Viviana A. Zelizer
- Published in print:
- 2010
- Published Online:
- October 2017
- ISBN:
- 9780691139364
- eISBN:
- 9781400836253
- Item type:
- chapter
- Publisher:
- Princeton University Press
- DOI:
- 10.23943/princeton/9780691139364.003.0013
- Subject:
- Sociology, Economic Sociology
This chapter moves away from the analysis of economic transactions in intimate relations to studying intimacy within economic organizations. Just as some analysts have feared the commodification of ...
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This chapter moves away from the analysis of economic transactions in intimate relations to studying intimacy within economic organizations. Just as some analysts have feared the commodification of intimacy, others worry about “intimization,” the improper intrusion of intimacy in what are supposed to be efficiency-driven, impersonal organizations. The chapter asks why people worry so much about the presence of intimacy in organizations and reviews the evidence on its actual effects. It argues that while sexual intimacy, friendship, and kinship sometimes do disrupt organizations, they often coexist with organizational effectiveness, or even contribute to it. These three forms of intimacy are singled out not because they are interchangeable or because they mark degrees on some scale of intensity but because differences among them clearly show how the presence of intimacy within economic organizations affects organizational performance.Less
This chapter moves away from the analysis of economic transactions in intimate relations to studying intimacy within economic organizations. Just as some analysts have feared the commodification of intimacy, others worry about “intimization,” the improper intrusion of intimacy in what are supposed to be efficiency-driven, impersonal organizations. The chapter asks why people worry so much about the presence of intimacy in organizations and reviews the evidence on its actual effects. It argues that while sexual intimacy, friendship, and kinship sometimes do disrupt organizations, they often coexist with organizational effectiveness, or even contribute to it. These three forms of intimacy are singled out not because they are interchangeable or because they mark degrees on some scale of intensity but because differences among them clearly show how the presence of intimacy within economic organizations affects organizational performance.
David Otley
- Published in print:
- 2006
- Published Online:
- May 2007
- ISBN:
- 9780199283361
- eISBN:
- 9780191712623
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199283361.003.0013
- Subject:
- Economics and Finance, Financial Economics
This chapter begins by reviewing the roles that budgetary control systems take in helping managers assure organizational performance and by considering some of the growing criticisms of their ...
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This chapter begins by reviewing the roles that budgetary control systems take in helping managers assure organizational performance and by considering some of the growing criticisms of their efficacy that have been made in recent years. Two distinct views have been taken about the best way to proceed. The first espouses incremental improvement to budgetary control processes, both in terms of linking them more closely to operational requirements and planning systems, and also coping with the issues of rapid change with more frequent budget revision and the adoption of techniques such as rolling budgets. The second suggests the abandonment of budgetary control, replacing it with a variety of alternative techniques that will enable organizations to become more agile and adaptive. The chapter concludes with an outline of the main issues facing control systems designers, and indicates some ways forward for both practitioners and researchers.Less
This chapter begins by reviewing the roles that budgetary control systems take in helping managers assure organizational performance and by considering some of the growing criticisms of their efficacy that have been made in recent years. Two distinct views have been taken about the best way to proceed. The first espouses incremental improvement to budgetary control processes, both in terms of linking them more closely to operational requirements and planning systems, and also coping with the issues of rapid change with more frequent budget revision and the adoption of techniques such as rolling budgets. The second suggests the abandonment of budgetary control, replacing it with a variety of alternative techniques that will enable organizations to become more agile and adaptive. The chapter concludes with an outline of the main issues facing control systems designers, and indicates some ways forward for both practitioners and researchers.
Michael Power
- Published in print:
- 1999
- Published Online:
- October 2011
- ISBN:
- 9780198296034
- eISBN:
- 9780191685187
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198296034.001.0001
- Subject:
- Business and Management, Finance, Accounting, and Banking, Organization Studies
Since the early 1980s there has been an explosion of auditing activity in the United Kingdom and North America. In addition to financial audits there are now medical audits, technology audits, value ...
