices recommended in the research literature are employed across the organizations surveyed, but several gaps between research and practice remain. Results also indicated that the majority of PM systems are viewed by HR executives as effective and fair. Implications for the science and practice of PM are discussed.
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Build a Better Mousetrap or Fix the Old One? The Influence of High Impact Performance Management Practices on Organizational PerformanceGorman, C. Allen 01 March 2015 (has links)
No description available.
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A Preliminary Survey of Performance Management Practices in the U.S.Gorman, C. Allen, Ray, Joshua L., Nugent, Caitlin, Pokhrel-Willet, Shristi 28 April 2012 (has links)
Performance management (PM) research has traditionally been criticized because of its supposed lack of impact on PM practice. A survey of PM practices in the United States was conducted to determine the current state of PM in organizations and to evaluate the gaps between science and practice. Implications are discussed.
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Beteiligungsmanagement in Zeiten des kommunalen Gesamtabschlusses / The Management of Municipal Enterprises by Local Governments in the Age of Consolidated Municipal AccountsHengel, Martin January 2011 (has links)
Diese Arbeit untersucht, welche Faktoren die unterschiedliche Ausgestaltung von Beteiligungsmanagement in Kommunen erklären. Die Literatur verweist zwar auf die zunehmende Wichtigkeit des Managements von Beteiligungen, aber in der Praxis unterscheidet sich die Steuerung der Beteiligung stark. Auf Basis der Literatur zu Beteiligungsmanagement und zum Performance Management wird ein analytischer Rahmen aufgestellt, der es erlaubt, das Beteiligungsmanagement in Kommunen zu kategorisieren. Auch wird aus der Literatur abgeleitet, in wie weit strukturelle, institutionelle und akteursbezogene Faktoren die Ausgestaltung des Beteiligungsmanagement erklären können. Im Rahmen dieser Studie werden vier kreisfreien Städten verglichen und explorativ mögliche Erklärungsfaktoren identifiziert. So sind insbesondere institutionelle Faktoren, wie die organisatorische Ausgestaltung des Beteiligungsmanagements oder die Erfahrungen und Kompetenzen der Verwaltung, und akteursbezogene Faktoren, wie die Einstellung und Interessen von Verwaltungsleitung, Politik und Beteiligungen, wahrscheinliche Erklärungsfaktoren. / This thesis examines the factors which explain different forms of management of municipal enterprises by local government. The literature refers to the increasing importance of managing municipal enterprises, but local governments’ management practices are very varied. On the basis of the literature on management of municipal enterprises and performance management, an analytical framework is developed which allows the categorization of the management of municipal enterprises. Furthermore, possible explanatory factors – structural, institutional, and in relation to actors – are inferred from these literatures. In this explorative study, four cities with county status are compared and possible explanatory factors are developed. Probable explanatory elements include institutional factors like the organisational form of management practices, and the experience and competences of the administration, as well as actor-specific factors like attitude and interests of administrative personnel, political representatives, and the enterprises themselves.
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