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, p605-635. 31p. 4 Charts.
<http://libaccess.sjlibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=97638741&
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
0.02 CWBs
0.36 TASK PERFORMANCE
SUPERVISORY
USE OF EMP
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
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
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
Perceived
Supervisory
Support
Supervisory
Trust
Informational
Justice
“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