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Since the early 1980s there has been an explosion of auditing activity in the United Kingdom and North America. In addition to financial audits there are now medical audits, technology audits, value for money audits, environmental audits, quality audits, teaching audits, and many others. Why has this happened? What does it mean when a society invests so heavily in an industry of checking and when more and more individuals find themselves subject to formal scrutiny? This book argues that the rise of auditing has its roots in political demands for accountability and control. At the heart of a new administrative style, internal control systems have begun to play an important public role and individual and organizational performance has been increasingly formalized and made auditable. The author argues that the new demands and expectations of audits live uneasily with their operational capabilities. Not only is the manner in which they produce assurance and accountability open to question but also, by imposing their own values, audits often have unintended and dysfunctional consequences for the audited organization.Less
Since the early 1980s there has been an explosion of auditing activity in the United Kingdom and North America. In addition to financial audits there are now medical audits, technology audits, value for money audits, environmental audits, quality audits, teaching audits, and many others. Why has this happened? What does it mean when a society invests so heavily in an industry of checking and when more and more individuals find themselves subject to formal scrutiny? This book argues that the rise of auditing has its roots in political demands for accountability and control. At the heart of a new administrative style, internal control systems have begun to play an important public role and individual and organizational performance has been increasingly formalized and made auditable. The author argues that the new demands and expectations of audits live uneasily with their operational capabilities. Not only is the manner in which they produce assurance and accountability open to question but also, by imposing their own values, audits often have unintended and dysfunctional consequences for the audited organization.
Philip Stiles and Bernard Taylor
- Published in print:
- 2002
- Published Online:
- January 2010
- ISBN:
- 9780199258161
- eISBN:
- 9780191718342
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258161.003.0005
- Subject:
- Business and Management, Corporate Governance and Accountability
Several control mechanisms have been proposed to ensure that managerial discretion is aligned with shareholder interests. The major external mechanism is the market for corporate control, in which ...
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Several control mechanisms have been proposed to ensure that managerial discretion is aligned with shareholder interests. The major external mechanism is the market for corporate control, in which the threat of takeover induces incumbent management to greater efficiency. However, this mode of control has limited effectiveness due to imperfections in the market and the wider effects of takeover bids. A great deal of attention has focused on the chief internal mechanism for control: the board of directors. This chapter examines the role of boards of directors in corporate control and argues that, contrary to the managerialist tradition, the boards can exert control over the running of the organisation by using management control systems, assessing top management, and determining their incentives and sanctions. In addition to monitoring past and present organisational performance, directors also actively diagnose opportunities for the firm through data from control systems, thereby facilitating organisational change.Less
Several control mechanisms have been proposed to ensure that managerial discretion is aligned with shareholder interests. The major external mechanism is the market for corporate control, in which the threat of takeover induces incumbent management to greater efficiency. However, this mode of control has limited effectiveness due to imperfections in the market and the wider effects of takeover bids. A great deal of attention has focused on the chief internal mechanism for control: the board of directors. This chapter examines the role of boards of directors in corporate control and argues that, contrary to the managerialist tradition, the boards can exert control over the running of the organisation by using management control systems, assessing top management, and determining their incentives and sanctions. In addition to monitoring past and present organisational performance, directors also actively diagnose opportunities for the firm through data from control systems, thereby facilitating organisational change.
Shailendra Singh and Vishal Gupta
- Published in print:
- 2019
- Published Online:
- January 2020
- ISBN:
- 9780199498864
- eISBN:
- 9780190990619
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780199498864.003.0001
- Subject:
- Psychology, Developmental Psychology, Cognitive Models and Architectures
This chapter presents a review of research in the area of organizational performance in India during the last decade, which has become a challenge for organizations and management researchers. The ...
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This chapter presents a review of research in the area of organizational performance in India during the last decade, which has become a challenge for organizations and management researchers. The chapter begins with a critical analysis of the nature of performance measurement and associated challenges. Next, it summarizes the research that has linked individual-level, group-level, and organization-level variables to organizational performance. The theoretical and conceptual contributions, limitations, gaps, and the scope of future research in the field are presented by the contributors. Finally, a multi-level model has been presented that provides a process framework, which links antecedent variables to organizational performance. The framework provides a set of working hypotheses for future organizational performance research in the Indian context.Less
This chapter presents a review of research in the area of organizational performance in India during the last decade, which has become a challenge for organizations and management researchers. The chapter begins with a critical analysis of the nature of performance measurement and associated challenges. Next, it summarizes the research that has linked individual-level, group-level, and organization-level variables to organizational performance. The theoretical and conceptual contributions, limitations, gaps, and the scope of future research in the field are presented by the contributors. Finally, a multi-level model has been presented that provides a process framework, which links antecedent variables to organizational performance. The framework provides a set of working hypotheses for future organizational performance research in the Indian context.
James A. Phills
- Published in print:
- 2005
- Published Online:
- October 2011
- ISBN:
- 9780195171280
- eISBN:
- 9780199850327
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195171280.003.0008
- Subject:
- Business and Management, Strategy
This chapter describes the challenge of strategic change, whether internally or externally driven. In particular, a meta-framework that identifies three specific types of knowledge necessary for ...
