Doctrate Level Course ORG8511 10-12 pgs. APA Format DUE 22 June 2020
mznini911
Bibilography.docxRunning head: ANNOTATED BIBLIOGRAPHY 1
ANNOTATED BIBLIOGRAPHY 2
Annotated Bibliography
John Doe
ORG8511: Advanced Topics in Performance Management (RCB2020A)
June 15, 2020
Annotated Bibliography
Dencker, J. (2008). Corporate restructuring and sex differences in managerial promotion. American Sociological Review, 73(3), 455-476. (Retrieved from ProQuest)
This above reference will help address the first component for the final week six project. This component will measure the degree that employees are involved and satisfied with management and with the work environment. Dencker’s article (2008) explains women have made progress in the workforce over the past few decades. Dencker’s research concluded that women made up of only half of the managerial workforce in 2005 (Dencker, 2008).
Although few women were able to be managers in the past, this article highlights their fight to get into those positions, amidst their relationships with their current leaders. As the performance management process transforms, more people will be given an opportunity to be higher-level managers and have a better impact on the company’s organization and their success.
Forslund, H. (2012). Performance management in supply chains: logistics service providers' perspective. International Journal of Physical Distribution & Logistics Management, 42(3), 296-311. (Retrieved from ProQuest)
The supply chain career field is a huge part of day-to-day operations. With such a large workforce it is important to create and develop a consistent working relationship with how employees perform and their level of production. The performance management strategies mentioned in this article include the scope of work, schedules and resources within a logistics company.
This article meets the requirements of the third component: succession planning- plans to create internal promotional opportunities for future high-level positions. The internal promotion opportunities within a logistics company are greater due to the amount of people working in the organization. Although logistics service providers are not only the company can enhance its performance management, it can also achieve benefits in the sense of concentration on core skillsets and employee capabilities, to raise the level of customer satisfaction and ultimately save money.
Fu, N., Flood, P; Bosak, J., Morris, T., O'Reagan, P. (2013). Exploring the performance effect of HPWS on professional service supply chain management. Supply Chain Management. (Retrieved from ProQuest)
This article explains the study of how to have a better understanding of how the high-performance work systems (HPWS) affects the performance of the employees and the performance of the organization. The link between the HPWS and the performance of the organization revealed a positive relationship. This article would be supportive of the fourth component in the final paper, the performance feedback model- way to best provide feedback and direction on employee performance to impact future performance.
Having multiple ways to provide feedback to employees could be beneficial in how employees respond, as well as the amount of productivity of an organization. The traditional performance management resources were used, but the HPWS the link between human resource management and professional employee.
Germain, M. (2012). Traits and skills theories as the nexus between leadership and expertise: Reality or fallacy? Performance Improvement, 51(5), 32-39. doi:10.1002/pfi.21265
Some may think that for a leader to be effective in an organization, they must have employees support this theory. However, this article showed results that explained how leaders and employees actually have similar characteristics Being a good leader involves a little more than having a title; it involves the applying a skillset of personality traits in a manner that persuades others that an individual’s behavior warrants leadership recognition (Germain, 2012).
This article will be used to support the performance feedback model as well as the employee engagement assessment in the final paper. To support the performance feedback model, Germain (2012) references a leader’s ability to influence other. A successful leader will naturally create passionate employees and give them positive feedback that will be beneficial.
Harbour, J. (2009). Integrated performance management: A conceptual, system-based model. Performance Improvement, 48(7), 10-14. (Retrieved from ProQuest)
Harbour (2009) discusses an integrated performance management system to improve performance feedback. This feedback can help companies determine the engagement levels of their workforce. Higher engagement equates to higher overall performance (Harbour, 2009). Overall employee surveys can provide a different perspective and allow managers to find better ways to reward employees for participating in these surveys.
This article will support the leadership development and the compensation model for the final paper. Harbour (2009) explains different plans to enhance leadership skillsets alongside providing ways to compensate employees that do participate in improving the overall results for performance management within a company. Otherwise, if employees are not completing the surveys, it is hard for leadership to make the necessary changes to help improve performance.
Hanselman, O. (2010). Uniting strategy with action using a "Performance Dashboard." Journal of Performance Management, 22(3), 35-46. (Retrieved from ProQuest)
The author of this article explains how to use data from performance management systems to create a “Performance Dashboard” that will reveal the metrics of the performance culture of and organization. This performance feedback model can be used in future development of the company by giving leaders a direct perspective of what’s working, and what’s hindering employees.
This article will support the best way to provide feedback and direction on employee performance and help mold the future performance models. Many organizations fail to understand that it is more cost effective to keep good employees than to constantly be searching for new ones. This necessary change within an organization will be beneficial for employees because they will have the opportunity to voice their concerns and see real-time change.
Maley, J. F., & Moeller, M. (2014). Global performance management systems: The role of trust as perceived by country managers. Journal of Business Research, 67(1), 2803–2810. https://doi-org.proxy-library.ashford.edu/10.1016/j.jbusres.2012.08.003
Reviewing the process of global performance management is essential for large corporations. Maley and Moeller (2014) research suggests ratee satisfaction with performance feedback is considered to contribute to the supervisor’s perception of employee performance assessment, they also suggest that a key element of employee development is based off ratee satisfaction (Maley, & Moeller, 2014).
The above article supports the final proposal by explaining the compensation model of performance management. As a result of employee participation in performance management processes, supervision gave more instant feedback to employees and even asked about their personal goals, and finally rewarded employees by issuing small weekly bonuses.
Nunamaker, J. F., Jr., Reinig, B. A., & Briggs, R. O. (2009). Principles for effective virtual teamwork. Communications of the ACM, 52(4), 113- 117. doi: 10.1145/1498765.1498797
This article proposes the idea that companies should provide incentives in order for employees to improve their performance. If companies develop better rewarding strategies, then it will also increase teamwork within the organization. This idea could support the succession planning and employee engagement assessment for the final paper.
Organizations must see the value in their employees as well as the performance of the workforce. Managers must continue to guide, inspire, and direct the employees to continuously enhance their performance. This could also affect the employee’s decision to grow with a company or look for other opportunities.
Smith, S.M. (2009). Investors in people: The chicken and the egg : HR specialists should be cautious about claims for the standard. Human Resource Management International Digest, 17(1), 38-39. (Retrieved from ProQuest)
Smith (2009) discusses how important it is to invest in people within a company. Making an investment can be beneficial to the company, and in return produce a stellar employee. Although there were challenges within this case study, the link between investing in an employee and improved business performance was essential.
This process is succession planning and will show promotion opportunities for future high-level positions. Therefore, when a human resources representative is faced with the question of hiring a new employee or promoting one from within, their decision will be easier.
Stone, R. (2009). Achieving results with a performance-centered design framework. Performance Improvement, 48(5), 37-44. (Retrieved from ProQuest)
Stone’s article explains how to overcome issues within the performance management process. For example, when designing a performance management model, it’s important to include elements that are fair and measurable. Otherwise the performance management process will be ineffective, and employees won’t have a fair chance to compete for incentives.
This article will support the fourth component of the final proposal. The performance feedback model will explain the best way to get employee feedback and direction of how to alter these models for future feedback and organization performance.
