Thematic analysis is widely used in qualitative psychology research, and in this article, we present a particular style of thematic analysis known as Template Analysis We outline the technique and consider its epistemological position, then describe three case studies of research projects which employed Template Analysis to illustrate the diverse ways it can be used Our first case study illustrates how the technique was employed in data analysis undertaken by a team of researchers in a large-scale qualitative research project Our second example demonstrates how a qualitative study that set out to build on mainstream theory made use of the a priori themes (themes determined in advance of coding) permitted in Template Analysis Our final case study shows how Template Analysis can be used from an interpretative phenomenological stance We highlight the distinctive features of this style of thematic analysis, discuss the kind of research where it may be particularly appropriate, and consider possible limitations of the technique We conclude that Template Analysis is a flexible form of thematic analysis with real utility in qualitative psychology research

The Utility of Template Analysis in Qualitative Psychology Research

A Qualitative Study

The Social Context of Performance Appraisal: A Review and Framework for the Future

Summary In the current study, we draw on the original job characteristics model (JCM) and on an elaborated model of work design to examine relationships between ethical leadership, task significance, job autonomy, effort, and job performance. We suggest that leaders with strong ethical commitments who regularly demonstrate ethically normative behavior can have an impacton the JCM elementsof tasksignificance and autonomy, thereby affecting anemployee’s motivation (willingness to exert effort), which in turn will be evidenced by indications of enhanced task performance and organizational citizenship behavior. We conducted a field study by surveying pairs of co-workers in a diverse set of organizations. Results provide support for a fully mediated model whereby task significance and effort fully mediate relationships between ethical leadership and subordinates’ job performance. Implications for future research on job design are discussed. Copyright # 2010 John Wiley & Sons, Ltd. At the heart of the job characteristics model (JCM, Hackman & Oldham, 1976) is the premise that leaders canshape intrinsic motivation bytheway inwhich theystructuretheobjectivecharacteristics of the work itself. 1 The theoretical model of job design was rooted in an examination of the ‘‘basic conditions that promote high performance motivation and satisfaction at work,’’ in order ‘‘to determine how those conditions can be created’’ (Hackman & Oldham, 1976; p. 71). We argue that the conceptual and empirical developments of the JCM to date can be expanded to encompass a broader role for leaders. In particular, we suggest that leaders with strong ethical commitments who regularly demonstrate ethically normative behavior can have an impact on the JCM elements of task significance and autonomy, thereby affecting an employee’s motivation (willingness to exert effort), which in turn will be evidenced by indications of enhanced task performance and organizational citizenship behaviors.

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The relationship between ethical leadership and core job characteristics.

This article investigates the potential mediating role of organizational commitment in the relationships of leadership behavior with the work outcomes of job satisfaction and job performance in a non‐western country where multiculturalism is a dominant feature of the workforce. It also explores the moderating effects of national culture on the relationships of leadership behavior with organizational commitment, job satisfaction and job performance in such a setting. Results suggest (in support of many western studies) that those who perceive their superiors as adopting consultative or participative leadership behavior are more committed to their organizations, more satisfied with their jobs, and their performance is high. The results also indicate that national culture moderates the relationship of leadership behavior with job satisfaction.

Organizational commitment: a mediator of the relationships of leadership behavior with job satisfaction and performance in a non‐western country

Оценка производительности стала шире как понятие и как набор практик, а в виде управления производительностью она рассматриватеся как часть более стратегического подхода к интеграции HR-деятельности и политики бизнеса. В результате, исследования данного предмета вышли за тесные рамки вопросов измерения и точности показателей производительности и в большей степени концентрируются теперь на социальных и мотивационных аспектах оценки. В этой статье выделяется и обсуждается ряд тем и направлений, которые вместе составляют развивающуюся повестку исследований в этой области. Автор различает исследования по характеру оценки и по контексту, в котором она производится. Первое рассматривается на языке современных представлений о содержании оценки (контекстная производительность, целевая ориентация и самоосознание) и самом процессе оценки (взаимодействие "оценивающий - оцениваемый" и обратная связь от многих источников). Обсуждение контекста оценки сосредоточено на культурных различиях и влиянии новых технологий. Обозревая эти нарождающиеся области исследования, автор статьи стремится изучить некоторые вопросы, связанные с практикой оценки как на организационном, так и на индивидуальном уровне.

Performance appraisal and management: The developing research agenda

A number of investigations have focused on aspects of human resource management policy and their impact on employees. The study reported here examines the extent to which the main elements of performance management systems are associated with positive employee attitudes. Questionnaire measures of performance management variables and of employee attitudes were obtained from 860 staff in nine organizations, all of which had been ascertained to be operating performance management systems. The findings indicate that most elements of performance management did contribute to positive employee attitudes, and that between them they accounted for a substantial proportion of the variance in measures of organizational commitment and (especially) job satisfaction. Some differences in the data from public and private-sector organizations were found.

