Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

Since the early 1980’s the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: Level of analysis (individual/ group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four sub-areas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently

Towards a POAR artefact for process-oriented appraisals and rewards

This study tackles the misalignment challenges between Business Process Management (BPM) and Human Resource Management (HRM), and more specifically regarding employee appraisals and rewards. By following the Design-Science Research (DSR) methodology, we will develop artefacts to help managers obtain an overview of what to change for better aligning appraisals and rewards to their business processes. This work-in-progress intends to contribute to a better understanding of this BPM-HRM alignment, and will offer practical solutions to a contemporary business issue

Performance appraisal and career opportunities: A case study

,Performance; Career

Do Competency Frameworks Influence Business Performance? An Empirical Study of the Nigerian Banking Sector

The competency-based management system has grown to become one of the most influential HRM tools of the 21st century. However, there remains limited empirical data addressing the relationship between the adoption of a competency framework and organizational performance. The study reported upon in this paper is based within the Nigerian banking sector. A qualitative methodological approach was adopted, employing interviews with employees of the top ten high street banks in Nigeria. The result of the field data was subsequently analyzed using NVivo in order to achieve the aim of the research. The findings revealed that competency-based management frameworks are being used and that indeed they are a key management tool within the selected Nigerian banks. Importantly, the findings clearly suggest the adopted competency frameworks are having a positive impact on the banks’ performance

EXAMINING THE MANAGERIAL SKILLS/COMPETENCIES NEEDED TO TRANSITION FROM A TRADITIONAL PERFORMANCE APPRAISAL TO A DEVELOPMENTAL PERFORMANCE APPRAISAL

The purpose of this qualitative methods case study was to examine the differences and difficulties of delivering a performance appraisal that was developmental in nature from that of a traditional appraisal, as well as to identify the skills/competencies required of store managers and developmental activities needed to make a transition from a traditional performance appraisal to a performance appraisal system that was developmental in nature. Such a change should not be taken lightly by organizations, given that the task of delivering an evaluation varies. Four research questions guided the study. First, what are the differences between a performance appraisal that is developmental in nature and a traditional one? Second, what are the difficulties in utilizing a performance appraisal as a means to developing talent? Third, what competencies/skills are needed by managers to develop successfully a developmental performance appraisal? Fourth, how can the organization for which you work, prepare a manager to deliver a meaningful evaluation that is part of a developmental program? Qualitative data included subject matter expert interviews to collect their perceptions of the performance evaluation process. Face-to-face interviews were conducted with the store managers to determine their perceptions about ways in which performance evaluation should be carried out to ensure proper feedback and continuous improvement. Statistical and content analysis were conducted on the collection information to answer the study\u27s research questions. The findings of this study did contribute to the literature by pointing to the specific skills that managers need when dealing with developmental appraisal. Furthermore, the time and resource implications to the organization were highlighted, which called for in-depth research on ways in which to either automate or streamline the process, as it could erode organizations’ bottom line. Pertaining to the appraisal tool itself, this study contributed to identifying the need for specific questions and going full circle with timely follow-up discussions with employees in determining the progress made by ensuring their personal and organizational success. This research aided companies in aligning the talent management process with policies and practices. By investing in a performance appraisal process that was developmental and empowering management to conduct appraisals, feedback, and development of employees, retail companies could achieve even more success as an organization can only be as successful as its employees and managers

