Performance Management: Koen Dewettinck

901 views

Published on

Presentation by Prof. Koen Dewettinck during the 8th editon of Vlerick HR-day 2011.

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
901
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
41
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Performance Management: Koen Dewettinck

  1. 1. Performance managementSupporting line managers’ involvementProf. dr. Koen Dewettinck
  2. 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 skills2| © Vlerick Leuven Gent Management School
  3. 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. 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 % listed4| © Vlerick Leuven Gent Management School
  5. 5. PM-enactment by line management© Vlerick Leuven Gent Management School
  6. 6. Effectiveness of PM system6| © Vlerick Leuven Gent Management School
  7. 7. Effectiveness of PM system7| © Vlerick Leuven Gent Management School HR –sample N = 319 / employee-sample N = 5778
  8. 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. 9. Informal PM-enactment (empowering leadership)9| © Vlerick Leuven Gent Management School
  10. 10. Informal PM-enactment (empowering leadership)10 | © Vlerick Leuven Gent Management School
  11. 11. Perceived HR Support11 | © Vlerick Leuven Gent Management School
  12. 12. Appraisal consequences12 | © Vlerick Leuven Gent Management School
  13. 13. HR Competencies13 | © Vlerick Leuven Gent Management School
  14. 14. HR meeting the line14 | © Vlerick Leuven Gent Management School
  15. 15. Suggestions for better HR Support15 | © Vlerick Leuven Gent Management School
  16. 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. 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 formalization17 | © Vlerick Leuven Gent Management School
  18. 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 engagement18 | © Vlerick Leuven Gent Management School

×