Weitere Artikel dieser Ausgabe durch Wischen aufrufen
Based on a study conducted in a large corporation (XINC, a pseudonym) and other research, it appears that performance management can be used to increase levels of employee engagement. We begin this article with a discussion of employee engagement, define engaged employees as those who feel involved, committed, passionate, and empowered, and demonstrate those feelings in work behavior. We then discuss an expanded view of performance management, conceptualizing it as five major activities that serve to organize relevant behaviors shown to be either direct or indirect predictors of employee engagement in the study at XINC. These major activities include setting performance and development goals, providing ongoing feedback and recognition, managing employee development, conducting mid-year and year-end appraisals, and building a climate of trust and empowerment. In turn, we briefly discuss how each of these major activities contributes to employee engagement, suggest which activities benefit from further research, and recommend possible studies. Although there is evidence for performance management as a driver of employee engagement, we conclude there is a need for additional research that clarifies for managers which of these activities have the strongest impact on employee engagement.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: an emerging concept in occupational health psychology. Work & Stress, 22(3), 187–200. CrossRef
Block, P. (1987). The empowered manager. San Francisco: Jossey-Bass.
Blunch, N. J. (2008). Introduction to structural equation modeling using SPSS and AMOS. Thousand Oaks, CA: Sage Publications, Inc.
Brun, J. P., & Dugas, N. (2008). An analysis of employee recognition: perspectives on human resources practices. The International Journal of Human Resource Management, 19(4), 716–730.
Catteeuw, F., Flynn, E., & Vonderhorst, J. (2007). Employee engagement: boosting productivity in turbulent times. Organization Development Journal, 25(2), 151–156.
Deci, E. L. (1980). The psychology of self-determination. Lexington, MA: Lexington Books.
Deci, E. L., & Flaste, R. (1995). Why we do what we do. New York: Penguin Books.
Evers, W. J. G., Brouwers, A., & Tomic, W. (2006). A quasi-experimental study on management coaching effectiveness. Consulting Psychology Journal: Practice and Research, 58, 174–182. CrossRef
Gebauer, J., & Lowman, D. (2009). Closing the engagement gap: how great companies unlock employee potential for superior results. New York: Portfolio.
Gibbons, J. (2006). Employee engagement: a review of current research and its implications . New York, NY: The Conference Board.
Gostick, A., & Elston, C. (2007). The carrot principle. New York: Free Press.
Greenberg, J. (1986). Determinants of perceived fairness of performance evaluations. Journal of Applied Psychology, 71(2), 340–342. CrossRef
Honey, P., & Mumford, A. (1989). Capitalizing on your learning style. King of Prussia, PA: Organization Design and Development, Inc.
Honey, P., & Mumford, A. (1990). Learning diagnostic questionnaire: trainer guide. King of Prussia, PA: Organization Design and Development, Inc.
Jacob, J. I., Bond, J. T., Galinsky, E., & Hill, E. J. (2008). Six critical ingredients in creating an effective workplace. The Psychologist-Manager Journal, 11, 141–161. CrossRef
Kampa-Kokesch, S., & Anderson, M. Z. (2001). Executive coaching: a comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 55, 205–228. CrossRef
Kanter, M. R. (1977). Men and women of the corporation. New York: Basic Books, Inc.
Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: translating strategy into action. Boston: Harvard Business School.
Kerr, S., & Landouer, S. (2004). Using stretch goals to promote organizational effectiveness and personal growth: General Electric and Goldman Sachs. Academy of Management Executive, 18, 134–138. CrossRef
Kolb, D. A. (1984). Experiential learning: experience as the source of learning and development. Englewood Cliffs, NJ: Prentice Hall.
Labovitz, G., & Rosansky, V. (1997). The power of alignment: how great companies stay centered and accomplish extraordinary things. New York: Wiley.
Latham, G. P., & Wexley, K. N. (1994). Increasing productivity through performance appraisal. Massachusetts: Addison-Wesley.
Lawler, E. E., & Worley, C. G. (2006). Built to change: how to achieve sustained organizational effectiveness. New York: Wiley.
Leiter, M. P., & Maslach, C. (2005). Banishing burnout: six strategies for improving your relationship with work. San Francisco: Jossey-Bass.
London, M. (2003). Job feedback: giving, seeking and using feedback for performance improvement (2nd ed.). Mahwah, NJ: Lawrence Erlbaum.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1, 3–30. CrossRef
Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee engagement: tools for analysis, practice and competitive advantage. Malden, MA: Wiley-Blackwell.
Marsick, V. J., & Watkins, K. E. (1990). Informal and incidental learning in the workplace. London: Routledge.
Maslach, C., & Leiter, M. P. (1997). The truth about burnout: how organizations cause personal stress and what to do about it. San Francisco: Jossey Bass.
Mone, E. M., & London, M. (2009). Employee engagement through effective performance management: a manager’s guide. New York: Routledge.
Mulvey, P. W., & Ledford, G. E., Jr. (2002). Implementing reward systems. In J. W. Hedge & E. D. Pulakos (Eds.), Implementing organizational interventions: steps, processes, and best practices. San Francisco: Jossey-Bass.
Nurse, L. (2005). Performance appraisal, employee development and organizational justice: exploring the linkages. International Journal of Human Resource Management, 16(7), 1176–1194. CrossRef
Pulakos, E. (2009). Performance management: a new approach for driving business results. West Sussex, UK: John Wiley & Sons.
Roch, S. G., Sternburgh, A. M., & Caputo, P. M. (2007). Absolute vs. relative performance rating formats: implications for fairness and organizational justice. International Journal of Selection and Assessment, 15(3), 302–316. CrossRef
Rotchford, N. (2002). Performance management. In J. W. Hedge & E. D. Pulakos (Eds.), Implementing organizational initiatives: steps, processes and best practices. San Francisco: Jossey-Bass.
Rowden, R. W. (2002). The relationship between workplace learning and job satisfaction in U.S. small to midsize businesses. Human Resource Development Quarterly, 13(4), 407–425. CrossRef
Schiemann, W. A. (2009). Aligning performance management with organizational strategy, values and goals. In J. W. Smither & M. London (Eds.), Performance management: putting research into action. San Francisco: Jossey-Bass.
Seijts, G. H., & Crim, D. (2006, March/April). What engages employees the most or, the ten c’s of employee engagement. Ivey Business Journal, 1–5.
Sessa, V. I., & London, M. (2006). Continuous learning in organizations. Mahwah, NJ: Lawrence Erlbaum Associates.
Smither, J. W., & London, M. (2009a). Best practices in performance management. In J. W. Smither & M. London (Eds.), Performance management: putting research into action. San Francisco: Jossey-Bass.
Smither, J. W., & London, M. (Eds.). (2009b). Performance management: putting research into action. San Francisco: Jossey-Bass.
Welch, J., & Welch, S. (2005). Winning. New York: Harper Collins Publishers.
- Performance Management at the Wheel: Driving Employee Engagement in Organizations
- Springer US
Neuer Inhalt/© Stellmach, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, digitale Transformation/© Maksym Yemelyanov | Fotolia