Practice Chapter—Enhancing Performance through Goal‐Setting and Feedback Interventions

Algera, J.A.; Kleingeld, Ad; Tuijl, Harrie van

doi:10.1002/0470013419.ch11

Cited by 2 publications

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“…Not all of them are to be discussed here, only those with the highest practical relevance will be mentioned. See Algera et al (2002) and Schmidt and Kleinbeck (1997) for a critical discussion covering more aspects. A characteristic feature of ProMES is that it provides a set of corporate values.…”

Section: Discussionmentioning

confidence: 99%

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Self‐management of work groups through corporate values: from theory to practice

Sodenkamp

Schmidt

Kleinbeck

2005

International Journal of Manpower

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Purpose -The recently introduced collective effort model (CEM) enlightens from a theoretical point of view different facets of the relationship between individual and group performance. From a more practical point of view, the Productivity Measurement and Enhancement System (ProMES) can be seen as an ideal counterpart to the CEM. ProMES is a technique enabling work groups to improve their performance. The article aims to show how CEM and ProMES can be put together. Design/methodology/approach -A ProMES implementation in an industrial setting is described. Moreover, ProMES effects are analyzed by assistance of the knowledge from the CEM. Findings -It was found that the overall positive productivity effects of ProMES can be increased if a pay-for-performance-system is added on. That is, feedback reports can easily serve for the implementation of a group compensation system. Therefore, the overall effectiveness score has to be taken into account. Originality/value -The paper is a useful source of information for organizations looking to better their organizational performance through the implementation of CEM and ProMES.

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Section: Discussionmentioning

confidence: 99%

“…See Algera et al (2002) and Schmidt and Kleinbeck (1997) for a critical discussion covering more aspects.…”

Section: Discussionmentioning

confidence: 99%

Self‐management of work groups through corporate values: from theory to practice

Sodenkamp

Schmidt

Kleinbeck

2005

International Journal of Manpower

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Évaluation du rendement et motivation au travail : propositions de recherche pour une rétroaction sur le rendement qui favorise la satisfaction des besoins psychologiques fondamentaux

Grenier

Chiocchio

Beaulieu

2012

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La rétroaction suite à l’évaluation du rendement est un processus qui favorise l’actualisation de soi et le rendement. Toutefois, les employés peuvent percevoir ce processus comme contrôlant et ainsi occasionner une baisse de motivation au travail. Cet article vise à augmenter l’incidence de la rétroaction sur la motivation des employés. Un cadre comportemental fondé sur la théorie de l’auto-détermination et que les gestionnaires peuvent mettre en pratique est proposé. L’application du cadre contribue à la satisfaction des besoins, ce qui, comme le prédit la théorie, augmente la motivation autonome, le bien-être et le rendement.

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Practice Chapter—Enhancing Performance through Goal‐Setting and Feedback Interventions

Cited by 2 publications

References 0 publications

Self‐management of work groups through corporate values: from theory to practice

Self‐management of work groups through corporate values: from theory to practice

Évaluation du rendement et motivation au travail : propositions de recherche pour une rétroaction sur le rendement qui favorise la satisfaction des besoins psychologiques fondamentaux

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