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This chapter describes the challenge of strategic change, whether internally or externally driven. In particular, a meta-framework that identifies three specific types of knowledge necessary for leading the process of intelligent strategic adaptation: a theory of organizational performance, a theory of change, and a theory of intervention, is reported. The basic types of skills and knowledge that leaders need if they are to be effective agents of strategic change are also examined. The Dashman Company is used as a case study that shows the three generic categories of skill and knowledge.Less
This chapter describes the challenge of strategic change, whether internally or externally driven. In particular, a meta-framework that identifies three specific types of knowledge necessary for leading the process of intelligent strategic adaptation: a theory of organizational performance, a theory of change, and a theory of intervention, is reported. The basic types of skills and knowledge that leaders need if they are to be effective agents of strategic change are also examined. The Dashman Company is used as a case study that shows the three generic categories of skill and knowledge.
Philip Stiles and Bernard Taylor
- Published in print:
- 2002
- Published Online:
- January 2010
- ISBN:
- 9780199258161
- eISBN:
- 9780191718342
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258161.003.0002
- Subject:
- Business and Management, Corporate Governance and Accountability
How boards of directors influence organisational performance has been a central topic of corporate governance literature. This chapter outlines the major theoretical issues pertaining to research on ...
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How boards of directors influence organisational performance has been a central topic of corporate governance literature. This chapter outlines the major theoretical issues pertaining to research on the contribution of the boards of directors in running an organisation. Six major theories on boards of directors are discussed: agency theory, transaction-cost economics, stewardship theory, resource-dependence theory, class-hegemony theory, and managerial-hegemony theory. This chapter argues that much of the empirical work supporting the theories sheds little light on the actual operations of the board. Based primarily on secondary data or anecdotal evidence, these studies eschew detailed analysis of what directors do and how they conceive of their influence. This chapter also contends that the theories themselves may not be mutually exclusive and that there is strong potential for synthesis.Less
How boards of directors influence organisational performance has been a central topic of corporate governance literature. This chapter outlines the major theoretical issues pertaining to research on the contribution of the boards of directors in running an organisation. Six major theories on boards of directors are discussed: agency theory, transaction-cost economics, stewardship theory, resource-dependence theory, class-hegemony theory, and managerial-hegemony theory. This chapter argues that much of the empirical work supporting the theories sheds little light on the actual operations of the board. Based primarily on secondary data or anecdotal evidence, these studies eschew detailed analysis of what directors do and how they conceive of their influence. This chapter also contends that the theories themselves may not be mutually exclusive and that there is strong potential for synthesis.
Mariangela Battista
- Published in print:
- 2020
- Published Online:
- March 2020
- ISBN:
- 9780190942878
- eISBN:
- 9780190942908
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190942878.003.0001
- Subject:
- Psychology, Social Psychology
Performance management (PM) is one of the few organizational processes that touches every single employee and requires their active participation. In spite of its ubiquitous position in ...
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Performance management (PM) is one of the few organizational processes that touches every single employee and requires their active participation. In spite of its ubiquitous position in organizations, there has been a groundswell of questions emerging about the usefulness, value, and effectiveness of PM. This introductory chapter addresses the current state of PM, including its history. It provides an overview of academic research highlighting the evolution from performance evaluation to performance management and the current status. Then, the practical realities and challenges people in organizations experience with performance management every day are discussed. This includes performance management being viewed as an administrative “human resources activity” with a lack of strategic alignment to business goals; lack of manager capability to manage employee performance effectively; and an overreliance on system automation. The chapter continues with an outline and overview of the book, including nine case studies written by in-house talent and human resources practitioners and six chapters (written by scholars in the performance management and feedback arena) describing next-generation research as well as future research trends.Less
Performance management (PM) is one of the few organizational processes that touches every single employee and requires their active participation. In spite of its ubiquitous position in organizations, there has been a groundswell of questions emerging about the usefulness, value, and effectiveness of PM. This introductory chapter addresses the current state of PM, including its history. It provides an overview of academic research highlighting the evolution from performance evaluation to performance management and the current status. Then, the practical realities and challenges people in organizations experience with performance management every day are discussed. This includes performance management being viewed as an administrative “human resources activity” with a lack of strategic alignment to business goals; lack of manager capability to manage employee performance effectively; and an overreliance on system automation. The chapter continues with an outline and overview of the book, including nine case studies written by in-house talent and human resources practitioners and six chapters (written by scholars in the performance management and feedback arena) describing next-generation research as well as future research trends.
Philip Stiles and Bernard Taylor
- Published in print:
- 2002
- Published Online:
- January 2010
- ISBN:
- 9780199258161
- eISBN:
- 9780191718342
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199258161.001.0001
- Subject:
- Business and Management, Corporate Governance and Accountability
Boards of directors are coming under increasing scrutiny in terms of their contribution in monitoring and controlling management, particularly in the wake of high-profile corporate frauds and ...