The Case of the National Economic and Development Authority

학위논문 (석사) -- 서울대학교 대학원 : 행정대학원 글로벌행정전공, 2020. 8. 권일웅.Given that there are several attributes relating to the goal setting and planning process, the researcher identified a need to investigate the relationship of these attributes to organizational performance and understand which among these can influence organizational performance better. The study also tried to assess if the performance management system is working as an effective tool in facilitating strategic alignment of goals within the organization and in improving organizational performance. The study found that the use of goal setting in performance appraisal, organizational facilitation of goal achievement, and goal clarity have relatively high association with organizational performance. Further, it was also revealed that goal stress has a positive relationship with organizational performance. Additional findings suggested that depending on the measure of organizational performance, different combinations of goal setting and planning attributes exist.목표 설정과 계획수립 과정에 관련된 여러 특성을 고려하면 본 연구자는 이러한 특성들의 관계를 조사하고 이러한 특성들 중 어떤 것이 더 나은 조직 성과에 영향을 미칠 수 있는지를 이해해야 할 필요성을 확인했다. 또한 성과 관리 시스템이 조직 내 목표의 전략적 일관성을 촉진하고 조직 성과를 개선하는데 효과적인 수단으로서 작용하는지 평가하려고 시도하였다. 본 연구는 성과 평가에서 목표 설정의 이용, 목표 달성의 조직적 촉진, 그리고 목표 명료성은 조직 성과와 상대적으로 높은 연관성을 가지고 있다는 것을 발견 하였다. 게다가 또한 목표 스트레스는 조직 성과와 긍정적 관계가 있다는 것을 나타내었다. 추가적 연구 결과는 조직적 성과의 평가에 따라 목표 설정과 계획 속성의 다른 조합들이 존재하는 것을 제안한다.Chapter I: Introduction 1 Chapter II: Literature Review and Hypotheses 4 Organizational Performance 4 Goal Setting and Planning and Organizational Performance 7 1 Supervisor Support and Organizational Performance 12 2 Goal Stress and Organizational Performance 13 3 Goal Efficacy and Organizational Performance 15 4 Goal Rationale and Organizational Performance 17 5 Use of Goal Setting in Performance Appraisals and Organizational Performance 18 6 Tangible Rewards and Organizational Performance 19 7 Goal Conflict and Organizational Performance 21 8 Organizational Facilitation of Goal Achievement and Organizational Performance 22 9 Dysfunctional Effect of Goals and Organizational Performance 25 10 Goal Clarity and Organizational Performance 26 Quality Performance Management System28 Research Model 31 Chapter III: Methodology 33 Sample Selection 33 Data Collection Procedure 38 Measures 39 Data Analysis 43 Chapter IV: Results 45 Summary Statistics 45 Correlation Matrix 49 Regression Analysis 51 Chapter V: Discussion 60 Practical Implications 69 Summary and Conclusion 71 Limitations and Recommendations for Future Research 74 References 76 Annex (Survey Questionnaire) 85 Abstract in Korean 89Maste

The Role of Human Resource Practices in Petro-Chemical Refinery Performance

This study examined the impact of Human Resource (HR) practices (selection, training, compensation, and appraisal) and participation on the financial performance of U.S. petrochemical refineries. Survey results from HR and Operations respondents indicated that appraisal and training were significantly related to workforce skills and that training and compensation were marginally related to workforce motivation. In addition, only training was significantly related to refinery performance, although the relationship was negative. However, selection, compensation, and appraisal interacted with participation in determining refinery financial performance such that each of these practices were strongly positively related to financial performance only under highly participative systems. Implications are discussed

Business Process Performance - Investigating the Impact of Process-Oriented Appraisals and Rewards on Success

Considering humans are involved in business process activities, process-oriented appraisals and rewards (POAR) can help stimulate process outcomes. Given a lack of knowledge about the intersection between business process management (BPM) and human resource management (HRM), the authors delve into POAR. The study starts from the theoretical capabilities of BPM and then follows a mixed-method design to develop rich and substantive evidence for successful POAR implementations. Empirical data was collected by ten case organizations experienced in POAR, and a survey with 403 higher-level managers across four continents. From the case data, diverse perspectives have emerged on the supporting capabilities for POAR and especially their interrelationships. Additionally, statistical evidence shows a decisive role of POAR in affecting process performance. While all BPM-specific capabilities seem to matter for POAR, only some also contribute to process performance through POAR. Novelty in the work resides in producing a POAR-based process performance model

An assessment of the Performance Management System at the organisation under study.

Masters Degree. University of KwaZulu-Natal, Durban.The organisation under study is a global liner shipping company. It has about 170 modern ships, close to 7.4 million twenty-foot Equivalent Unit shipped each year. The company has 9,300 employees working at 360 sites in 120 countries. Though the organisation under study has been in existence for many years, the company has been working without evaluating its informal formal performance management system to ascertain if the system was effective to ensure that employees’ performance contributed to the realisation of the goals and objectives of the company. Therefore, the assessment of the informal performance management system at the organisation under study is important in ensuring that the companies achieves its organisational vision and set of objectives. The study, therefore, aims at assessing the performance management system at the organisation under study. A case study research design was used as research blueprint and qualitative research method was employed in the study to uncover and understand the employees’ perceptions of the performance management system at the organisation under study using in-depth interviews. The data collected was analysed using the thematic analyses method. The main findings revealed that the performance management system at the organisation under study was quite effective because of the tools used to measure employee performance including having different forms of performance feedback provided to employees, provision of rewards, implementation of amendments to objectives, as well as the considerable understanding of objectives. It is recommended that for the informal performance management system at the organisation under study to yield better results, it should be managed by administrator and monitoring team. This will ensure that the performance is measured fairly and in line with performance management guidelines, performance feedback is conducted on an ongoing basis, both financial and non-financial rewards are provided to employees, objectives are assessed frequently to ensure that they are in line with the changing business environment and communication is promoted at all levels of employees. These recommendations may enable the organisation under study to have an effective performance management system that will allow employees to achieve their set objectives