Showing papers on "Performance management published in 2015"
DOI•
15 Jul 2015
TL;DR: The Independent Review of the Role of Metrics in Research Assessment and Management (IRRMIMM) as discussed by the authors reviewed the use of metrics across different disciplines, and assessed their potential contribution to the development of research excellence and impact.
Abstract: This report presents the findings and recommendations of the Independent Review of the Role of Metrics in Research Assessment and Management. The review was chaired by Professor James Wilsdon, supported by an independent and multidisciplinary group of experts in scientometrics, research funding, research policy, publishing, university management and administration.
This review has gone beyond earlier studies to take a deeper look at potential uses and limitations of research metrics and indicators. It has explored the use of metrics across different disciplines, and assessed their potential contribution to the development of research excellence and impact. It has analysed their role in processes of research assessment, including the next cycle of the Research Excellence Framework (REF). It has considered the changing ways in which universities are using quantitative indicators in their management systems, and the growing power of league tables and rankings. And it has considered the negative or unintended effects of metrics on various aspects of research culture.
The report starts by tracing the history of metrics in research management and assessment, in the UK and internationally. It looks at the applicability of metrics within different research cultures, compares the peer review system with metric-based alternatives, and considers what balance might be struck between the two. It charts the development of research management systems within institutions, and examines the effects of the growing use of quantitative indicators on different aspects of research culture, including performance management, equality, diversity, interdisciplinarity, and the ‘gaming’ of assessment systems. The review looks at how different funders are using quantitative indicators, and considers their potential role in research and innovation policy. Finally, it examines the role that metrics played in REF2014, and outlines scenarios for their contribution to future exercises.
587 citations
TL;DR: In this article, the authors identify critical dimensions of effectiveness in performance management systems and identify adverse outcomes associated with the clumsy use of performance management system in public services, particularly negative effects on staff morale.
Abstract: Performance Management is the challenge confronting public service managers. However, the enduring research focus on performance measurement in public services, without resolution, does not offer neat solutions to performance management in public services. This drawback of measurement difficulties has not abated interest in performance management. But there are significant adverse outcomes associated with the clumsy use of performance management systems in public services, particularly negative effects on staff morale. The lack of ready-made answers to performance management makes this task complex and demanding for public service managers. This paper identifies critical dimensions of effectiveness in performance management systems.
254 citations
TL;DR: In this paper, a review of the existing literature related to decision-support tools and performance measurement for sustainable supply chain management is presented, and a systematic literature review is performed using classic bibliometric techniques to analyse the relevant body of knowledge identified in 384 papers published from 2000 to 2013.
Abstract: In recent years, interest on sustainable supply chain management (SSCM) has risen significantly in both the academic and business communities. This is confirmed by the growing number of conferences, journal publications, special issues and websites dedicated to the topic. Within this context, this paper reviews the existing literature related to decision-support tools and performance measurement for SSCM. A narrative literature review is carried out to capture qualitative evidence, while a systematic literature review is performed using classic bibliometric techniques to analyse the relevant body of knowledge identified in 384 papers published from 2000 to 2013. The key conclusions include: the evidence of a research field that is growing, the call for establishing the scope of current research, i.e. the need for integrated performance frameworks with new generation decision-support tools incorporating triple bottom line (TBL) approach for managing sustainable supply chains. There is a need to identify a ...
189 citations
TL;DR: In this article, the impact of organizational learning (OL) on the firm's performance and knowledge management (KM) practices in a heavy engineering organization in India has been investigated, and the findings showed that all the factors of OL, i.e., collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of the firm’s performance and KM practices.
Abstract: Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL cult...
134 citations
TL;DR: In this article, the authors examine the validity of the results-oriented culture that emphasizes outcomes rather than inputs or processes and conclude that NPM's reform programme should be reconsidered.