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Boards of directors are coming under increasing scrutiny in terms of their contribution in monitoring and controlling management, particularly in the wake of high-profile corporate frauds and failures, and also their potential to add value to organisational performance through involvement in the strategy process and through building relationships with key investors. Despite the importance of these issues, not only to organisations, but also arguably to national competitiveness, the nature of board activity remains largely a black box, clouded by prescriptions, prejudices, and half-truths. This book responds to calls for greater scrutiny of boards of directors with an in-depth examination of directors of organisations in the United Kingdom, drawing on the accounts of directors themselves as to their roles, influence, and the potential and limits to their power. The study shows that boards, in many cases, are far more than passive rubber stamps for management and that non-executive directors are encouraged to act as trusted advisers to the executives and the chief executive officer, rather than solely monitors of executive activity. Boards are important mechanisms in maintaining the strategic framework of the organisation through setting the boundaries of organisational activity. The potential of the non-executive board members to fulfil such a mandate depends on a number of factors, including ability, willingness to engage with the organisational issues, and the degree of knowledge they have relevant to the host firm. Above all, the degree of trust built between members of the board, and between the board and key external constituencies, is at the heart of effective board behaviour.Less
Boards of directors are coming under increasing scrutiny in terms of their contribution in monitoring and controlling management, particularly in the wake of high-profile corporate frauds and failures, and also their potential to add value to organisational performance through involvement in the strategy process and through building relationships with key investors. Despite the importance of these issues, not only to organisations, but also arguably to national competitiveness, the nature of board activity remains largely a black box, clouded by prescriptions, prejudices, and half-truths. This book responds to calls for greater scrutiny of boards of directors with an in-depth examination of directors of organisations in the United Kingdom, drawing on the accounts of directors themselves as to their roles, influence, and the potential and limits to their power. The study shows that boards, in many cases, are far more than passive rubber stamps for management and that non-executive directors are encouraged to act as trusted advisers to the executives and the chief executive officer, rather than solely monitors of executive activity. Boards are important mechanisms in maintaining the strategic framework of the organisation through setting the boundaries of organisational activity. The potential of the non-executive board members to fulfil such a mandate depends on a number of factors, including ability, willingness to engage with the organisational issues, and the degree of knowledge they have relevant to the host firm. Above all, the degree of trust built between members of the board, and between the board and key external constituencies, is at the heart of effective board behaviour.
Elaine D. Pulakos and Tracy Kantrowitz
- Published in print:
- 2020
- Published Online:
- March 2020
- ISBN:
- 9780190942878
- eISBN:
- 9780190942908
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190942878.003.0012
- Subject:
- Psychology, Social Psychology
This chapter focuses on implications of the changing work environment for performance management (PM) design and practice. The chapter begins by discussing how technology has created disruptive ...
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This chapter focuses on implications of the changing work environment for performance management (PM) design and practice. The chapter begins by discussing how technology has created disruptive change and hypercompetition, which have left organizations searching for how to create competitive advantage, concluding that agility is essential for their long-term success. Given the limited research in this area, a large-scale research program was undertaken (as described in the first part of this chapter) to provide an evidence-based definition of agility and to understand what organizational conditions lead to it and which outcomes result from it. The research showed, remarkably, that companies with high organizational agility delivered up to five times higher financial performance than others. It was learned that six organizational conditions enabled agility, two of which were team-level factors that are particularly relevant for PM. These were interconnected performance and real-time performance drivers (i.e., agile goals, real-time feedback, and solving performance problems). In the second part of this chapter, implications of these factors for PM design and practice are discussed.Less
This chapter focuses on implications of the changing work environment for performance management (PM) design and practice. The chapter begins by discussing how technology has created disruptive change and hypercompetition, which have left organizations searching for how to create competitive advantage, concluding that agility is essential for their long-term success. Given the limited research in this area, a large-scale research program was undertaken (as described in the first part of this chapter) to provide an evidence-based definition of agility and to understand what organizational conditions lead to it and which outcomes result from it. The research showed, remarkably, that companies with high organizational agility delivered up to five times higher financial performance than others. It was learned that six organizational conditions enabled agility, two of which were team-level factors that are particularly relevant for PM. These were interconnected performance and real-time performance drivers (i.e., agile goals, real-time feedback, and solving performance problems). In the second part of this chapter, implications of these factors for PM design and practice are discussed.
Arménio Rego, Miguel Pina e Cunha, and Stewart Clegg
- Published in print:
- 2012
- Published Online:
- September 2012
- ISBN:
- 9780199653867
- eISBN:
- 9780191742057
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199653867.003.0001
- Subject:
- Business and Management, Organization Studies, HRM / IR
This chapter argues that, in the complex world of contemporary globalization, we need to develop and cultivate leaders who can show a degree of virtuous virtuosity that has been all too lacking in ...