Performance Management, Job Satisfaction and Organizational Commitment1

The present study examined possible links between elements of perceived procedural justice, global fairness perception and attitudinal measures in a review/development context. Organizational justice and possible correlates were reviewed resulting in four hypotheses. Data was collected from 132 employees of the UK arm of an international new media agency via a web‐based survey. It was found that a psychometric instrument based on Gilliland's (Gilliland, S.W., “The perceived fairness of selection systems: an organizational justice perspective”, Academy of Management Review, Vol. 18 No. 4, 1993, pp. 694‐734) ten rules of procedural justice proved a valuable framework in a review and development context once condensed to a smaller number of factors. Of these, two factors relating to interpersonal effectiveness and formal system characteristics respectively were found to be of importance in predicting fairness ratings of the development process. The impact of 360‐degree feedback on procedural justice perceptions was also examined in between group comparisons. Implications for further research into development techniques using organizational justice frameworks and recommendations for practice were discussed.

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Employee development:an organizational justice perspective

Studies of multi-source feedback systems have compared individuals’ self-assessments with others’ ratings of them on various performance dimensions. The extent of the congruence of self- with other-ratings has been used as a measure of self-awareness (SAw), and this variable has been found to be significantly related to a number of performance outcomes. However, little attention has so far been given to investigating what characteristics are associated with SAw. The study reported here examined the relationship of personality and cognitive ability measures to SAw in a group of managers participating in a multi-source (360 degree) feedback process. The 45 target managers assessed themselves on six management competencies and were also rated by 353 bosses and colleagues. Measures of SAw were obtained using the methodology outlined by Yammarino and Atwater (1997), and were calculated separately in relation to bosses ratings and colleagues ratings. Target managers completed measures of personality (Cattell 16PF and Firo-B) and cognitive ability (Watson-Glaser Critical Thinking). The target managers showed considerable variation in their level of SAw, and a number of personality and cognitive scores were found to be related to SAw. However, some of the correlates of SAw differed according to whether the rater group were bosses or colleagues. The conceptualization of SAw and its use as an assessment measure are discussed.

A study of individual differences and self‐awareness in the context of multi‐source feedback

Part 1 Appraisal today. Part 2 Deciding on the aims of appraisal: the organizational perspective the participants' perspective setting realistic aims for appraisal. Part 3 The content of appraisal: appraising for assessment and comparison - appraisal of personality, appraising job-related abilities, rating scales, improving rating scales appraising to motivate and develop - results-oriented appraisal, competency-based appraisal overview of appraisal methods. Part 4 Appraisal as an element in performance management: how appraisal fits in - individual vs team achievement, line-driven appraisal, appraisal as part of a feedback loop, excessive bottom-line emphasis appraisal and pay - merit pay, direct and indirect links with merit pay, appraisal and wider reward policies in conclusion. Part 5 Designing appraisal systems: aims (1) - the organizational perspective aims (2) - the consultation process organizational structure and culture who should appraise? - self-appraisal, peer appraisal, multi-level, multi-source appraisal, appraisal by superiors, upward appraisal, in conclusion who should be appraised? the administration of appraisal - frequency, documentation, timing. Part 6 Training and the implementation of appraisal: background briefing and documentation training the appraisers - assessment skills, appraisal interview training training appraisees other issues in appraisal training - appraising diversity, training to motivate, who does the training?. Part 7 Monitoring and maintenance: performance indicators for performance appraisal - short-term criteria, long-term criteria methods and sources of evaluation - measuring attitudes to appraisal and its perceived value, assessing equity - the fairness of the distribution, measuring levels of commitment in conclusion. Part 8 Appraising - and developing - potential: the conventional appraisal process as a means of assessing potential career review panels the interview in assessing potential - behaviourally-based interview methods using psychometric tests in assessing potential - how can tests assess potential?, the ways in which tests are used, the pros and cons of psychometric assessment of potential assessment centres - setting up and running ACs, issues in the use of ACs, an evaluation of ACs assessing potential - summary and conclusions. Part 9 New frontiers for appraisal: appraisal in the public sector appraisal issues with professional and scientific staff designing and implementing appraisal for professional staff - designing appraisal, appraisal training appraising potential amongst professional staff. Part 10 Appraisal - neither deadly disease nor panacea: in conclusion. (part contents).

Clive Fletcher

Papers

Performance appraisal and management: The developing research agenda

Performance Management, Job Satisfaction and Organizational Commitment1

Employee development:an organizational justice perspective

A study of individual differences and self‐awareness in the context of multi‐source feedback

Appraisal: Routes to improved performance