Alternative paradigms and the study and practice of performance management and evaluation

McKenna, Steve; Richardson, Julia; Manroop, Laxmikant

doi:10.1016/j.hrmr.2010.09.002

Cited by 58 publications

(58 citation statements)

References 39 publications

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“…Further categorisations thus include critical research as a third categorythereby offering a trisection of approaches. This categorisation can again be found in both HR (e.g., McKenna et al 2011) andIS research (e.g., Cecez-Kecmanovic, 2011;Orlikowski and Baroudi 1991). This consideration of an additional research approach doubtlessly adds to the completeness of the categorisation.…”

Section: Categories Of Research Approachesmentioning

confidence: 59%

“…This should greatly expand the perspective on the investigated question-and additionally deepen the insights on the potential and limitations of the respective research approaches (cf. the example of multi-paradigmatic work in HR research by McKenna et al 2011). This could be realised through the cooperation of researchers with different paradigmatic orientations because a realisation by a single researcher might be limited by the high demands of being an expert in different approaches (Deetz 1996).…”

Section: Conclusion: Approach Pluralismmentioning

confidence: 99%

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Research Approaches in e-HRM: Categorisation and Analysis

Strohmeier

2013

Progress in IS

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Electronic Human Resource Management (e-HRM) is a new interdisciplinary field of research at the intersection of Human Resources (HR) and Information Systems (IS). Research in e-HRM is currently based on diverse research approaches from HR and IS, its ''parent disciplines'', as well as other disciplines. The frequent implicitness and thus uncertainty of the used research approaches, however, is disadvantageous for future e-HRM research because it obstructs a conscious and instructed selection and adoption of research approaches as well as mutual understanding and cooperation between different research approaches. The current chapter thus aims to categorise (which approaches are available?) and analyse (which characteristics and potential do these approaches demonstrate?) e-HRM research approaches. To this end, a brief framework of conceptual criteria is derived that allows research approaches in e-HRM to be categorised and analysed. Based on this, a categorisation and analysis of four major approaches, i.e., critical research, interpretive research, post-positive research and design research, is offered, and the possibilities for adopting these approaches in e-HRM research are described.

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Section: Categories Of Research Approachesmentioning

confidence: 59%

Section: Conclusion: Approach Pluralismmentioning

confidence: 99%

Research Approaches in e-HRM: Categorisation and Analysis

Strohmeier

2013

Progress in IS

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“…In such a context, organizational factors are considered in relation with performance results, determining a continuing redesign of performance appraisal and management systems and processes where the organizational context is considered in a larger context (the industry, etc.) (Goodall et al, 1986, McKenna, Richardson, & Manroop, 2011.…”

Section: Recent Trends In Employee Performance Appraisal Researchmentioning

confidence: 99%

Organizational Context Factors Influencing Employee Performance Appraisal: A Research Framework

Rusu

Avasilcăi

Hutu

2016

Procedia - Social and Behavioral Sciences

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Trends in the current literature emphasize the role of the organizational context in employee performance appraisal processes (e.g. Levy & Williams, 2004;Armstrong &Ward, 2005 andMurphy &DeNisi, 2008). The current study aims to develop a comprehensive research framework in order to investigate the employee performance appraisal systems and processes based on main organizational contextual dimensions, in highlighting the relevance of customization according to a company's specific organizational context. In addition, focusing on a strategic approach on human resources management, the study offers insights on the role of organizational context in developing employee performance appraisal systems that could contribute to higher performance in overall organizational strategy implementation.

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“…Following privatization, the French MNC embarked on a process of human resource reform that encompassed (10) 0.226*** 20.072 2 0.126 Encouragement from immediate manager to exercise discretion at work (11) 0.168** 20.041 2 0.067 Appraisal of work (15) 0.273*** 20.135* 2 0.231*** Personal motivation (16) 0.272*** 20.087 2 0.157** Provision of training (19) 0.098 0.041 2 0.247*** Responsibility (23) 0.200*** 0.051 2 0.088 Pay (24) 0.193*** 0.067 2 0.202*** Sense of job security*** (28) 0.233*** 20.254*** 2 0.147* Your commitment to your employer and its objectives (29) 0.171** 0.039 2 0.184** Your team/department's commitment to your employer and its objectives (30) 0.156** 0.078 2 0.237*** The organization more strongly values employees' suggestions on work-related issues* (46) 0.094 20.014 2 0.188** There is now more emphasis on counselling rather than punishment to rectify mistakes in this organization** (47) 0.047 20.020 2 0.161** I share many values of my organization** (48) 0.100 20.022 2 0.170** People here are treated more fairly (51) 0.126* 20.064 2 0.214*** Note: Table shows Spearman's Rho, with the level of significance indicated by asterisks; *** better than 1 per cent; ** better than 5 per cent; * better than 10 per cent Table VI. Non-parametric correlations between independent and dependent variables PR 38,2 many aspects of modern Western policies and practices.…”

Section: Conclusion Limitations and Implicationsmentioning

confidence: 99%

Transferring Western HRM practices to developing countries

2009

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper seeks to explore the nature of the human resource reforms introduced by a French multinational into a privatized Jordanian utility and the impact of these reforms on worker experiences, attitudes and behaviour. Design/methodology/approach -The approach takes the form of a single-company case study using longitudinal interview data (44 interviews over a period of two and a half years) and a staff survey (202 completed and usable replies). Findings -Employees had experienced changes as a result of the HR reforms and these experiences were, at the aggregate level, associated with a number of positive attitudinal and behavioural outcomes. There were marked differences between different categories of staff in these respects, with more senior staff and those with higher educational qualifications being those most likely to report positive attitudinal and behavioural outcomes. Research limitations/implications -Studies of the transfer of Western management techniques to developing countries cannot treat the workforce as homogeneous. There are likely to be important differences between groups based on demographic criteria such as education, job category and length of service. However, this project used a single-company case study and so is capable of only limited generalization. Practical implications -The differences between employee groups in attitudes towards the HR reforms are best seen as the outcome of "deliberate intent" on the part of the French MNC rather than intra-organisational variations in "cultural receptivity". They indicate that, to some extent, MNCs can successfully pursue different human resource approaches in respect of different categories of staff. However, some employees felt that they were adversely affected by the reforms. Originality/value -The paper contributes an in-depth empirical study to the important but relatively under-researched area of the transfer of management techniques by MNCs to companies in developing countries.

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Alternative paradigms and the study and practice of performance management and evaluation

Cited by 58 publications

References 39 publications

Research Approaches in e-HRM: Categorisation and Analysis

Research Approaches in e-HRM: Categorisation and Analysis

Organizational Context Factors Influencing Employee Performance Appraisal: A Research Framework

Transferring Western HRM practices to developing countries

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