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This chapter argues that, in the complex world of contemporary globalization, we need to develop and cultivate leaders who can show a degree of virtuous virtuosity that has been all too lacking in the recent past. This chapter stresses that virtues and virtuousness should be put at the centre of the stage, not in order to depreciate competition and competitiveness but to hitch them to other virtues that foster individual, organizational, and societal betterment. This chapter discusses some possible specific arguments against the discourse of virtuousness that the chapter is advocating.Less
This chapter argues that, in the complex world of contemporary globalization, we need to develop and cultivate leaders who can show a degree of virtuous virtuosity that has been all too lacking in the recent past. This chapter stresses that virtues and virtuousness should be put at the centre of the stage, not in order to depreciate competition and competitiveness but to hitch them to other virtues that foster individual, organizational, and societal betterment. This chapter discusses some possible specific arguments against the discourse of virtuousness that the chapter is advocating.
Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonse
- Published in print:
- 2021
- Published Online:
- March 2021
- ISBN:
- 9780192893420
- eISBN:
- 9780191914683
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780192893420.003.0005
- Subject:
- Business and Management, Organization Studies, Public Management
This chapter describes how public managers contribute to public service performance. First, the chapter investigates three critical contextual factors for how public leadership can make a difference ...
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This chapter describes how public managers contribute to public service performance. First, the chapter investigates three critical contextual factors for how public leadership can make a difference to organizational performance: managerial autonomy, capacity, and ability. Second, three leadership strategies are introduced which have been positively related to organizational performance in the public sector: goal-oriented, relational, and non-leader-centered leadership. Third, a new concept with particular relevance for public management is presented—reputation management—and this points to the relevance of considering the nexus between reputation and performance. It is argued that an organization’s reputation and performance may be more or less aligned. However, more importantly, an organization’s reputation per se also provides an important but less studied contextual factor of relevance for public managers’ ability to improve organizational performance. Finally, the chapter discusses how to develop leadership skills that increase public managers’ ability to contribute to public service performance.Less
This chapter describes how public managers contribute to public service performance. First, the chapter investigates three critical contextual factors for how public leadership can make a difference to organizational performance: managerial autonomy, capacity, and ability. Second, three leadership strategies are introduced which have been positively related to organizational performance in the public sector: goal-oriented, relational, and non-leader-centered leadership. Third, a new concept with particular relevance for public management is presented—reputation management—and this points to the relevance of considering the nexus between reputation and performance. It is argued that an organization’s reputation and performance may be more or less aligned. However, more importantly, an organization’s reputation per se also provides an important but less studied contextual factor of relevance for public managers’ ability to improve organizational performance. Finally, the chapter discusses how to develop leadership skills that increase public managers’ ability to contribute to public service performance.
Arménio Rego, Miguel Pina e Cunha, and Stewart R. Clegg
- Published in print:
- 2012
- Published Online:
- September 2012
- ISBN:
- 9780199653867
- eISBN:
- 9780191742057
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199653867.001.0001
- Subject:
- Business and Management, Organization Studies, HRM / IR
The book draws from the Positive Organizational Scholarship approach, a research stream in which the virtues of leaders have been understudied, at least in terms of the holistic approach that we ...
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The book draws from the Positive Organizational Scholarship approach, a research stream in which the virtues of leaders have been understudied, at least in terms of the holistic approach that we adopt. The book explores how virtues and character strengths may deliver positive organizational performance. It stresses that virtues represent the ‘golden mean’ between the extremes of excess and deficiency, and discuss the perverse consequences of ‘excessive virtuousness’. The book is intended to be neither a sermon nor a collection of pious guidelines aimed to preach virtuous virtuosity to global leaders. Nor is it a sustained attack on capitalism — not because we see no alternative or that it is the only game on the globe but because there are many different kinds of capitalisms and we think it more pragmatically possible to effect reform in these than their transformation into some utopia that, in practice, will never be what it was proposed to be in theory. Capitalism is a meaningless category, we would maintain: what is important is the constitution of different types of capitalisms, in which three complexes of actors — state, civil society and business leaders — play a constitutive role. The book addresses the book primarily to business leaders, seeking to enlighten them as to how to follow a values‐based capitalism paradigm, according to which the best companies will fulfil three conditions: (1) they will obey the laws and regulations, (2) they will be guided by enlightened self‐interest, and (3) be guided by values that stimulate them to make a positive difference.Less
The book draws from the Positive Organizational Scholarship approach, a research stream in which the virtues of leaders have been understudied, at least in terms of the holistic approach that we adopt. The book explores how virtues and character strengths may deliver positive organizational performance. It stresses that virtues represent the ‘golden mean’ between the extremes of excess and deficiency, and discuss the perverse consequences of ‘excessive virtuousness’. The book is intended to be neither a sermon nor a collection of pious guidelines aimed to preach virtuous virtuosity to global leaders. Nor is it a sustained attack on capitalism — not because we see no alternative or that it is the only game on the globe but because there are many different kinds of capitalisms and we think it more pragmatically possible to effect reform in these than their transformation into some utopia that, in practice, will never be what it was proposed to be in theory. Capitalism is a meaningless category, we would maintain: what is important is the constitution of different types of capitalisms, in which three complexes of actors — state, civil society and business leaders — play a constitutive role. The book addresses the book primarily to business leaders, seeking to enlighten them as to how to follow a values‐based capitalism paradigm, according to which the best companies will fulfil three conditions: (1) they will obey the laws and regulations, (2) they will be guided by enlightened self‐interest, and (3) be guided by values that stimulate them to make a positive difference.
