When does collective staff performance management work ?

Weidmann, Jean (Haute école d’ingénierie et de gestion du canton de Vaud, HES-SO // Haute Ecole Spécialisée de Suisse Occidentale) ; Gonin, François (Haute école d’ingénierie et de gestion du canton de Vaud, HES-SO // Haute Ecole Spécialisée de Suisse Occidentale) ; Konishi, Mario (Haute école d’ingénierie et de gestion du canton de Vaud, HES-SO // Haute Ecole Spécialisée de Suisse Occidentale)

Work being more and more complex and interdependent, organizations have started to use team goals and rewards since over 10 years. The collective staff performance management includes team goals (sometimes organizational goals), tasks to reach them, and financial or non - financial rewards. Scholars have studied the effect of team goals and incentives but mostly in simulation games. To our knowledge, no field research has been conducted with t he aim of asking directly those experiencing a collective staff performance management process what they think about it. This is why we interviewed 8 teams of 5 - 6 persons in a communication company and analy z ed their composition and dynamics against the process’ impact on their performance. Findings show that collective performance depends on some individual characteristics, interdependence and identification with the team, and manager’s style but, surprisingly, not on team’s characteristics perse . The need for additional and longitudinal studies is presented.


Mots-clés:
Type de conférence:
full paper
Faculté:
Economie et Services
Ecole:
HEIG-VD
Institut:
Institut Interdisciplinaire du Développement de l’Entreprise
Classification:
Economie/gestion
Adresse bibliogr.:
Warsaw, Poland, 17-20 June 2015
Date:
Warsaw, Poland
17-20 June 2015
2015
Pagination:
38 p.
Publié dans
Proceeding of European Academy of Management (EURAM) 2015
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 Notice créée le 2015-11-04, modifiée le 2018-12-05

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