International Journal Of Productivity And Performance Manage

International Journal Of Productivity And Performance Managementwhy D

International Journal Of Productivity And Performance Managementwhy D

International journal of productivity and performance management, Why do employees take more initiatives to improve their performance after co-developing performance measures? Overcoming resistance to change in engineering and construction: Journal of Environmental Economics and management Experimental evidence on the role of management control systems. Decentralised decision-making with information sharing vs. centralised decision-making in supply chains.

Paper For Above instruction

The phenomenon whereby employees exhibit increased initiative to improve their performance following their involvement in co-developing performance measures is a compelling area of organizational behavior and management control systems. This paper explores the underlying mechanisms that incentivize proactive behavior among employees post their participation in performance measurement design, with a focus on the psychological, social, and organizational factors that contribute to this phenomenon.

Involving employees in the development of performance measures fosters a sense of ownership and engagement, which can significantly enhance motivation and commitment. The concept of participative management suggests that when employees are entrusted with the responsibility of creating evaluation criteria, they perceive their roles as more meaningful, thus driving a desire to enhance their performance. This participative approach aligns with Self-Determination Theory (Deci & Ryan, 2000), which posits that individuals exhibit higher levels of intrinsic motivation when they experience competence, autonomy, and relatedness—elements that are often cultivated when employees co-develop performance metrics.

Additionally, co-developing performance measures can mitigate resistance to change, a common barrier in organizational transformation (Oreg et al., 2011). Resistance often stems from fears of loss of control or uncertainty about new procedures. By involving employees in the process, organizations can reduce perceived risks and build trust, thereby easing acceptance of new performance standards (Armenakis & Harris, 2009). As employees contribute to shaping the measures, they become more aligned with organizational goals and more committed to achieving them, leading to increased proactive initiatives.

Furthermore, co-creating performance measures can lead to clearer communication and shared understanding between management and employees. Enhanced communication reduces ambiguity and fosters a collaborative culture, which can empower employees to identify opportunities for improvement and take initiative. The feedback loop created through participative measurement systems also encourages continuous learning and adaptation, reinforcing a proactive attitude (Simons, 1995).

Research evidence supports the positive impact of participative performance management on employee initiative. For instance, studies highlight that decentralized decision-making, coupled with transparent information sharing, promotes employee empowerment and proactive problem-solving (Chenhall, 2003). Such decision-making structures often complement participative measurement initiatives by decentralizing authority and encouraging local problem-solving, leading to a more engaged and proactive workforce.

In the context of overcoming resistance to change, management control systems play a pivotal role. Experimental studies have shown that management control mechanisms that involve employees in decision-making and goal setting foster a sense of ownership and reduce resistance (Malmi & Brown, 2008). These systems also facilitate the alignment of employee efforts with organizational objectives, further motivating proactive behavior.

The literature on supply chains underscores the importance of decentralized decision-making and information sharing. When decision authority is distributed, and information is transparently shared, employees at various levels are better equipped to identify inefficiencies and act autonomously to improve performance (Carr & Pearson, 2002). This decentralization fosters a proactive culture by empowering employees and enabling rapid responses to operational challenges.

In conclusion, employees tend to take more initiatives to improve performance after co-developing measures due to increased ownership, trust, motivation, and clarity resulting from participative processes. Organizational strategies that promote decentralization, information sharing, and inclusive decision-making can effectively overcome resistance to change and cultivate a proactive workforce. Future research should explore the contextual factors influencing these dynamics across different industries and organizational cultures to optimize participative performance management practices.

References

• Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127-142.
• Carr, A. S., & Pearson, C. A. (2002). The impact of buying behavior and perceptions of internal service quality on supplier performance. International Journal of Operations & Production Management, 22(10), 1131-1156.
• Chenhall, R. H. (2003). Management control systems design within its organizational context: findings from contingency-based research and directions for the future. Accounting, Organizations and Society, 28(2-3), 127-168.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Malmi, T., & Brown, D. A. (2008). Management control systems as a package—Opportunities, challenges and research directions. Management Accounting Research, 19(4), 287-300.
• Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients' reactions to organizational change: a 60-year review of quantitative research. Journal of Applied Behavioral Science, 47(4), 461-524.
• Simons, R. (1995). Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Harvard Business Press.