• Managing team performance: Saying and paying

      Rowland, Caroline A.; University of Chester (Emerald, 2013-03-08)
      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.
    • Teaching managers: Learning, research and workplace practice

      Rowland, Caroline A.; Hall, Roger D.; University of Chester ; Hall Consultancy (Emerald, 2010-09-21)
      This article explores the way in which professional management programmes are informed by research and workplace practice. The focus is on the areas of motivation, appraisal and the management of change. A longitudinal study using a mixed methods approach was used. Middle and senior managers engaged on professional management programmes were surveyed on workplace practice. Literature reviewed included syllabus guidelines from professional bodies and selected core textbooks. A content analysis revealed that there was a lack of congruence between what is taught to managers and workplace practice. However, research was found to have an impact on teaching and indirectly it influenced individual beliefs if not organisational practice. Conclusions indicate that professional management programmes are still failing to bridge the gap between syllabus content current research and workplace practice. There is little to show that the needs of Business are being satisfied compared to successful models embedded in other professions.