مشارکت کارکنان، معیارهای عملکرد و عملکرد شغلی
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مشارکت کارکنان، معیارهای عملکرد و عملکرد شغلی

عنوان فارسی مقاله: مشارکت کارکنان، معیارهای عملکرد و عملکرد شغلی: یک بررسی مبتنی بر نظریه خودمختاری
عنوان انگلیسی مقاله: Employee participation, performance metrics, and job performance: A survey study based on self-determination theory
مجله/کنفرانس: تحقیقات حسابداری مدیریت - Management Accounting Research
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت عملکرد، مدیریت منابع انسانی
کلمات کلیدی فارسی: مشارکت کارکنان، نظریه خودمختاری، معیارهای عملکرد عملیاتی، کیفیت اندازه گیری درک شده، انگیزه مستقل، عملکرد شغلی
کلمات کلیدی انگلیسی: Employee participation، Self-determination theory، Operational performance metrics، Perceived measurement quality، Autonomous motivation، Job performance
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.mar.2016.10.001
دانشگاه: University of Amsterdam Business School - P.O. Box 15953 - 1001 NL Amsterdam - The Netherlands
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2017
ایمپکت فاکتور: 4/410 در سال 2017
شاخص H_index: 72 در سال 2019
شاخص SJR: 1/426 در سال 2017
شناسه ISSN: 1044-5005
شاخص Quartile (چارک): Q1 در سال 2017
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 16
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
کد محصول: E10795
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Theory and hypotheses


3- Method


4- Results


5- Discussion Funding


References

نمونه متن انگلیسی مقاله

Abstract


Suitable and valid operational performance metrics are important means to translate an organization’s strategy into action. However, developing high-quality operational metrics is challenging because such metrics need the right degree of context specificity to be meaningful to the managers and employees who will use them. We investigated whether managers consider metrics that have been co-developed with operational employees to be of higher quality and, in turn, whether they use these metrics more—and whether this use is linked to greater employee job performance. On the basis of self-determination theory, we investigated if different uses of performance metrics have different effects. We surveyed 86 pairs of operational employees and their immediate managers in various jobs and industries and tested our hypotheses with structural equation modeling. Results showed that when employees were involved in the development of performance metrics, managers perceived the metrics to be of better quality and employed those metrics more for evaluating and rewarding employees. Moreover, we found employees’ performance was only higher when the metrics were used for evaluation purposes. We found no effect for using the metrics for monetary compensation or nonmonetary rewards. In sum, this study demonstrates that employee participation in the development of performance metrics has beneficial effects on the metrics’ quality, and shows that the subsequent effect on job performance depends on how these metrics are used. We discuss implications for managers who want to ensure that the effect on employee job performance is positive when they involve employees in the development of operational performance metrics.


Introduction


A critical function of contemporary performance measurement systems is the translation of strategies into operational terms (Evans, 2004; Franco-Santos et al., 2007, 2012; Ho et al., 2014; Melnyk et al., 2004). Here, “operational” refers to activities performed by work-floor employees inline positions, suchas operators and professionals. These individuals are directly involved in creating the actual products and/or services ofthe organization, whether they are operators in a factory, on-site construction workers, doctors working with patients, or university professors teaching classes. Our focus on operational employees and their first-line supervising managers is a distinguishing feature of this study. The work of operational employees is often context-specific (McKinnon and Bruns, 1992), and the peculiarities ofthe work present challenges to designing performance metrics that are valid, suitable, and meaningful quantified indicators of strategically relevant work activities (Hopp et al., 2009; Jordan and Messner, 2012; Lillis, 2002). Highquality operational performance metrics need to consider key details of the idiosyncratic aspects of how work is carried out, such as links between activities, reasonable standards in a particular context, resources used for the activities, and ways particular events are recorded and generate data (Wouters and Roijmans, 2011).

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