performance management: koen dewettinck

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

2 |


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 |


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

4 |


PM-enactment by line management


Effectiveness of PM system

6 |


Effectiveness of PM system

7 | HR –sample N = 319 / employee-sample N = 5778


Formal PM-enactment

8 |

Conversation to Line Employee

Discuss objectives 2

Interm. Feedback 2

Appraise performance 1

Duration conversation 54

…

…


Informal PM-enactment (empowering leadership)

9 |


10 |

Informal PM-enactment (empowering leadership)


Perceived HR Support

11 |


Appraisal consequences

12 |


HR Competencies

13 |


HR meeting the line

14 |


Suggestions for better HR Support

15 |


HR Support could be improved by…

16 |

“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”


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

17 |


Two cases

18 |

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

performance management: koen dewettinck

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