A concise summary of the articles for the Performance Management exam (march 2019) that helped me with my preperations for the exam. The summary invovles the Key Takeaways per article, and the most important figures. Guiding questions have been added as well, including potential answers/directions....
Performance Management (6341M0231Y)
Key takeaways of all weekly articles + Guiding questions • 2018/2019 University of Amsterdam
Performance Management (6341M0231Y) • 2018/2019
Topic Authors
Performance Management Title Key Takeaways
Cascio (2006) The economic impact of The financial impact of
employee behaviors on Employee retention (% of employees kept in given period)
organizational Could be enhanced by career-development opportunities, communication the business conditions
performance (showing confidence in the future), provide recognition/listen to employees ideas, amount of joy in work,
challenging but supportive environment, involvement of employees in decision-making. Examples are:
Absenteeism (not attending at scheduled work) costing $800/employee/year in in the US in 2003.
Presenteeism (come to work sick but should stayed at home) costed employers on average
$255/employee/year due to reduced productivity.
Unhealthy life styles of employees (incentives like ‘take the stairs instead of elevator’ often seen in
corporate cultures).
Schleicher et Putting the System into Systems-Based model of Performance management
al (2018) Performance
Management Systems: A
review and agenda for
Performance
Management research
Within this design, there has been made a distinction between input, tasks, and output. Input concerns mainly
resources, strategy and environment. Tasks involve the 7 elements in the middle of the figure above
(performance feedback, evaluation, review meeting, coaching, setting performance expectations, observing
performance, integrating performance information). The output regards the performance ratings, feedback
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, University of Amsterdam
Performance Management (6341M0231Y) • 2018/2019
delivered or generated, career planning, development plan, documentation (for i.e. justification of rewards).
Carpini, A look back and a leap This article mainly focuses on the individual work performance, on three different levels (individual, team,
Parker, Griffin forward: a review and organizational)
(2017) synthesis of the individual Proficiency performance (anticipated in advance expected). This could be f.e. task
work performance performance.
literature Adaptive performance (cope with/respond to/support changes more dynamic). This could be
f.e. learning new technologies/skills.
Proactive performance (self-starting, future focused behavior). This involves f.e. employee voice
(self-initiating behavior)
Level of interdependence
Individual
Proficiency: i.e. task performance
Adaptive: i.e. Learning new skills
Proactive: i.e. employee voice
Team
Proficiency: i.e. supporting team members
Adaptive: i.e. Adapting to the team
Proactive: i.e. take on the role of innovator within the team
Organization
Proficiency: i.e. civic virtue
Adaptive: i.e. Managing a unexpected situation/crisis situation
Proactive: i.e. advocacy, or taking charge
Levy et al Performance Performance Management = ‘continuous process of identifying, measuring and developing the performance of
(2017) management: a marriage individuals and teams and aligned performance with strategic goals of the organization’ (Aguinis, 2013, p2),
between practice and Performance Appraisal = smaller piece of PM, usually focused on the systematic review and evaluation of job
science – just say “I do” performance.
Criticism of traditional PM practices
- PM is time-consuming, expensive, burdensome and bureaucratic (too inflexible for dynamic 21 st
organizations)
Improve PM practices through
1. Focus on feedback processes
2. Relationships managers-subordinates: ensure accountability throughout the PM system
3. Business cycles: align the PM system with (current dynamic) organizational strategy
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