Purpose of the Study ● To examine the relationship between supervisory use of EPM and performance (task performance, OCB, CWB, and call quality)
About the study ● Data collected from two large call centers o 204 CSRs and 24 supervisors participated ● Surveys completed by supervisors that assessed use of EPM systems and rated the subordinate’s task performance, OCBs, call quality, and CWB ● Separate quality departments for call quality o independent, objective assessments
Task Performance CWBOCBCall Quality Supervisory use of EPM
Take Home Message ● To avoid information overload, identify the key components used from EPM data o Scorecards, performance evaluations ● Supervisor training o consistent data interpretation ● Goal Setting ● Implement frequent performance evaluations-- every 2 months
Juana Paredes “Performance Management: Perceiving Goals as Invariable and implications for Perceived Job Autonomy and Work Performance.” By:Bard Kuvaas, Robert Buch and Anders Dysvik
Key Terms 1.Perceived Goals as Invariable 2.Perceived Job Autonomy 3.Performance Management 4.Goal-Setting Theory
Purpose of the Study ● To examine the use of Perceived Job Autonomy as a mediator to increase work performance. ● Hypothesis 2: Perceived Job Autonomy mediates the negative relationship between Perceived Goals and Invariable and Work Performance.
About the Study ● Online survey taken by employees from a municipality in Norway. o Educational, health, administrative and social services o 737 municipality workers, 40 supervisors ● Each sector heavily relied on the use of goals and goal attainment as indicators of employee work performance.
Take Home Message ●Include employees in the goal-setting process. ●Reduce HRM practices or systems that negatively affect employee job autonomy. ●Engage immediate supervisor ●Develop an innovative work environment to increase job autonomy.
Kassandra Magtibay Managing To Stay In The Dark: Managerial Self-efficacy, Ego Defensiveness, and The Aversion to Employee Voice By: Nathanael J. Fast, Ethan R. Burris, Caroline A. Bartel
Purpose of the study ● To examine the psychological processes that may lead some managers to become averse to employee voice
About the study Study 2 o Hypothesis: Ego defensiveness is the underlying mechanism explaining the relationships between managerial self-efficacy and voice solicitation o Method: Managerial scenario: Commuter airline 131 adult participants Pretest (manipulate self-affirmation) → Test (manipulate self-efficacy)
● The effects in the no self-affirmation group proved that they were driven by feelings of ego defensiveness (ED) o High ED (no self-affirmation) = Low self-efficacy, low voice solicitation, and negative feelings o Low ED (self-affirmation) = High self-efficacy, high voice solicitation, and positive feelings
Take Home message ● Ego defensiveness explains why employees withhold innovative ideas and why some managers hesitate to listen to their employees ● Executives can encourage their managers to foster a culture of voice and innovation o Workshops or training sessions o Online employee forum discussion board
Andres Ramirez Rocking The Boat But Keeping It Steady: The Role Of Emotion Regulation in Employee Voice By: Adam M. Grant
Purpose of the Study ● To examine the within-individual change in psychological capital over time and its relation in two types of employee performance outcomes (Supervisor-rated performance and financial performance)
About the Study ● Three Hypotheses examined ● Sample of 179 financial advisory employees ● Repeated measures of individual data were collected at three time periods; spanning over seven months ● Supplemental analyses explored the causal direction between psychological capital and employee performance
Take Home Message ● Developmental interventions aimed at increasing and sustaining overall psychological capital ● Resilience training to increase retention ● PCQ for selection and promotion
Group Take Home Message ● Managers need to set goals during each performance evaluation o Re-evaluate goals during each evaluation ● Management needs to incentivize more employee voice o Foster a safe/friendly work environment that encourages a strong voice ●Train leaders to role model positive work behaviors to increase work performance ●Personal or online training sessions with feedback