Performance management in unionized settings

Brown, Travor C.; Warren, Amy M.

doi:10.1016/j.hrmr.2010.09.005

Cited by 24 publications

(19 citation statements)

References 49 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The reason is that both parties can pressure companies to disclose human capital information. Such reaction is expected when labor union fights for employee benefits (Brown & Warren 2011) and the government prefers social and political goals over the maximization of company profit (Mohd Saleh, Rahman & Hassan 2009). …”

Section: Previous Studies On Hcdmentioning

confidence: 99%

“…Furthermore, the current study is one of the early studies that analyzed the presence of labor union on HCD. Most prior studies related to labor unions merely focused on its roles to human resource management (HRM) practices and policies (e.g., Brown & Warren 2011). However, the role of labor unions should not be limited to management practices because their effect may result in accounting practices.…”

Section: Unionization and Government Ownershipmentioning

confidence: 99%

See 1 more Smart Citation

Relationship between Unionized Companies, Government Ownership and Reporting Human Capital Information in Corporate Annual Reports

Rahman¹,

Ahmed²,

Hassan³

2017

AJAG

View full text Add to dashboard Cite

Section: Previous Studies On Hcdmentioning

confidence: 99%

Section: Unionization and Government Ownershipmentioning

confidence: 99%

Relationship between Unionized Companies, Government Ownership and Reporting Human Capital Information in Corporate Annual Reports

Rahman¹,

Ahmed²,

Hassan³

2017

AJAG

View full text Add to dashboard Cite

“…While the proceeding presents reasons why we expect performance appraisal would occur differently in unionised firms, there has been a relative void of such research (Brown and Warren, 2011). Moreover, while studies have examined high‐performance HRM practices in union (and non‐union) firms (Bryson et al ., 2005, 2007), such studies have not examined the performance appraisal function.…”

Section: Introductionmentioning

confidence: 99%

Unionised employee's reactions to the introduction of a goal‐based performance appraisal system¹

Krats

Brown

2012

Human Res Mgmt Journal

Self Cite

View full text Add to dashboard Cite

While performance appraisal research has a rich history, we sought to address a long‐noted void in the human resource management (HRM) literature, namely an investigation of employees' reactions to a newly introduced performance appraisal. Specifically, we examined the reaction of 408 unionised employees to a newly introduced performance appraisal system. Reactions examined included appraisal satisfaction, job satisfaction, appraisal fairness, goal setting and the perceived purpose of the system. Satisfaction with the appraisal system was higher when (a) employees perceived it as being fair, (b) it was used primarily for developmental purposes and (c) it allowed them to participate in goal setting. Of additional importance, perception of a developmental focus in the appraisal partially mediated the relationship between appraisal satisfaction, and each of job satisfaction, appraisal fairness and goal setting.

show abstract

“…Although not all the functions that HRM attributes to PM directly concern organizational efficiency, this performative lens is generally at least implied. For example, HRM researchers typically distinguish administrative PM functions, which drive human resource decisions such as salary and promotion (Brown and Warren ; Cleveland et al . ; Landy et al .…”

Section: Hrm and Pmmentioning

confidence: 99%

“…For example, HRM researchers typically distinguish administrative PM functions, which drive human resource decisions such as salary and promotion (Brown and Warren 2011;Cleveland et al 1989;Landy et al 1982;Pulakos 2009;Scullen and Mount 2000), from developmental PM functions such as employee motivation and education (Banner and Cooke 1984;Cheng 2013). 3 However, even HRM research into PM's developmental functions is typically set within a strategic-organizational framework.…”

Section: Hrm and Pmmentioning

confidence: 99%

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Tweedie

Wild

Rhodes³

et al. 2018

Int J Management Reviews

View full text Add to dashboard Cite

While performance management (PM) is pervasive across contemporary workplaces, extant research into how performance management affects workers is often indirect or scattered across disciplinary silos. This paper reviews and synthesizes this research, identifies key gaps and explores ‘recognition theory’ as a nascent framework that can further develop this important body of knowledge. The paper develops in three main stages. The first stage reviews ‘mainstream’ human resource management (HRM) research. While this research analyses workers’ reactions to performance management in some depth, its focus on serving organizational goals marginalizes extra‐organizational impacts. The second stage reviews more critical HRM research, which interprets performance management as a disciplinary, coercive or inequitable management device. While this literature adds an important focus on organizational power, there is scope to analyse further how PM affects workers’ well‐being. To develop this strand of PM research, the third stage turns to the emerging field of recognition theory independently developed by Axel Honneth and Christophe Dejours. The authors focus especially on recognition theory's exploration of how (in)adequate acknowledgement of workers’ contributions can significantly affect their well‐being at the level of self‐conception. Although recognition theory is inherently critical, the paper argues that it can advance both mainstream and critical performance management research, and also inform broader inquiry into recognition and identity at work.

show abstract

Performance management in unionized settings

Cited by 24 publications

References 49 publications

Relationship between Unionized Companies, Government Ownership and Reporting Human Capital Information in Corporate Annual Reports

Relationship between Unionized Companies, Government Ownership and Reporting Human Capital Information in Corporate Annual Reports

Unionised employee's reactions to the introduction of a goal‐based performance appraisal system¹

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Contact Info

Product

Resources

About

Performance management in unionized settings

Cited by 24 publications

References 49 publications

Relationship between Unionized Companies, Government Ownership and Reporting Human Capital Information in Corporate Annual Reports

Relationship between Unionized Companies, Government Ownership and Reporting Human Capital Information in Corporate Annual Reports

Unionised employee's reactions to the introduction of a goal‐based performance appraisal system1

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Contact Info

Product

Resources

About

Unionised employee's reactions to the introduction of a goal‐based performance appraisal system¹