Performance Management: A model and research agenda

Performance Management deals with the challenge organizations face in defining, measuring and stimulating employee performance with the ultimate goal to improve organizational performance. Thus, Performance Management involves multiple levels of analysis and is clearly linked to the topics studied in strategic HRM as well as performance appraisal. This paper presents a model for Performance Management combining insights from strategic HRM and I/O psychology. The model incorporates multi-level elements, and adds to previous models by explicitly incorporating employee perceptions, the role of direct supervisors and possible reversed causality. Challenges for future research are also presented

Reflexivity in Teams: A Measure and Correlates

Reflexivity -the extent to which teams reflect upon and modify their functioning- has been identified as a possible key factor in the effectiveness of work teams. The aim of the present study was to develop a questionnaire to measure (aspects of) reflexivity, with a focus on team reflection. The questionnaire was tested in two different samples, namely a first sample of 59 teams from fourteen different organizations (Study 1) and a confirmation sample of 59 school management teams (Study 2). In both samples, two factors of reflection were identified. These were labeled evaluation/learning and discussing processes/principles. Scale statistics showed good psychometric properties for the scales in both studies. We conclude that the scales form a parsimonious and valid instrument to assess reflexivity in teams