Week 1 – Readings – Performance management and introduction
Carpini, J., Parker, S., & Griffin, M. (2017). A look back and a leap forward: a review and synthesis of the individual work performance
literature. Academy of Management Annals, 11, 825–885.
Work performance = individual behavior that generates value for the organization.
The Griffin et al. (2007) integrative performance model: to analyze how various performance constructs fit together → classifies work
behaviors into proficient, adaptive, and proactive forms of performance; each from being directed toward outcomes at the individual, team,
and organization level; resulting in 9 broad performance dimensions.
Proficient performance = behaviors that can be formalized and anticipated in advance → incl. formal and informal requirements and
expectations of organizational members.
Adaptive performance = the degree to which individuals cope with, respond to, and/or support changes that affect their roles.
Proactive performance = the presence of self-initiation, a future-focus, and change.
Cascio, W. F. (2006). The economic impact of employee behaviors on organizational performance. California Management Review, 48(4),
41-60.
Behavior of individual workers have important consequences.
Control of costs associated with employee behavior (turnover, absenteeism, presenteeism, unhealthy lifestyle)
Benefits wise management of employees (positive employee attitudes, training and development programs targeted to strategic challenges,
use of valid staffing practices for hiring and promotion), can increase productivity and decrease operating expenses.
Controlling absenteeism and presenteeism: assess the problem to know where to apply control mechanisms.
Changing unhealthy lifestyles: be careful with laws of requiring initiatives, and financial incentives or disincentives → steps to take:
educate employees, identify health-risk factors, help employees through healthier lifestyles and habits, and help employees maintain
these.
Pulakos, E. D., Mueller-Hanson, R., & Arad, S. (2019). The evolution of performance management: Searching for value. Annual Review
of Organizational Psychology and Organizational Behavior, 6, 249-271.
History of PM was focused on performance evaluation, limited in their value as performance measures
Evolved into a more comprehensive PM -> fuller array of activities to drive performance
Cascading goals -> link the organizations strategic goals down to each employee (takes time)
PM should be designed to drive performance in support of the organization’s overall strategy and goals
Improve value of PM -> changing manager, employee, and manager-employee behavior (effective: informal and real time feedback, open
communication -> fairness and procedural justice.
Make sure PM approach fits the organizations strategy and culture.
,Below is a summary of current conclusions regarding performance management (PM) based on research and practice to date:
Formal PM processes disengage employees, cost millions, and have no impact on performance.
Formal systems can be streamlined but should not be eliminated without robust informal processes.
Informal day-to-day PM behaviors enable performance but take time and effort to embed.
Future research should investigate new PM models that leverage neuroscience, are strength-based, and focus on team performance.
The impact of context factors on the design and effectiveness of PM should be further evaluated.
Week 1 - Guiding questions
1. What is performance?
2. Is it relevant to know how people perform? If so, why?
3. What is performance management?
4. Should organizations manage performance? If so, why?
5. Which trends in performance management can be observed?
Presentation Group 1 & 2
Monitoring of employees may be helpful for organizations' performance management.
Group 1: make a case for the advantages of monitoring for organizations and employees.
Group 2: make a case for the disadvantages of monitoring for organizations and employees.
Tomczak, D. L., Lanzo, L. A., & Aguinis, H. (2017). Evidence-based recommendations for employee performance monitoring. Business
Horizons.
, Electronic performance monitoring (EPM)
To gather, store, analyze and report employee behavior (productivity, use of company time, incivility).
Can be used for performance appraisal, training and development, logistical tracking, wellness programs, employee safety, assess
performance and observe actions on the job
Can have adverse effects on employee satisfaction, organizational commitment, fairness perceptions, and employee behavior.
o If implemented inappropriately, employees may experience negative attitudes toward the organization that can ultimately lead
to decreased performance and/or CWBs
Positive employee behaviors
o task performance, productivity, personal health
Negative employee behaviors
o Counterproductive work behaviors (CWBs) are intentional employee behaviors that oppose the interests and functioning of an
organization, such as employee theft, absenteeism, and cyberloafing (e.g., spending time on the internet engaging in non-work
behaviors such as online shopping)
o Feelings of privacy invasion
o Perceptions of unfairness
o Decreased job satisfaction
o Decreased organizational commitment
o Increased CWBs
o Lower task performance and productivity for less-skilled workers
o Greater perceptions of stress on work-related tasks
Five recommendations for maximizing the positive effects and minimizing the negative effects of EMP
1. Be transparent with employees about EPM use
2. Be aware of all potential employee reactions to being monitored
3. Use EPM for learning and development rather than deterrence
4. Restrict EPM to only work-related behaviors
5. Consider organizational makeup when implementing an EPM system
Week 2 - Readings – Beiersdorf case + own case solution
Carpini, J., Parker, S., & Griffin, M. (2017). A look back and a leap forward: a review and synthesis of the individual work performance
literature. Academy of Management Annals, 11, 825–885.
