Group 7: Performance Management Salma Shaw, Carol Yan, Cynthia Tran, Danthy Hoang
“THE INVISIBLE EYE? ELECTRONIC PERFORMANCE MONITORING AND EMPLOYEE JOB PERFORMANCE” SALMA SHAW DEVASHEESH P. BHAVE. Personnel Psychology. Autumn 2014, Vol. 67 Issue 3, p p. 4 Charts. site=ehost-live
KEY TERMS 1) Employee Performance Monitoring (EPM) 2) Organization Citizenship Behaviors (OCBs) 3) Counterproductive Work Behaviors (CWBs) 4) Task Performance
INTRODUCTION The study was set in two large call centers. Matched the Supervisor-Employee Data, EPM system data. Examined the use of EPM in relation to Task performance, CWBs, & OCBs.
RESULT The more frequent use of EPM by supervisors, the better OCBs and task performance by employees. However, the relation between supervisory use of EPM and CWBs were negative.
RESULT SUPERVISORY USE OF EMP 0.02 CWBs 0.36 TASK PERFORMANCE 0.41 COBs 2.97 Call QUALITY
TAKE HOME MESSAGE HR should : 1. Make certain that the EPM system complies with employment laws. 2.provide supervisory training programs.
Rocking the Boat But Keeping It Steady: The Role of Emotion Regulation in Employee Voice Carol Yan
Key Terms Emotion Regulation Knowledge Deep Acting Surface Acting
Purpose Voice enables orgs to view other perspectives and learn from mistakes that could have been costly Lack of emotion regulation knowledge - will come off as complaints and criticisms → low performance evaluations Ex: anger, frustration, dissatisfaction Fear - discourages people from speaking up
Method 100 employees at a optometry company chosen by who actually participated in the surveys Emotion Regulation Knowledge → STEM Emotion Labor Strategies → Surveys Performance Evaluations & Voice Behaviors → provided by 3 HR Managers
Results
Take Home Message Incentive Program cash or company recognition award for idea implementation Weekly 1:1 reviews provide feedback for improvements Online employee discussion forums
Examining the Role of Narrative Performance Appraisal Comments on Performance Cynthia Tran
Key Terms Quality managerial feedback Year-lagged performance Interactional justice Favorability
Purpose Hypothesis 1: Quality managerial feedback will be related to greater year-lagged performance Hypothesis 2: Done through mechanisms of positive/negative emotional reactions in subordinates’ narrative comments
Method Sample of 1,019 clinical nurses Data collected from organization’s yearly performance appraisals Self-evaluations using numerical ratings and narrative comments Employees used 4-point scale to rate emotion Managers also evaluated the employees based on
Result
Take Home Message Managers need to conduct performance appraisals more frequently and implement goal setting with employees Keep negative comments to a minimum as much as possible and keep employees motivated Provide specific solutions on how employee can improve performance
Trusting the fair supervisor: the role of supervisory support in performance appraisals Danthy Hoang
Key Terms Distributive justice Procedural justice Interpersonal justice Informational justice Perceived supervisory support (PSS)
Purpose Justice perceptions in performance appraisals → high levels of trust in supervisor Interpersonal and informational justices → more related to trust in supervisor Mediated by influence of PSS
Method Self-report survey Sample divided in half Calibration Cross-validation Questions “During my last performance evaluation, my supervisor…” “In general, my level of confidence that my supervisor…”
Results Interpersonal Justice Informational Justice Perceived Supervisory Support Supervisory Trust “Overall, my supervisor… strongly considers my goals and values.”
Take Home Message Increase supervisor’s skills in interpersonal relations and support Incorporate into training programs Semi- annual performance appraisals Formal due process for employees to review appraisals
Group Take Home Message Review performance appraisals with HR personnel Re-evaluate every 5 years to align with organization Follow- up meetings (biweekly or monthly) Goal setting