Abstract: New Public Management (NPM) has been guiding public sector reform for over 25 years. Its position on the design of effective management control rests on three key ideas: (1) performance improvement requires a results-oriented culture that emphasizes outcomes rather than inputs or processes; (2) public sector organizations need to introduce performance management based on targets, monitoring and incentives; and (3) public sector organizations should decentralize decision rights and reduce their reliance on rules and procedures. Focusing on the particularly influential version of NPM as advocated by the OECD, we examine the validity of these ideas theoretically and empirically. We conclude that NPM’s reform programme should be reconsidered. Although the evidence indicates that a results-oriented culture is positively associated with performance, we find little support for the assumed benefits of NPM-type performance contracting. In addition, the results suggest that both the effects of decentralization and the reliance on rules and procedures are opposite to NPM’s expectations.
131 citations
TL;DR: In this paper, the authors describe a 5-step PM reform process that helps organizations achieve this change and that shows promise for increasing satisfaction and positive outcomes from PM processes, and they also provide a model for organizational culture and behavior change efforts beyond PM.
Abstract: In spite of numerous attempts over decades to improve performance management (PM) systems, PM is viewed as more broken than ever, with managers and employees seeing it as a burdensome activity that is of little value. Yet, the behaviors that PM is meant to achieve are in fact important drivers of engagement and performance. So where is the disconnect? The problem is that formal PM systems have reduced PM to intermittent steps and processes that are disconnected from day-to-day work and behaviors that actually drive performance: communicating ongoing expectations, providing informal feedback in real time, and developing employees through experience. To deliver on its promise, PM needs to shift from focusing on the formal system to focusing on the PM behaviors that matter every day. We describe a 5-step PM reform process that helps organizations achieve this change and that shows promise for increasing satisfaction and positive outcomes from PM processes. Central to the intervention is that organizational members need to intentionally practice and solidify effective PM behavior through a structured, on-the-job, experiential learning intervention that yields meaningful behavior change. The change-management and training interventions discussed here provide a model for organizational culture and behavior change efforts beyond PM.
129 citations
Journal Article•
TL;DR: Deloitte as mentioned in this paper designed a performance management system based on a simple counting of hours, a review of research in the science of ratings, and a carefully controlled study of its own organization.
Abstract: Like many other companies, Deloitte realized that its system for evaluating the work of employees—and then training them, promoting them, and paying them accordingly—was increasingly out of step with its objectives. It searched for something nimbler, real-time, and more individualized—something squarely focused on fueling performance in the future rather than assessing it in the past. The new system will have no cascading objectives, no once-a-year reviews, and no 360-degree-feedback tools. Its hallmarks are speed, agility, one-size-fits-one, and constant learning, all underpinned by a new way of collecting reliable performance data. To arrive at this design, Deloitte drew on three pieces of evidence: a simple counting of hours, a review of research in the science of ratings, and a carefully controlled study of its own organization. It discovered that the organization was spending close to 2 million hours a year on performance management, and that “idiosyncratic rater effects” led to ratings that revealed more about team leaders than about the people they were rating. From an empirical study of its own high-performing teams, the company learned that three items correlated best with high performance for a team: “My coworkers are committed to doing quality work,” “The mission of our company inspires me,” and “I have the chance to use my strengths every day.” Of these, the third was the most powerful across the organization. With all this evidence in hand, the company set about designing a radical new performance management system, which the authors describe in this article. INSETS: Idea in Brief.;How Deloitte Built a Radically Simple Performance Measure
120 citations
TL;DR: In this paper, the authors explore the possible relationships between organizational ethical climates, ability-enhancing practices and motivation-enhancement practices in human resource management and investigate the possible moderating role played by their employees' perception of corporate sustainability.
Abstract: The increasing challenges faced by organizations have led to numerous studies examining human resource management (HRM) practices, organizational ethical climates and sustainability. Despite this, little has been done to explore the possible relationships between these three topics. This study, based on a probabilistic sample of 6,000 employees from six European countries, analyses how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible moderating role played by their employees’ perception of corporate sustainability. Findings demonstrate that ability-enhancing practices (i.e. recruiting, selection and training) and opportunity-enhancing practices (i.e. job design, industrial relationships and employee involvement) improve benevolent and principled organizational ethical climates, while motivation-enhancing practices (i.e. performance management, compensation and incentives) rather than being related to these organizational ethical climates, are linked to the egoistic climate. In addition, the perceptions of the company’s employees in terms of corporate sustainability moderate these relationships, by reinforcing the positive relationships of ability-enhancing and motivation-enhancing HRM practices in terms of benevolent and principled ethical climates and by reducing the positive relationships between motivation-enhancing practices and egoistic climate. Specific implications for HRM research, teaching and practice are then advanced and discussed.
