- Browse by Subject
Browsing by Subject "Performance Management"
Now showing 1 - 4 of 4
Results Per Page
Sort Options
Item Impact of Supervisor's Implicit Person Theory and Commitment of Performance Management Behaviors(2020-12) Wolfred, Brad; Williams, Jane; Stockdale, Peggy; Andel, StephaniePerformance management is not a new area within IO psychology research, however recently there has been growing interest with how to increase its effectiveness. Scholars are calling for more research to examine the antecedents of actual performance management behaviors that managers enact on a daily basis. The current study addresses this gap by utilizing Implicit Person Theory to understand the effect of supervisor perceptions on their behaviors that contribute towards the goal(s) of performance management. Previous research has suggested that Implicit Person Theory leads to more coaching behaviors, however, has failed to identify an explanatory mechanism. The current study relies on the three-component model of commitment to offer a mediating variable between Implicit Person Theory and differing degrees of performance management behaviors due to its more proximal relationship to the target behaviors compared to the broad antecedent of perception of others. The researchers tested this mediation using survey data from a broad sample of supervisors across the United States. Managers’ Incrementalism was positively and significantly related to discretionary performance management behaviors via affective commitment to performance management, however the relationship between Incrementalism and focal performance management behaviors via continuance commitment was non-significant. This research extends previous performance management research by providing evidence for the influence of key supervisor attitudes and implicit beliefs on varying levels of performance management behaviors. Theoretical contributions, limitations and future research directions are discussed.Item Interaction Effect of Manager's Implicit Person Theory and Perceived Performance Management Purpose on their Commitment to Performance Management(2016-07-29) Wang, Erzhuo; Williams, Jane R.; Ashburn-Nardo, Leslie; Porter, Christopher; Grahame, Nicholas J.There has been a growing literature regarding how subordinates’ reaction potentially impacts the performance management effectiveness. However, managers’ reaction to performance management has been largely overlooked. To address this research gap, the major purpose of the current study was two-fold. First, the present study proposed a three-component commitment model to conceptualize managers’ perception toward performance management. Second, by employing self-determination theory, the current study examined how managers’ implicit person theory and the perceived performance management purpose interactively shaped their commitment pattern towards performance management. Confirmatory factor analysis supported the hypothesized factor structure of performance management commitment. Further, managers’ incrementalism was a significant and negative predictor of continuous commitment to performance management. Lastly, the moderate effect of perceived purpose of performance management in the relationship between managers’ IPT and affective commitment to performance management was supported. Theoretical contribution, study limitations as well as further research directions were discussed.Item Making Nonprofits More Effective: Performance Management and Performance Appraisals(Routledge, 2017) Walk, Marlene; Kennedy, TroyPerformance management and performance appraisals have long been regarded as key for effective strategic human resource management (SHRM) in the for-profit sector. When well- designed, performance management in general and performance appraisals in particular positively affect employees, managers, and organizations. Given the specific setup of nonprofit organizations, tools for performance management from the for-profit sector might not be easily applicable to nonprofit organizations. Nonprofit scholars have begun to study performance management, but to date the field lacks a comprehensive overview of this research. It is the aim of this chapter to summarize the research on performance management and performance appraisals in the nonprofit context and, based on this summary, to propose a comprehensive model of performance management and performance appraisals in nonprofit organizations.Item What Works for You Might Not Work for Me: Consequences of IPT, Feedback Orientation, and Feedback Environment on Performance Management Effectiveness(2023-05) Burton, Bobbie; Williams, Jane; Derricks, Veronica; Porter, Christopher O.L.H.Despite its status as a commonly used and seemingly vital talent management system, performance management has received an abundance of criticism surrounding its effectiveness and utility in organizations. Existing deficiencies in performance management are largely attributed to gaps in its strategy and implementation, with researchers arguing that organizations need to spend more effort supporting personnel engagement in informal, “everyday” performance management behaviors to drive performance. The present study sought to expand on existing performance management research by investigating: 1) how supervisor engagement in informal performance management behaviors influences employee perceptions of overall performance management and 2) how employee feedback orientation and implicit person theory potentially alter those perceptions. The hypothesized model was tested using an online survey sent through Prolific academic to a random sample of 351 full-time United States employees. A series of hierarchical regressions revealed that employee perceptions of performance management were positively predicted by supervisor engagement in informal performance management behaviors. However, employee feedback orientation and implicit person theory were not found to significantly moderate these effects. The present study contributes to performance management literature by examining the degree to which informal supervisor performance management behaviors shape employee reactions to performance management. Implications, limitations, and directions for future research are discussed.