Elaine D. Pulakos and Mariangela Battista (eds)
- Published in print:
- 2020
- Published Online:
- March 2020
- ISBN:
- 9780190942878
- eISBN:
- 9780190942908
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190942878.001.0001
- Subject:
- Psychology, Social Psychology
No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an ...
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No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an endless cycle of reform to capture the next “flavor-of-the-day” PM trend. The past 5 years, however, have brought novel thinking that is different from past trends. Companies are reducing their formal processes, driving performance-based cultures, and embedding effective PM behavior into daily work rather than relying on annual reviews to drive these. Through case studies provided from leading organizations, this book illustrates the range of PM processes that companies are using today. These show a shift away from adopting someone else’s best practice; instead, companies are designing bespoke PM processes that fit their specific strategy, climate, and needs. Leading PM thought leaders offer their views about the state of PM today, what we have learned and where we need to focus future efforts, including provocative new research that shows what matters most in driving high performance. This book is a call to action for talent management professionals to go beyond traditional best practice and provide thought leadership in designing PM processes and systems that will enhance both individual and organizational performance.Less
No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an endless cycle of reform to capture the next “flavor-of-the-day” PM trend. The past 5 years, however, have brought novel thinking that is different from past trends. Companies are reducing their formal processes, driving performance-based cultures, and embedding effective PM behavior into daily work rather than relying on annual reviews to drive these. Through case studies provided from leading organizations, this book illustrates the range of PM processes that companies are using today. These show a shift away from adopting someone else’s best practice; instead, companies are designing bespoke PM processes that fit their specific strategy, climate, and needs. Leading PM thought leaders offer their views about the state of PM today, what we have learned and where we need to focus future efforts, including provocative new research that shows what matters most in driving high performance. This book is a call to action for talent management professionals to go beyond traditional best practice and provide thought leadership in designing PM processes and systems that will enhance both individual and organizational performance.
Toby S. James
- Published in print:
- 2014
- Published Online:
- June 2014
- ISBN:
- 9780199368709
- eISBN:
- 9780199368730
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199368709.003.0008
- Subject:
- Political Science, Comparative Politics, Democratization
This chapter examines electoral administration in the British case. Existing approaches to the study of electoral malpractice have focused primarily on how the strategic office-seeking behavior of ...
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This chapter examines electoral administration in the British case. Existing approaches to the study of electoral malpractice have focused primarily on how the strategic office-seeking behavior of incumbent rulers has led to defects in electoral practices. This chapter argues that problems can also occur through organizational failures in electoral management boards. The chapter offers a new framework for assessing EMB performance and a typology for identifying failures. The chapter then explores the environment in which policy makers and electoral officials run elections in the British case, using qualitative interviews. The study finds that new challenges and opportunities have emerged that require change and adaption. Elections are now implemented in an era of post-industrial, digital-era governance, and this makes organizational performance more difficult to achieve.Less
This chapter examines electoral administration in the British case. Existing approaches to the study of electoral malpractice have focused primarily on how the strategic office-seeking behavior of incumbent rulers has led to defects in electoral practices. This chapter argues that problems can also occur through organizational failures in electoral management boards. The chapter offers a new framework for assessing EMB performance and a typology for identifying failures. The chapter then explores the environment in which policy makers and electoral officials run elections in the British case, using qualitative interviews. The study finds that new challenges and opportunities have emerged that require change and adaption. Elections are now implemented in an era of post-industrial, digital-era governance, and this makes organizational performance more difficult to achieve.