118 citations
TL;DR: The analysis demonstrates that the maturity models with certain characteristics, promote organisational learning as well as enabling efficient and effective assessment of the performance management practices of the organisations.
Abstract: Over the last 20 years, the field of performance measurement (PM) has evolved from measurement to management. Investigations demonstrated the relevance of PM in management of organisations’ results. Although maturity model concept was widely used, the value of maturity models in PM has not been purposefully investigated. To address this gap, this research formulated three research questions: (1) How do maturity models in the field of performance measurement and management (PMM (2) research team adopted one of the available maturity models and facilitated self-assessments with the management teams of the same 12 companies. Results from both the studies were compared and high levels of congruence were identified. The analysis demonstrates that the maturity models with certain characteristics, promote organisational learning as well as enabling efficient and effective assessment of the performance management practices of the organisations.
112 citations
TL;DR: Li et al. as discussed by the authors used data from China Statistics Yearbooks and several official news archives to show that the implementation of the new performance management system reduced emissions only for air pollutants, which are the most publicly visible among the targeted pollutants.
111 citations
TL;DR: In this article, the authors present a review of existing material flow cost accounting literature, identifying promising avenues for research, the scope of application within companies and broadening of methods for investigation.
TL;DR: In this paper, the authors examine the management control systems developed by universities and groups within them, to manage research within UK University Business and Management Schools, and find that the internal management control system developed by academics themselves amplify the controls imposed by the Research Excellence Framework (this paper) and the previous Research Assessment Exercises.
Abstract: Purpose – The purpose of this paper is to examine the management control systems developed by universities and groups within them, to manage research within UK University Business and Management Schools. Specifically, the paper analyses how universities develop their internal management control systems in response to an externally imposed regulatory system. It also provides an agenda for future research. Design/methodology/approach – The paper uses a middle range approach to consider the UK Research Excellence Framework (REF) and the previous Research Assessment Exercises. It uses the language provided by a number of conceptual frames to analyse insights from the lived experience, and builds on previous literature that has recognised the perverse outcomes of such performance measurement systems. Findings – The study finds that the internal management control systems developed by academics themselves amplify the controls imposed by the REF. These internal control systems are accepted by some academics alth...
TL;DR: The results from cluster analysis showed that legal and other requirements and environmental aspects are the both more representative requirements and there is a great concern for companies to meet the legal requirements as well as the conservation of environmental resources.
TL;DR: In this article, the authors provide information to assist those involved in performance measurement in police organizations, and the strategies used to identify the literature are described, and they offer two conclusions: the measures best aligned with performance are typically more expensive, while most operational data should only provide contextual information.
Abstract: This study provides information to assist those involved in performance measurement in police organisations. The strategies used to identify the literature are described. Thematic sections cover; general overviews; methodological issues; performance management in other industries; national, international and cross-national studies; frameworks (e.g. Compstat; the Balanced Scorecard); criticisms (particularly unintended consequences); crime-specific measures; practitioner guides; performance evaluation of individual staff; police department plans and evaluations; annotated bibliographies in related areas, and; other literature. Our discussion offers two conclusions: the measures best aligned with performance are typically more expensive, while most operational data should only provide contextual information; the philosophy of open governance should be pursued to promote transparency, accountability and communication to improve police performance.
Book•
03 Jul 2015TL;DR: In this article, the authors provide an introduction to the concept of sustainability in the context of transportation planning, management, and decision-making, and discuss the benefits and limitations of current approaches to sustainable development in transportation.
Abstract: This textbook provides an introduction to the concept of sustainability in the context of transportation planning, management, and decision-making. The book is divided into two parts. In the first part, indicators and frameworks for measuring sustainable development in the transportation sector are developed. In the second, the authors analyze actual planning and decision-making in transportation agencies in a variety of governance settings. This analysis of real-world case studies demonstrates the benefits and limitations of current approaches to sustainable development in transportation. The book concludes with a discussion on how to make sustainability count in transportation decision-making and practice.
