Hdl Handle:
http://hdl.handle.net/10034/326051
Title:
Managing team performance: Saying and paying
Authors:
Rowland, Caroline A.
Abstract:
Purpose – In a turbulent economic climate, characterised by pressures to improve productivity and reduce costs, performance management has a more central role in helping to ensure competitive advantage. A focus on teamwork has become an almost universal feature of performance management in modern organizations. It is essential that messages concerning teamwork and rewards are clear and seen to be fair if they are to bring about commitment to discretionary effort, which is increasingly a key feature in gaining competitive advantage. The purpose of this paper is to focus on whether employee perceptions of the fairness of performance management systems have an impact on the effectiveness of team performance and discretionary effort. Design/methodology/approach – This paper uses the concepts of equity and motivation to explore the outcomes, procedures and implementation of teamwork in contemporary organizations. It draws on a range of theoretical frameworks from both philosophy and social science, examines current practices and experiences and considers future trends. Empirical research includes a ten-year study of practising managers and also ethnography, questionnaires and interviews in two large manufacturing and service organizations. Findings – Investigations show that the espoused theory of organizations concerning the need for teamwork is often at odds with their theory in use. This frequently creates both actual and perceived injustice in organizations and a tension between managing performance and encouraging engagement, which is dependent on perceptions of fairness. Practical implications – The paper shows that organizations are sending out mixed messages that are causing tensions which may affect productivity. Originality/value – This research opens a debate that seeks to assess the contribution of teamwork to the achievement of an organization’s goals and how this may be applied in the practice of performance management.
Affiliation:
University of Chester
Citation:
International Journal of Organizational Analysis, 2013, 21(1), pp. 38-52
Publisher:
Emerald
Journal:
International Journal of Organizational Analysis
Publication Date:
2013
URI:
http://hdl.handle.net/10034/326051
DOI:
10.1108/19348831311322524
Additional Links:
http://www.emeraldgrouppublishing.com/products/journals/journals.htm?id=ijoa
Type:
Article
Language:
en
Description:
This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (http://chesterrep.openrepository.com). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. - See more at: http://www.emeraldgrouppublishing.com/authors/writing/author_rights.htm#sthash.tY84QLVR.dpuf DOI - 10.1108/19348831311322524
ISSN:
1934-8835
Sponsors:
This article was submitted to the RAE2014 for the University of Chester - Business & Management Studies.
Appears in Collections:
Chester Business School

Full metadata record

DC FieldValue Language
dc.contributor.authorRowland, Caroline A.en
dc.date.accessioned2014-09-11T08:10:44Z-
dc.date.available2014-09-11T08:10:44Z-
dc.date.issued2013-
dc.identifier.citationInternational Journal of Organizational Analysis, 2013, 21(1), pp. 38-52en
dc.identifier.issn1934-8835-
dc.identifier.doi10.1108/19348831311322524-
dc.identifier.urihttp://hdl.handle.net/10034/326051-
dc.descriptionThis article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (http://chesterrep.openrepository.com). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. - See more at: http://www.emeraldgrouppublishing.com/authors/writing/author_rights.htm#sthash.tY84QLVR.dpuf DOI - 10.1108/19348831311322524en
dc.description.abstractPurpose – In a turbulent economic climate, characterised by pressures to improve productivity and reduce costs, performance management has a more central role in helping to ensure competitive advantage. A focus on teamwork has become an almost universal feature of performance management in modern organizations. It is essential that messages concerning teamwork and rewards are clear and seen to be fair if they are to bring about commitment to discretionary effort, which is increasingly a key feature in gaining competitive advantage. The purpose of this paper is to focus on whether employee perceptions of the fairness of performance management systems have an impact on the effectiveness of team performance and discretionary effort. Design/methodology/approach – This paper uses the concepts of equity and motivation to explore the outcomes, procedures and implementation of teamwork in contemporary organizations. It draws on a range of theoretical frameworks from both philosophy and social science, examines current practices and experiences and considers future trends. Empirical research includes a ten-year study of practising managers and also ethnography, questionnaires and interviews in two large manufacturing and service organizations. Findings – Investigations show that the espoused theory of organizations concerning the need for teamwork is often at odds with their theory in use. This frequently creates both actual and perceived injustice in organizations and a tension between managing performance and encouraging engagement, which is dependent on perceptions of fairness. Practical implications – The paper shows that organizations are sending out mixed messages that are causing tensions which may affect productivity. Originality/value – This research opens a debate that seeks to assess the contribution of teamwork to the achievement of an organization’s goals and how this may be applied in the practice of performance management.en
dc.description.sponsorshipThis article was submitted to the RAE2014 for the University of Chester - Business & Management Studies.-
dc.language.isoenen
dc.publisherEmeralden
dc.relation.urlhttp://www.emeraldgrouppublishing.com/products/journals/journals.htm?id=ijoaen
dc.rightsArchived with thanks to International Journal of Organizational Analysisen
dc.subjectemployees attitudesen
dc.subjectperformance managementen
dc.subjectteamsen
dc.subjectteam workingen
dc.subjectperformance related payen
dc.subjectfairnessen
dc.subjectcompetitive advantageen
dc.subjectmotivationen
dc.titleManaging team performance: Saying and payingen
dc.typeArticleen
dc.contributor.departmentUniversity of Chesteren
dc.identifier.journalInternational Journal of Organizational Analysisen
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