Daniel Denison, Marcus W. Dickson, Michelle W. Mullins, and Jessie Sanchez
- Published in print:
- 2020
- Published Online:
- May 2020
- ISBN:
- 9780190939717
- eISBN:
- 9780190939748
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190939717.003.0009
- Subject:
- Psychology, Social Psychology
This chapter gives an overview of the organizational culture perspective and considers the range of contributions that it can make to the design of contemporary employee listening systems. The ...
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This chapter gives an overview of the organizational culture perspective and considers the range of contributions that it can make to the design of contemporary employee listening systems. The authors begin by tracing the origins of the culture literature and its evolution as a key element of the systems perspective in organizational studies. In addition to its focus on the organizational level, the culture perspective offers a unique application of qualitative and quantitative methodologies, an extensive literature on predicting organizational performance, and a unique perspective on how cultures are created, which is useful for driving action and inclusion. The chapter also offers a brief overview of seven frameworks for assessing organizational cultures that are useful resources for practitioners and researchers to draw upon. The authors conclude by making a set of recommendations about how to build greater depth and impact to employee listening systems.Less
This chapter gives an overview of the organizational culture perspective and considers the range of contributions that it can make to the design of contemporary employee listening systems. The authors begin by tracing the origins of the culture literature and its evolution as a key element of the systems perspective in organizational studies. In addition to its focus on the organizational level, the culture perspective offers a unique application of qualitative and quantitative methodologies, an extensive literature on predicting organizational performance, and a unique perspective on how cultures are created, which is useful for driving action and inclusion. The chapter also offers a brief overview of seven frameworks for assessing organizational cultures that are useful resources for practitioners and researchers to draw upon. The authors conclude by making a set of recommendations about how to build greater depth and impact to employee listening systems.
Shawn M. Del Duco, Patrick K. Hyland, David W. Reeves, and Anthony W. Caputo
- Published in print:
- 2020
- Published Online:
- May 2020
- ISBN:
- 9780190939717
- eISBN:
- 9780190939748
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190939717.003.0017
- Subject:
- Psychology, Social Psychology
Linkage analysis is a framework for determining the impact that employee attitudes, as measured by organizational surveys, have on business outcomes. Linking employee attitudes to outcomes such as ...
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Linkage analysis is a framework for determining the impact that employee attitudes, as measured by organizational surveys, have on business outcomes. Linking employee attitudes to outcomes such as employee turnover and performance provides a compelling business case for executives to invest both emotionally and financially in employee surveys. The current chapter reviews the large body of research supporting the linkage analysis framework, as well as common approaches and challenges. Three case studies from the field are also presented, along with practical recommendations for translating linkage results into meaningful actions that organizations can take. The authors conclude by sharing the implications of linkage analysis in an era of big data.Less
Linkage analysis is a framework for determining the impact that employee attitudes, as measured by organizational surveys, have on business outcomes. Linking employee attitudes to outcomes such as employee turnover and performance provides a compelling business case for executives to invest both emotionally and financially in employee surveys. The current chapter reviews the large body of research supporting the linkage analysis framework, as well as common approaches and challenges. Three case studies from the field are also presented, along with practical recommendations for translating linkage results into meaningful actions that organizations can take. The authors conclude by sharing the implications of linkage analysis in an era of big data.
Girishwar Misra (ed.)
- Published in print:
- 2019
- Published Online:
- January 2020
- ISBN:
- 9780199498864
- eISBN:
- 9780190990619
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780199498864.001.0001
- Subject:
- Psychology, Developmental Psychology, Cognitive Models and Architectures
This survey of research on psychology in five volumes is a part of a series undertaken by the ICSSR since 1969, which covers various disciplines under social science. Volume Three of the survey, ...
