Performance Management for Different Employee Groups (eBook)

Preface 6
Contents 10
Index of Figures 12
Index of Tables 13
Index of Abbreviations 15
Theoretical Perspective and Outline 17
Workforce Functions 28
2.1 Staffing Different Functions Differently 31
2.2 The Interplay of Economic and Institutional Factors 34
2.3 Rationality of Emerged Employment Systems 38
2.3.1 Generalist Managers 40
Functional Competency Requirements 40
Input Control 42
Institutionalized Socialization 44
Organizational Commitment 50
2.3.2 Professional/Occupational Employees 62
Professionalism 63
Organizational–Professional Conflict 67
Output Control 69
2.3.3 Industrial/Clerical Workers 72
The Role of Collective Organization 73
Dual Allegiance? 76
Total Control? 79
2.3.4 Team Workers 82
The Better Taylorism? 86
Total Control! 91
2.3.5 Casual Workers 95
The Rationale of Hiring Casual Workers 97
Role Design 101
2.3.6 Professional/Occupational Contractors 108
Focusing Organizational Competencies 108
From the Contractors’ Perspective 112
2.3.7 Overview Archetypal Employment Systems 117
Appraisal Context 119
3.1 Appraisal Purposes] 119
3.1.1 Control/Monitoring Performance 120
3.1.2 Staffing /Predicting Performance 128
3.1.3 Development Feedback 132
3.1.4 Systems Evaluation 134
3.2 Appraisal Purpose Conflict 135
3.3 Performance Management Configurations 139
3.3.1 Generalist Managers 140
Develomental Appraisals of Management Trainees 140
Appraisals for Staffing/Predicting Performance 142
3.3.2 Professional/Occupational Employees 146
Professional Systems Embedded in Organizations 146
Managoing the Organizational-Professional Interface 148
3.3.3 Industrial/Clerical Workers 151
Piece Rates 151
Staffing and Development 153
3.3.4 Team Workers 155
Group Leadership and Development 160
3.3.5 Casual Workers 163
Behavioral Standards, Promotion Incentives, and Temporary Worker 164
3.3.6 Prafessional/Occupational Contractors 170
Knowledge Management Strategy and Tactics 171
Joint Functional Platforms 177
3.3.7 Overview Archetypal Performance Management Systems 180
Performance Theories 182
4.1 A General Performance Theory 183
4.1.1 General Mental Ability 184
4.1.2 Personality 187
4.1.3 Job-Relevant Experience 192
4.1.4 Predictive Validity 194
4.1.5 Competencies 197
4.1.6 Motivation 201
4.1.7 Performance and Results 202
4.2 Defining Appraisal Criteria 206
4.2.1 Unsystematic Approaches to Job Analysis 206
4.2.2 Inductive Approaches to Job Analysis 207
4.2.3 Deductive Approaches to Job Analysis 209
4.2.4 Importance Weights 210
4.2.5 Performance Measures and Standards 211
4.2.6 The Quality of Performance Dimensions, Measures,and Standards 213
4.2.7 Flexible goal setting 214
4.3 What to Appraise 216
4.3.1 Generalist Managers 216
Controlling for Potential 217
Competency-Centered Performance Theories 219
4.3.2 Professional/Occupational Employees 223
Purpose-Oriented Professional Competency Evaluation 224
Setting Organizational Output Standards 229
4.3.3 Industrial/Clerical Workers 231
Blueprints of Performance 232
Qualitative Analysis of Quantitative Information 234
4.3.4 Team Workers 236
Birds of a Feather Flock Together 236
Signposts for Flocks 243
4.3.5 Casual Workers 246
What to Measure 247
Slicing the Data 249
4.3.6 Professional/Occupational Contractors 251
Target Competency Profiles 251
Specifying Deliverables and Minimum Process Standards 254
4.3.7 Overview Archetypal Performance Theories 256
Appraisal Process 258
5.1 Appraisal Objectives 259
5.2 Observing Performance 264
5.3 Rating Performance 268
5.4 Feedback Interventions 276
5.5 Accountabikity and Problem Resolution 284
5.6 Appraisal Training 296
5.7 Overview Archetypal Appraisal Process Designs 306
Summary and Concluding Remarks 309
6.1 Employment and Performance Management 309
6.2 An Integrated Organizational System 321
6.3 Limitations, Practical Implications, and Areas for Future Research 323
References 328
Index 361