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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