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This survey of research on psychology in five volumes is a part of a series undertaken by the ICSSR since 1969, which covers various disciplines under social science. Volume Three of the survey, Psychology of Organizations, focusses on some of the important facets of organizational behaviour. Research in the work setting has observed that factors like family responsibilities, non-work events, and employment-related legislation also influence work behaviour. Today, technology is increasingly playing greater role in organizational settings and workplaces are becoming more and more diverse in their social compositions. In addition, work is increasingly being accomplished by teams rather than by single individuals. The performance in work settings is not determined by the mental and physical abilities but by other attributes such as personality, interpersonal skills, and emotional intelligence. Work is also becoming complex, as people who participate in the activities at workplace often interact in complex ways. In this scenario, worker motivation is becoming a key challenge as it influences organizational performance. This volume examines issues of motivation, performance, and leadership in Indian organizations, along with consumer concerns in India. It explicates the dynamics of organizational performance and analyses the impact of employees’ negative attitude, affect, and behaviour in the corporate setting. The contributors also study moral and ethical dimensions of the corporate life and look at the way consumption practices have evolved in contemporary India. This volume also presents a model of ethical leadership based on Guna theory and principle of Karma appropriate for Indian setting. It explores the potential of inspirational meta value for revamping the corporate functioning and overcoming corruption and other malpractices.Less
This survey of research on psychology in five volumes is a part of a series undertaken by the ICSSR since 1969, which covers various disciplines under social science. Volume Three of the survey, Psychology of Organizations, focusses on some of the important facets of organizational behaviour. Research in the work setting has observed that factors like family responsibilities, non-work events, and employment-related legislation also influence work behaviour. Today, technology is increasingly playing greater role in organizational settings and workplaces are becoming more and more diverse in their social compositions. In addition, work is increasingly being accomplished by teams rather than by single individuals. The performance in work settings is not determined by the mental and physical abilities but by other attributes such as personality, interpersonal skills, and emotional intelligence. Work is also becoming complex, as people who participate in the activities at workplace often interact in complex ways. In this scenario, worker motivation is becoming a key challenge as it influences organizational performance. This volume examines issues of motivation, performance, and leadership in Indian organizations, along with consumer concerns in India. It explicates the dynamics of organizational performance and analyses the impact of employees’ negative attitude, affect, and behaviour in the corporate setting. The contributors also study moral and ethical dimensions of the corporate life and look at the way consumption practices have evolved in contemporary India. This volume also presents a model of ethical leadership based on Guna theory and principle of Karma appropriate for Indian setting. It explores the potential of inspirational meta value for revamping the corporate functioning and overcoming corruption and other malpractices.
- Published in print:
- 2012
- Published Online:
- June 2013
- ISBN:
- 9780804781329
- eISBN:
- 9780804781848
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804781329.003.0005
- Subject:
- Economics and Finance, Development, Growth, and Environmental
This chapter provides the survey results of Pakistan's forty largest civil society organizations, half of which use development aid and half of which don't. The survey focused on the motivation of ...
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This chapter provides the survey results of Pakistan's forty largest civil society organizations, half of which use development aid and half of which don't. The survey focused on the motivation of the group leaders, the groups' membership, and the organizational performance of these forty groups. This survey was conducted as a way to test the hypothesis that was expressed in the previous chapter: that the main reason why aid breaks down cooperation within civil society groups is because it changes group performance and the behavior of group leaders. This chapter argues that aid actually has a negative impact on collective action, which then results in a negative impact on the ability of an organization to achieve its development goals.Less
This chapter provides the survey results of Pakistan's forty largest civil society organizations, half of which use development aid and half of which don't. The survey focused on the motivation of the group leaders, the groups' membership, and the organizational performance of these forty groups. This survey was conducted as a way to test the hypothesis that was expressed in the previous chapter: that the main reason why aid breaks down cooperation within civil society groups is because it changes group performance and the behavior of group leaders. This chapter argues that aid actually has a negative impact on collective action, which then results in a negative impact on the ability of an organization to achieve its development goals.
Bram Steijn and David Giauque
- Published in print:
- 2021
- Published Online:
- March 2021
- ISBN:
- 9780192893420
- eISBN:
- 9780191914683
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780192893420.003.0012
- Subject:
- Business and Management, Organization Studies, Public Management
This chapter deals with an important issue in every public organization: employees’ well-being, which the academic literature consistently relates to organizational performance. After addressing the ...
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This chapter deals with an important issue in every public organization: employees’ well-being, which the academic literature consistently relates to organizational performance. After addressing the definition of well-being, the chapter presents the two main theoretical lenses through which well-being is considered: the job demands–resources (JD–R) and the person–environment (P–E) fit models. With respect to these two theoretical models, the main empirical findings, specifically for public organizations, are described and discussed. Thus, variables are identified that can be considered as levers for or obstacles to well-being in public organizations. This permits an “institutional” reading of the antecedents of well-being, highlighting, among other characteristics, environmental, organizational, and task characteristics that are particularly important to consider when studying public organizations. Finally, the chapter also points out some gaps in the current literature and proposes new avenues of research for the study of well-being in public organizations.Less
This chapter deals with an important issue in every public organization: employees’ well-being, which the academic literature consistently relates to organizational performance. After addressing the definition of well-being, the chapter presents the two main theoretical lenses through which well-being is considered: the job demands–resources (JD–R) and the person–environment (P–E) fit models. With respect to these two theoretical models, the main empirical findings, specifically for public organizations, are described and discussed. Thus, variables are identified that can be considered as levers for or obstacles to well-being in public organizations. This permits an “institutional” reading of the antecedents of well-being, highlighting, among other characteristics, environmental, organizational, and task characteristics that are particularly important to consider when studying public organizations. Finally, the chapter also points out some gaps in the current literature and proposes new avenues of research for the study of well-being in public organizations.