TL;DR: A semantic web based approach to the performance gap problem is presented, describing how heterogeneous building data sources can be transformed into semantically enriched information.
TL;DR: In this paper, the authors examine the effects of training on the implementation of performance management reforms in the U.S. federal government, asking whether those exposed to training are more likely to use performance data and strategic goals when making decisions.
Abstract: Training is much discussed but rarely studied in public management. Using multiple waves of survey data, the authors examine the effects of training on the implementation of performance management reforms in the U.S. federal government, asking whether those exposed to training are more likely to use performance data and strategic goals when making decisions. Training is positively associated with reform implementation, but there is little evidence that this association can be explained by the development of specific capacities to overcome performance management challenges. The findings offer two implications for the practice and study of training. The authors propose that training is likely to succeed if it is designed and funded to close specific capacity gaps needed for successful reform implementation. However, it is also necessary to better understand alternative causal mechanisms by which training facilitates reform implementation, such as explaining and justifying reforms.
Practitioner Points
Training can facilitate the implementation of new policies by providing information about the policies, justifying why they are needed, and giving employees the capacity to put the new policies in place.
Using training to build specific employee capacities is more complex, resource intensive, and rare than using training to provide information and justify reforms.
Effective training in government requires not just more resources but also better understanding of the specific capacities needed and how to create them—research can help by identifying the most significant capacity gaps in policy implementation.
Book•
20 Jun 2015
TL;DR: Performance Measures, Performance Models, Performance Planning, and Performance Contracting - Interactive Benchmarking are introduced.
Abstract: Introduction to Benchmarking.- Performance Measures.- Performance Models.- Performance Analysis - DEA.- Performance Analysis - SFA.- Performance Planning.- Performance Restructuring.- Performance Contracting.- Interactive Benchmarking.
TL;DR: In this article, the authors examined whether psychological contract fulfillments are associated with employees' perceived fairness of performance appraisal fairness and found that psychological contract fulfilment is associated with perceived fairness.
Abstract: While the recent literature acknowledges the importance of performance appraisal fairness in high-performing organizations, one of the major challenges facing human resource management (HRM) is establishing both an effective and a fair performance appraisal system; yet little is known about the key organizational and psychological factors that affect employees’ perception of performance appraisal fairness, especially in public organizations. In regards to employees’ perception of performance appraisal fairness, most studies have focused on the structural factors rather than the cognitive or psychological perspectives. Particularly, one of the key overlooked factors driving employees’ perceived fairness of performance appraisal is psychological contract fulfillment, which describes the expectations between an employee and the employer and what each gives and expects in return from the other. This study examines whether psychological contract fulfillments are associated with employees’ perceived fairness of...
07 Aug 2015
Abstract: Game-thinking is beginning to appear in a wide variety of non-game contexts, including organizational support settings like human resource management (HRM). The purpose of this chapter is two-fold: 1) to explore the opportunities for game-thinking via gamification and serious games in HRM based on current and previous HRM literature and 2) to identify future research areas at the intersection of game-thinking and HRM. Prevailing HRM theories will be applied to the use of game-thinking in different sub-fields of HRM, including recruitment, selection, training, and performance management.
TL;DR: In this article, the authors examined the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm and found that the feed-forward intervention increased performance relative to the performance appraisal.
Abstract: This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm. Managers (n?=?25) were randomly assigned to one of two conditions. Employees (n?=?70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform significantly better on the job four months later than employees (n?=?75) who received the company's traditional performance appraisal interview. The finding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal
TL;DR: The purpose of the present study was to document the various types of staff and supervisory training and performance management procedures offered to BACB® certificants and aspirants working in applied settings.
Abstract: The costs for delivering services to individuals with autism and other disabilities total more than $137 billion annually and grow exponentially. Given this figure, service-delivery organizations are under pressure to ensure staff are well-prepared to deliver services through the provision of training. Providing effective staff training and performance management is also necessary for the delivery of evidence-based practice and is an ethical obligation for Behavior Analyst Certification Board®, Inc. (BACB®) certificants. The purpose of the present study was to document the various types of staff and supervisory training and performance management procedures offered to BACB® certificants and aspirants working in applied settings.
