High Job Performance Through Co-Developing Performance Measures With Employees

Bianca A.C. Groen, Celeste P.M. Wilderom, Marc Wouters

Research output: Contribution to journalArticleAcademicpeer-review

10 Citations (Scopus)

Abstract

According to various studies, employee participation in the development of performance measures can increase job performance. This study focuses on how this job performance elevation occurs. We hypothesize that when employees have participated in the development of performance measures, they perceive these measures to be of higher quality, which in turn elevates their attitudes toward, perceived social norms for, and perceived control over performing well in their jobs. Based on the theory of planned behavior, the latter three factors are hypothesized to increase job performance. Survey data from 95 employees as well as 88 of their managers were analyzed using structural equation modeling. Employee participation in developing performance measures is found to be related to job performance, via perceived measurement quality and employees’ perceived control over performing well. We discuss the practical and theoretical implications of these findings, including the limitations of this study's design, and sketch a number of future research paths in this area
Original languageEnglish
Pages (from-to)111-132
JournalHuman resource management
Volume56
Issue number1
DOIs
Publication statusPublished - 2017

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Personnel
Managers
Job performance
Employees
Performance measures
Work Performance
Employee participation
Perceived control
Social norms
Theory of planned behavior
Structural equation modeling
Quality measurement
Survey data
Factors
Social Norms
Surveys and Questionnaires

Keywords

  • IR-104200
  • METIS-321950

Cite this

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High Job Performance Through Co-Developing Performance Measures With Employees. / Groen, Bianca A.C.; Wilderom, Celeste P.M.; Wouters, Marc.

In: Human resource management, Vol. 56, No. 1, 2017, p. 111-132.

Research output: Contribution to journalArticleAcademicpeer-review

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AB - According to various studies, employee participation in the development of performance measures can increase job performance. This study focuses on how this job performance elevation occurs. We hypothesize that when employees have participated in the development of performance measures, they perceive these measures to be of higher quality, which in turn elevates their attitudes toward, perceived social norms for, and perceived control over performing well in their jobs. Based on the theory of planned behavior, the latter three factors are hypothesized to increase job performance. Survey data from 95 employees as well as 88 of their managers were analyzed using structural equation modeling. Employee participation in developing performance measures is found to be related to job performance, via perceived measurement quality and employees’ perceived control over performing well. We discuss the practical and theoretical implications of these findings, including the limitations of this study's design, and sketch a number of future research paths in this area

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