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Performance Management for Different Employee Groups A Contribution to Employment Systems Theory

:	Achim Krausert
:	Performance Management for Different Employee Groups A Contribution to Employment Systems Theory
:	Physica-Verlag
:	9783790821970
:	1
:	CHF 189.60
:

:	Betriebswirtschaft
:	English

:	355
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

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.

rom 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.

Ac im 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.

	Preface	6
	Contents	10
	Index of Figures	12
	Index of Tables	13
	Index of Abbreviations	15
	Theoretical Perspective and Outline	17
	Workforce Functions	28
	2.1 Staffing Different Functions Differently	31
	2.2 The Interplay of Economic and Institutional Factors	34
	2.3 Rationality of Emerged Employment Systems	38
	2.3.1 Generalist Managers	40
	Functional Competency Requirements	40
	Input Control	42
	Institutionalized Socialization	44
	Organizational Commitment	50
	2.3.2 Professional/Occupational Employees	62
	Professionalism	63
	Organizational–Professional Conflict	67
	Output Control	69
	2.3.3 Industrial/Clerical Workers	72
	The Role of Collective Organization	73
	Dual Allegiance?	76
	Total Control?	79
	2.3.4 Team Workers	82
	The Better Taylorism?	86
	Total Control!	91
	2.3.5 Casual Workers	95
	The Rationale of Hiring Casual Workers	97
	Role Design	101
	2.3.6 Professional/Occupational Contractors	108
	Focusing Organizational Competencies	108
	From the Contractors’ Perspective	112
	2.3.7 Overview Archetypal Employment Systems	117
	Appraisal Context	119
	3.1 Appraisal Purposes]	119
	3.1.1 Control/Monitoring Performance	120
	3.1.2 Staffing /Predicting Performance	128
	3.1.3 Development Feedback	132
	3.1.4 Systems Evaluation	134
	3.2 Appraisal Purpose Conflict	135
	3.3 Performance Management Configurations	139
	3.3.1 Generalist Managers	140
	Develomental Appraisals of Management Trainees	140
	Appraisals for Staffing/Predicting Performance	142
	3.3.2 Professional/Occupational Employees	146
	Professional Systems Embedded in Organizations	146
	Managoing the Organizational-Professional Interface	148
	3.3.3 Industrial/Clerical Workers	151
	Piece Rates	151
	Staffing and Development	153
	3.3.4 Team Workers	155
	Group Leadership and Development	160
	3.3.5 Casual Workers	163
	Behavioral Standards, Promotion Incentives, and Temporary Worker	164
	3.3.6 Prafessional/Occupational Contractors	170
	Knowledge Management Strategy and Tactics	171
	Joint Functional Platforms	177
	3.3.7 Overview Archetypal Performance Management Systems	180
	Performance Theories	182
	4.1 A General Performance Theory	183
	4.1.1 General Mental Ability	184
	4.1.2 Personality	187
	4.1.3 Job-Relevant Experience	192
	4.1.4 Predictive Validity	194
	4.1.5 Competencies	197
	4.1.6 Motivation	201
	4.1.7 Performance and Results	202
	4.2 Defining Appraisal Criteria	206
	4.2.1 Unsystematic Approaches to Job Analysis	206
	4.2.2 Inductive Approaches to Job Analysis	207
	4.2.3 Deductive Approaches to Job Analysis	209
	4.2.4 Importance Weights	210
	4.2.5 Performance Measures and Standards	211
	4.2.6 The Quality of Performance Dimensions, Measures,and Standards	213
	4.2.7 Flexible goal setting	214
	4.3 What to Appraise	216
	4.3.1 Generalist Managers	216
	Controlling for Potential	217
	Competency-Centered Performance Theories	219
	4.3.2 Professional/Occupational Employees	223
	Purpose-Oriented Professional Competency Evaluation	224
	Setting Organizational Output Standards	229
	4.3.3 Industrial/Clerical Workers	231
	Blueprints of Performance	232
	Qualitative Analysis of Quantitative Information	234
	4.3.4 Team Workers	236
	Birds of a Feather Flock Together	236
	Signposts for Flocks	243
	4.3.5 Casual Workers	246
	What to Measure	247
	Slicing the Data	249
	4.3.6 Professional/Occupational Contractors	251
	Target Competency Profiles	251
	Specifying Deliverables and Minimum Process Standards	254
	4.3.7 Overview Archetypal Performance Theories	256
	Appraisal Process	258
	5.1 Appraisal Objectives	259
	5.2 Observing Performance	264
	5.3 Rating Performance	268
	5.4 Feedback Interventions	276
	5.5 Accountabikity and Problem Resolution	284
	5.6 Appraisal Training	296
	5.7 Overview Archetypal Appraisal Process Designs	306
	Summary and Concluding Remarks	309
	6.1 Employment and Performance Management	309
	6.2 An Integrated Organizational System	321
	6.3 Limitations, Practical Implications, and Areas for Future Research	323
	References	328
	Index	361