TL;DR: In this article, the authors investigate which electronic performance monitoring techniques and monitoring characteristics are associated with negative employee reactions using survey responses from 190 student workers and find that close performance monitoring (via cameras, data entry, chat and phone recording) had significant negative effects on job attitudes such as job satisfaction and affective commitment.
Abstract: Implementing electronic performance monitoring in the workplace might improve the efficiency and quality of employee data that are collected. These intended benefits might be discounted or even eliminated if employees have a negative reaction to the monitoring process. The goal of this exploratory study was therefore to investigate which electronic performance monitoring techniques and monitoring characteristics are associated with negative employee reactions using survey responses from 190 student workers. Results showed that close performance monitoring (via cameras, data entry, chat and phone recording) had significant negative effects on job attitudes such as job satisfaction and affective commitment. Similar effects were observed for employee self-efficacy and perceived control. Attitudes were furthermore negatively impacted when the monitoring was focused on individuals and unpredictable, which also reduced organisational citizenship behaviour while continuous monitoring reduced self-efficacy. These findings suggest that the benefits of close monitoring may be overshadowed by negative employee reactions.
TL;DR: In this paper, a conceptual framework that demonstrates the mechanisms through which talent management (TM) leads to the various dimensions of employee performance is provided. But, it is not shown that the implementation of a TM system leads to employee performance, but a TM output mediates the relationship between TM and employee performance.
Abstract: Purpose – The purpose of this paper is to provide a conceptual framework that demonstrates the mechanisms through which talent management (TM) leads to the various dimensions of employee performance. Design/methodology/approach – A literature-based analysis was employed by combining concepts from TM and employee performance. The syntheses of these two concepts lead to the development of the conceptual framework. Findings – The findings show that, implementation of a TM system leads to employee performance, but a TM output mediates the relationship between TM and employee performance. Originality/value – This paper has contributed to the conceptualisation of TM and employee performance which will help to improve theory, research and practice in all fields concerned with individual work performance.
01 Oct 2015-Acta informatica medica : AIM : journal of the Society for Medical Informatics of Bosnia & Herzegovina : časopis Društva za medicinsku informatiku BiH
TL;DR: Performance dashboards developed on performance measurement and executive information systems principles and supported by proper back-end infrastructure will result in creation of dynamic reports that help healthcare managers to consistently measure the performance, continuously detect outliers, deeply analyze causes of poor performance, and effectively plan for the future.
Abstract: Background: Static nature of performance reporting systems in health care sector has resulted in inconsistent, incomparable, time consuming, and static performance reports that are not able to transparently reflect a round picture of performance and effectively support healthcare managers’ decision makings. So, the healthcare sector needs interactive performance management tools such as performance dashboards to measure, monitor, and manage performance more effectively. The aim of this article was to identify key issues that need to be addressed for developing high-quality performance dashboards in healthcare sector. Methods: A literature review was established to search electronic research databases, e-journals collections, and printed journals, books, dissertations, and theses for relevant articles. The search strategy interchangeably used the terms of “dashboard”, “performance measurement system” and “executive information system” with the term of “design” combined with operator “AND”. Search results (n=250) were adjusted for duplications, screened based on their abstract relevancy and full-text availability (n=147) and then assessed for eligibility (n=40). Eligible articles were included if they had explicitly focused on dashboards, performance measurement systems or executive information systems design. Finally, 28 relevant articles included in the study. Results: Creating high-quality performance dashboards requires addressing both performance measurement and executive information systems design issues. Covering these two fields, identified contents were categorized to four main domains: KPIs development, Data Sources and data generation, Integration of dashboards to source systems, and Information presentation issues. Conclusion: This study implies the main steps to develop dashboards for the purpose of performance management. Performance dashboards developed on performance measurement and executive information systems principles and supported by proper back-end infrastructure will result in creation of dynamic reports that help healthcare managers to consistently measure the performance, continuously detect outliers, deeply analyze causes of poor performance, and effectively plan for the future.
TL;DR: In this paper, the authors explore key challenges of adopting, designing and managing performance-based contracts for advanced logistics services, as seen by providers, through 38 semi-structured interviews and review of 43 documents such as contracts and customer target letters.