Work performance = individual behavior that generates value for the organization.
The Griffin et al. (2007) integrative performance model: to analyze how various performance constructs fit together → classifies work
behaviors into proficient, adaptive, and proactive forms of performance; each from being directed toward outcomes at the individual, team,
and organization level; resulting in 9 broad performance dimensions.
Proficient performance = behaviors that can be formalized and anticipated in advance → incl. formal and informal requirements and
expectations of organizational members.
Adaptive performance = the degree to which individuals cope with, respond to, and/or support changes that affect their roles.
Proactive performance = the presence of self-initiation, a future-focus, and change.
Cascio, W. F. (2006). The economic impact of employee behaviors on organizational performance. California Management Review, 48(4),
41-60.
Behavior of individual workers have important consequences.
Control of costs associated with employee behavior (turnover, absenteeism, presenteeism, unhealthy lifestyle)
Benefits wise management of employees (positive employee attitudes, training and development programs targeted to strategic challenges,
use of valid staffing practices for hiring and promotion), can increase productivity and decrease operating expenses.
Controlling absenteeism and presenteeism: assess the problem to know where to apply control mechanisms.
Changing unhealthy lifestyles: be careful with laws of requiring initiatives, and financial incentives or disincentives → steps to take:
educate employees, identify health-risk factors, help employees through healthier lifestyles and habits, and help employees maintain
these.
Pulakos, E. D., Mueller-Hanson, R., & Arad, S. (2019). The evolution of performance management: Searching for value. Annual Review
of Organizational Psychology and Organizational Behavior, 6, 249-271.
History of PM was focused on performance evaluation, limited in their value as performance measures
Evolved into a more comprehensive PM -> fuller array of activities to drive performance
Cascading goals -> link the organizations strategic goals down to each employee (takes time)
PM should be designed to drive performance in support of the organization’s overall strategy and goals
Improve value of PM -> changing manager, employee, and manager-employee behavior (effective: informal and real time feedback, open
communication -> fairness and procedural justice.
Make sure PM approach fits the organizations strategy and culture.
,Below is a summary of current conclusions regarding performance management (PM) based on research and practice to date:
Formal PM processes disengage employees, cost millions, and have no impact on performance.
Formal systems can be streamlined but should not be eliminated without robust informal processes.
Informal day-to-day PM behaviors enable performance but take time and effort to embed.
Future research should investigate new PM models that leverage neuroscience, are strength-based, and focus on team performance.
The impact of context factors on the design and effectiveness of PM should be further evaluated.
Week 1 - Guiding questions
1. What is performance?
2. Is it relevant to know how people perform? If so, why?
3. What is performance management?
4. Should organizations manage performance? If so, why?
5. Which trends in performance management can be observed?
Presentation Group 1 & 2
Monitoring of employees may be helpful for organizations' performance management.
Group 1: make a case for the advantages of monitoring for organizations and employees.
Group 2: make a case for the disadvantages of monitoring for organizations and employees.
Tomczak, D. L., Lanzo, L. A., & Aguinis, H. (2017). Evidence-based recommendations for employee performance monitoring. Business
Horizons.
, Electronic performance monitoring (EPM)
To gather, store, analyze and report employee behavior (productivity, use of company time, incivility).
Can be used for performance appraisal, training and development, logistical tracking, wellness programs, employee safety, assess
performance and observe actions on the job
Can have adverse effects on employee satisfaction, organizational commitment, fairness perceptions, and employee behavior.
o If implemented inappropriately, employees may experience negative attitudes toward the organization that can ultimately lead
to decreased performance and/or CWBs
Positive employee behaviors
o task performance, productivity, personal health
Negative employee behaviors
o Counterproductive work behaviors (CWBs) are intentional employee behaviors that oppose the interests and functioning of an
organization, such as employee theft, absenteeism, and cyberloafing (e.g., spending time on the internet engaging in non-work
behaviors such as online shopping)
o Feelings of privacy invasion
o Perceptions of unfairness
o Decreased job satisfaction
o Decreased organizational commitment
o Increased CWBs
o Lower task performance and productivity for less-skilled workers
o Greater perceptions of stress on work-related tasks
Five recommendations for maximizing the positive effects and minimizing the negative effects of EMP
1. Be transparent with employees about EPM use
2. Be aware of all potential employee reactions to being monitored
3. Use EPM for learning and development rather than deterrence
4. Restrict EPM to only work-related behaviors
5. Consider organizational makeup when implementing an EPM system
Week 2 - Readings – Beiersdorf case + own case solution
