Managing team performance: saying and paying

Published on Mar 8, 2013in International Journal of Organizational Analysis
· DOI :10.1108/19348831311322524
Caroline Rowland6
Estimated H-index: 6
(University of Chester)
Purpose – In a turbulent economic climate, characterised by pressures to improve productivity and reduce costs, performance management has a more central role in helping to ensure competitive advantage. A focus on teamwork has become an almost universal feature of performance management in modern organizations. It is essential that messages concerning teamwork and rewards are clear and seen to be fair if they are to bring about commitment to discretionary effort, which is increasingly a key feature in gaining competitive advantage. The purpose of this paper is to focus on whether employee perceptions of the fairness of performance management systems have an impact on the effectiveness of team performance and discretionary effort.Design/methodology/approach – This paper uses the concepts of equity and motivation to explore the outcomes, procedures and implementation of teamwork in contemporary organizations. It draws on a range of theoretical frameworks from both philosophy and social science, examines cur...
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#1Lieven Brebels (UGent: Ghent University)H-Index: 9
#2David De Cremer (EUR: Erasmus University Rotterdam)H-Index: 51
Last.Alain Van Hiel (UGent: Ghent University)H-Index: 36
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#1Don Clifton (UniSA: University of South Australia)H-Index: 5
#2Azlan Amran (Universiti Sains Malaysia)H-Index: 17
#1Elizabeth A. MannixH-Index: 26
Last.Elizabeth MullenH-Index: 1
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#1Stephanie C. Payne (A&M: Texas A&M University)H-Index: 20
#2Margaret T. Horner (A&M: Texas A&M University)H-Index: 5
Last.Kelleen J. Stine-Cheyne (A&M: Texas A&M University)H-Index: 1
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