Abstract: Purpose – The purpose of this paper is to explore key challenges of adopting, designing and managing performance-based contracts (PBC) for advanced logistics services, as seen by providers. The shift toward performance-based solutions has proved challenging since providers often struggle to link performance to their payment. Despite such managerial challenges, empirical research in this area has been limited. Design/methodology/approach – A multi-case design was adopted. Three cases of logistics service providers were selected based on purposive sampling. Data were collected through 38 semi-structured interviews and review of 43 documents such as contracts and customer target letters. Findings – Key PBC adoption challenges include customer and provider intention to align their goals and incentives as well as their views on risk and reward sharing. Contract design challenges center around performance metric definition and weighting, designing performance monitoring systems that consider service co-producti...
TL;DR: In this article, the impact of training on employee performance in pharmaceutical industry in Karachi Pakistan has been analyzed and the results reveal that the more the employee gets training, the more efficient their level of performance would be.
Abstract: Employees are major assets of every organization. The accomplishment of the industry depends on its employee performance. Therefore, upper management knows the significance of expense in training for the advantage of improving employee performance and also places them to get the challenges of the today’s competitive business environment. This research also aims to see the “Impact of Training on Employee Performance in Pharmaceutical Industry in Karachi Pakistan”, in which Training consider as independent whereas dependent variable ‘Employee Performance‘ having its Performance areas i.e.; demonstrating team work, communication skill, customer service, interpersonal relationship and reduced absenteeism and its Developments areas i.e.; job-satisfaction, employee motivation, new technologies, efficiencies in process and innovation in strategies as its levers. The paper presents a concise summary of the literature on the value of training in improving the performance of the employees. Four pharmaceutical companies are selected. A survey of 356 employees via self administrated questionnaire with the help of random sampling technique is conducted with the response rate of 96%. Two sets of hypothesis are developed which relate directly to the research questions. SPSS 19 is used to perform reliability, descriptive, correlation and regression analysis. The analysis shows a positive significant relationship between them and the results reveal that the more the employee gets training, the more efficient their level of performance would be. The last section of the paper concludes along with recommendation to give guidelines for future research.
TL;DR: The concept of hybridity at both the organizational and individual levels of academic performance management has been explored in this article, where 100 interviews were conducted in the Netherlands, Sweden, and the UK between 2007 and 2011.
Abstract: Recent developments in the higher education sectors of the Netherlands, Sweden, and the UK concerning accountability and performance measurement in research have resulted in a variety of responses from individual academics. The concept of hybridity enables us to explain these developments over time. Our longitudinal data consisted of 100 interviews in 2007 and 2011. There are more managerial and performance-oriented measures at the organizational level, involving a stronger output orientation and increased formalization, leading to an altered research culture. At the individual level, the focus on output appraisal expands the potential importance of sanctions, making managerial and professional tasks more connected. The concept of hybridity at the organizational and the individual levels places our theoretically developed coping mechanisms in a more dynamic perspective. This has elaborated our understanding of how academics cope with performance management, within their institutional and national contexts.
TL;DR: Performance appraisal programs are touted as a management control tool for implementing organizational goals and driving organizational performance as discussed by the authors, but how these programs do that has not been evaluated and how they can be evaluated.
Abstract: Performance appraisal programs are touted as a management control tool for implementing organizational goals and driving organizational performance but how these programs do that has not been evalu
TL;DR: In this article, the concept of organizational social capital is introduced and connected to research on performance management, providing a conceptual definition and discussing related measurement issues, and the authors theorize that structural (social interaction), relational (trust) and cognitive (common goals) organizational Social capital foster the use of performance information and thereby relates social capital to an outcome variable that has recently received much attention in research on Performance Management reforms.
Abstract: This article introduces the concept of organizational social capital and connects it to research on performance management, providing a conceptual definition and discussing related measurement issues. The article theorizes that structural (“social interaction”), relational (“trust”), and cognitive (“common goals”) organizational social capital foster the use of performance information and thereby relates social capital to an outcome variable that has recently received much attention in research on performance management reforms. The article bridges performance management studies to the broader organizational science literature, pointing out a gap in prior work and setting the stage for further research.