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Presentation by Prof. Koen Dewettinck during the 8th editon of Vlerick HR-day 2011.
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Performance management Supporting line managers’ involvement
Prof. dr. Koen Dewettinck
© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
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 skills
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
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 ?
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
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 % listed
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
PM-enactment by line management
© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
Effectiveness of PM system
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
Effectiveness of PM system
7 | HR –sample N = 319 / employee-sample N = 5778
© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
Formal PM-enactment
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Conversation to Line Employee
Discuss objectives 2
Interm. Feedback 2
Appraise performance 1
Duration conversation 54
…
…
© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
Informal PM-enactment (empowering leadership)
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
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Informal PM-enactment (empowering leadership)
© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
Perceived HR Support
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
Appraisal consequences
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
HR Competencies
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
HR meeting the line
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
Suggestions for better HR Support
15 |
© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
HR Support could be improved by…
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“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”
© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
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 formalization
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© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School
Two cases
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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 engagement