Krausert Performance Management for Different Employee Groups

A Contribution to Employment Systems Theory
1. Auflage 2009
ISBN: 978-3-7908-2197-0
Verlag: Physica-Verlag HD
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 355 Seiten

Reihe: Contributions to Management Science

Manage managers based on competencies and informal networks - Set task-based output goals for professional specialists - Control temporary workers at the agency level - Ensure that contractors are managed effectively as part of boundary-crossing networks. This book provides a framework of analysis to capture and explain differences in employment systems. Taking account of the wealth of research in the field, it provides a sound basis for developing function-specific performance management systems, integrating aspects such as incentivization, multi-source appraisal, and accountability. From macro to micro approaches of HRM, the contents will be of value to researchers on employment systems, strategic HRM, and occupational psychology and to practitioners of HRM and organizational development. Achim Krausert has been a consultant in the performance management group of Accenture, U.K. He obtained his D.B.A. from the University of Mannheim, Germany, and an M.Sc. and a B.Sc. from the London School of Economics.

Autoren/Hrsg.

Krausert, Achim

Inhaltsverzeichnis

1;Preface;6
2;Contents;10
3;Index of Figures;12
4;Index of Tables;13
5;Index of Abbreviations;15
6;Theoretical Perspective and Outline;17
7;Workforce Functions;28
7.1;2.1 Staffing Different Functions Differently;31
7.2;2.2 The Interplay of Economic and Institutional Factors;34
7.3;2.3 Rationality of Emerged Employment Systems;38
7.3.1;2.3.1 Generalist Managers;40
7.3.1.1;Functional Competency Requirements;40
7.3.1.2;Input Control;42
7.3.1.3;Institutionalized Socialization;44
7.3.1.4;Organizational Commitment;50
7.3.2;2.3.2 Professional/Occupational Employees;62
7.3.2.1;Professionalism;63
7.3.2.2;Organizational–Professional Conflict;67
7.3.2.3;Output Control;69
7.3.3;2.3.3 Industrial/Clerical Workers;72
7.3.3.1;The Role of Collective Organization;73
7.3.3.2;Dual Allegiance?;76
7.3.3.3;Total Control?;79
7.3.4;2.3.4 Team Workers;82
7.3.4.1;The Better Taylorism?;86
7.3.4.2;Total Control!;91
7.3.5;2.3.5 Casual Workers;95
7.3.5.1;The Rationale of Hiring Casual Workers;97
7.3.5.2;Role Design;101
7.3.6;2.3.6 Professional/Occupational Contractors;108
7.3.6.1;Focusing Organizational Competencies;108
7.3.6.2;From the Contractors’ Perspective;112
7.3.7;2.3.7 Overview Archetypal Employment Systems;117
8;Appraisal Context;119
8.1;3.1 Appraisal Purposes];119
8.1.1;3.1.1 Control/Monitoring Performance;120
8.1.2;3.1.2 Staffing /Predicting Performance;128
8.1.3;3.1.3 Development Feedback;132
8.1.4;3.1.4 Systems Evaluation;134
8.2;3.2 Appraisal Purpose Conflict;135
8.3;3.3 Performance Management Configurations;139
8.3.1;3.3.1 Generalist Managers;140
8.3.1.1;Develomental Appraisals of Management Trainees;140
8.3.1.2;Appraisals for Staffing/Predicting Performance;142
8.3.2;3.3.2 Professional/Occupational Employees;146
8.3.2.1;Professional Systems Embedded in Organizations;146
8.3.2.2;Managoing the Organizational-Professional Interface;148
8.3.3;3.3.3 Industrial/Clerical Workers;151
8.3.3.1;Piece Rates;151
8.3.3.2;Staffing and Development;153
8.3.4;3.3.4 Team Workers;155
8.3.4.1;Group Leadership and Development;160
8.3.5;3.3.5 Casual Workers;163
8.3.5.1;Behavioral Standards, Promotion Incentives, and Temporary Worker;164
8.3.6;3.3.6 Prafessional/Occupational Contractors;170
8.3.6.1;Knowledge Management Strategy and Tactics;171
8.3.6.2;Joint Functional Platforms;177
8.3.7;3.3.7 Overview Archetypal Performance Management Systems;180
9;Performance Theories;182
9.1;4.1 A General Performance Theory;183
9.1.1;4.1.1 General Mental Ability;184
9.1.2;4.1.2 Personality;187
9.1.3;4.1.3 Job-Relevant Experience;192
9.1.4;4.1.4 Predictive Validity;194
9.1.5;4.1.5 Competencies;197
9.1.6;4.1.6 Motivation;201
9.1.7;4.1.7 Performance and Results;202
9.2;4.2 Defining Appraisal Criteria;206
9.2.1;4.2.1 Unsystematic Approaches to Job Analysis;206
9.2.2;4.2.2 Inductive Approaches to Job Analysis;207
9.2.3;4.2.3 Deductive Approaches to Job Analysis;209
9.2.4;4.2.4 Importance Weights;210
9.2.5;4.2.5 Performance Measures and Standards;211
9.2.6;4.2.6 The Quality of Performance Dimensions, Measures,and Standards;213
9.2.7;4.2.7 Flexible goal setting;214
9.3;4.3 What to Appraise;216
9.3.1;4.3.1 Generalist Managers;216
9.3.1.1;Controlling for Potential;217
9.3.1.2;Competency-Centered Performance Theories;219
9.3.2;4.3.2 Professional/Occupational Employees;223
9.3.2.1;Purpose-Oriented Professional Competency Evaluation;224
9.3.2.2;Setting Organizational Output Standards;229
9.3.3;4.3.3 Industrial/Clerical Workers;231
9.3.3.1;Blueprints of Performance;232
9.3.3.2;Qualitative Analysis of Quantitative Information;234
9.3.4;4.3.4 Team Workers;236
9.3.4.1;Birds of a Feather Flock Together;236
9.3.4.2;Signposts for Flocks;243
9.3.5;4.3.5 Casual Workers;246
9.3.5.1;What to Measure;247
9.3.5.2;Slicing the Data;249
9.3.6;4.3.6 Professional/Occupational Contractors;251
9.3.6.1;Target Competency Profiles;251
9.3.6.2;Specifying Deliverables and Minimum Process Standards;254
9.3.7;4.3.7 Overview Archetypal Performance Theories;256
10;Appraisal Process;258
10.1;5.1 Appraisal Objectives;259
10.2;5.2 Observing Performance;264
10.3;5.3 Rating Performance;268
10.4;5.4 Feedback Interventions;276
10.5;5.5 Accountabikity and Problem Resolution;284
10.6;5.6 Appraisal Training;296
10.7;5.7 Overview Archetypal Appraisal Process Designs;306
11;Summary and Concluding Remarks;309
11.1;6.1 Employment and Performance Management;309
11.2;6.2 An Integrated Organizational System;321
11.3;6.3 Limitations, Practical Implications, and Areas for Future Research;323
12;References;328
13;Index;361