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

Preface

Contents

Index of Figures

Index of Tables

Index of Abbreviations

Theoretical Perspective and Outline

Workforce Functions

2.1 Staffing Different Functions Differently

2.2 The Interplay of Economic and Institutional Factors

2.3 Rationality of Emerged Employment Systems

2.3.1 Generalist Managers

Functional Competency Requirements

Input Control

Institutionalized Socialization

Organizational Commitment

2.3.2 Professional/Occupational Employees

Professionalism

Organizational–Professional Conflict

Output Control

2.3.3 Industrial/Clerical Workers

The Role of Collective Organization

Dual Allegiance?

Total Control?

2.3.4 Team Workers

The Better Taylorism?

Total Control!

2.3.5 Casual Workers

The Rationale of Hiring Casual Workers

Role Design

2.3.6 Professional/Occupational Contractors

Focusing Organizational Competencies

From the Contractors’ Perspective

2.3.7 Overview Archetypal Employment Systems

Appraisal Context

3.1 Appraisal Purposes]

3.1.1 Control/Monitoring Performance

3.1.2 Staffing /Predicting Performance

3.1.3 Development Feedback

3.1.4 Systems Evaluation

3.2 Appraisal Purpose Conflict

3.3 Performance Management Configurations

3.3.1 Generalist Managers

Develomental Appraisals of Management Trainees

Appraisals for Staffing/Predicting Performance

3.3.2 Professional/Occupational Employees

Professional Systems Embedded in Organizations

Managoing the Organizational-Professional Interface

3.3.3 Industrial/Clerical Workers

Piece Rates

Staffing and Development

3.3.4 Team Workers

Group Leadership and Development

3.3.5 Casual Workers

Behavioral Standards, Promotion Incentives, and Temporary Worker

3.3.6 Prafessional/Occupational Contractors

Knowledge Management Strategy and Tactics

Joint Functional Platforms

3.3.7 Overview Archetypal Performance Management Systems

Performance Theories

4.1 A General Performance Theory

4.1.1 General Mental Ability

4.1.2 Personality

4.1.3 Job-Relevant Experience

4.1.4 Predictive Validity

4.1.5 Competencies

4.1.6 Motivation

4.1.7 Performance and Results

4.2 Defining Appraisal Criteria

4.2.1 Unsystematic Approaches to Job Analysis

4.2.2 Inductive Approaches to Job Analysis

4.2.3 Deductive Approaches to Job Analysis

4.2.4 Importance Weights

4.2.5 Performance Measures and Standards

4.2.6 The Quality of Performance Dimensions, Measures,and Standards

4.2.7 Flexible goal setting

4.3 What to Appraise

4.3.1 Generalist Managers

Controlling for Potential

Competency-Centered Performance Theories

4.3.2 Professional/Occupational Employees

Purpose-Oriented Professional Competency Evaluation

Setting Organizational Output Standards

4.3.3 Industrial/Clerical Workers

Blueprints of Performance

Qualitative Analysis of Quantitative Information

4.3.4 Team Workers

Birds of a Feather Flock Together

Signposts for Flocks

4.3.5 Casual Workers

What to Measure

Slicing the Data

4.3.6 Professional/Occupational Contractors

Target Competency Profiles

Specifying Deliverables and Minimum Process Standards

4.3.7 Overview Archetypal Performance Theories

Appraisal Process

5.1 Appraisal Objectives

5.2 Observing Performance

5.3 Rating Performance

5.4 Feedback Interventions

5.5 Accountabikity and Problem Resolution

5.6 Appraisal Training

5.7 Overview Archetypal Appraisal Process Designs

Summary and Concluding Remarks

6.1 Employment and Performance Management

6.2 An Integrated Organizational System

6.3 Limitations, Practical Implications, and Areas for Future Research

References

Index