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Performance Management: Koen Dewettinck
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Presentation by Prof. Koen Dewettinck during the 8th editon of Vlerick HR-day 2011.
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Performance Management: Koen Dewettinck
1.
Performance management Supporting line
managers’ involvement Prof. dr. Koen Dewettinck
2.
Previous research
Study 1: HR perspective (2006) PM-practices in Belgian organisations N = 319 Biggest PM challenge: Line management involvement Study 2: Employee perspective (2008) Experience with PM-practices and quality of leadership N = 5778 (96 % white-collars) Low enthousiasm about managers’ people management skills 2| © Vlerick Leuven Gent Management School
3.
Research questions
Line management and PM: Do line managers find PM useful? What about their actual involvement? How do they rate PM effectiveness? Support: How do line managers rate the support they receive (from HR)? How do they rate HR-partners’ competences? Suggestions to make PM more powerful ? 3| © Vlerick Leuven Gent Management School
4.
Respondents’ profile
721 managers 20% female Average age: 41 Years Average people management experience: 11 Years Education: 40 % master degree Industry: 58 % services; 51 % Belgian HQ; 42 % listed 4| © Vlerick Leuven Gent Management School
5.
PM-enactment by line
management © Vlerick Leuven Gent Management School
6.
Effectiveness of PM
system 6| © Vlerick Leuven Gent Management School
7.
Effectiveness of PM
system 7| © Vlerick Leuven Gent Management School HR –sample N = 319 / employee-sample N = 5778
8.
Formal PM-enactment
Conversation to Line Employee Discuss objectives 2 Interm. Feedback 2 … Appraise performance 1 Duration conversation 54 … 8 | © Vlerick Leuven Gent Management School
9.
Informal PM-enactment (empowering
leadership) 9| © Vlerick Leuven Gent Management School
10.
Informal PM-enactment (empowering
leadership) 10 | © Vlerick Leuven Gent Management School
11.
Perceived HR Support 11
| © Vlerick Leuven Gent Management School
12.
Appraisal consequences 12 |
© Vlerick Leuven Gent Management School
13.
HR Competencies 13 |
© Vlerick Leuven Gent Management School
14.
HR meeting the
line 14 | © Vlerick Leuven Gent Management School
15.
Suggestions for better
HR Support 15 | © Vlerick Leuven Gent Management School
16.
HR Support could
be improved by… “acknowledging the importance of performance management” “diminishing the administrative burden” “starting a performance management system with clear guidelines, procedures and additional support” “not showing up at all” 16 | © Vlerick Leuven Gent Management School
17.
Conclusions
PM-enactment by line management The line recognizes the value of PM Line has confidence in their PM-enactment (formal and informal) Mixed perceptions on their actual involvement HR(-support): invisible and/or unappreciated ? Overall low satisfaction HR-competencies: not convincing Limited contact between HR and line General request for more communication, support and formalization 17 | © Vlerick Leuven Gent Management School
18.
Two cases
Tri-Finance Young organisation (operational since 2002) 500 employees Explicit ambition to create a new generation of work environments KBC Not much older (since 1998) but long (CERA – Kredietbank) history > 50.000 employees (15.000 in Belgium) CSR commitment towards employee engagement 18 | © Vlerick Leuven Gent Management School
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