Ja Jen Algera

Task complexity and task, goal, and reward interdependence in group performance management : A prescriptive model

A prescriptive model on how to design effective combinations of goal setting and contingent rewards for group performance management is presented. The model incorporates the constructs task complexity, task interdependence, goal interdependence, and reward interdependence and specifies optimal fit relationships between these constructs. Four propositions address the levels of goal interdependence that should be created given certain levels of task complexity and task interdependence. Based on the assumption that reward systems should reinforce goal attainment through a level of reward interdependence that is similar to the level of interdependence created by the goals, four additional propositions are formulated. These are confronted with the results of experimental studies on the effects of reward interdependence on group performance. We argue that the research on effective combinations of goal setting and contingent rewards for the performance management of groups will benefit from studies in which: (1) both task interdependence and task complexity are taken into account, and (2) goal interdependence and rewards interdependence are manipulated separately.

Macro and Micro Goal Setting: In Search of Coherence

In this article we discuss macro and micro goal setting approaches, focusing on the relations between goals at different organisational levels. Translating strategic goals in a top-down manner throughout the organisation is a rather complex process. In organisations, at least one intermediate level between macro (i.e. strategic) and micro (i.e. operational) goals can be distinguished: the level of meso (i.e. tactical) goal setting. The process of a strategic dialogue is introduced to arrive at organisational goal coherence, which is defined as consensus on goal priorities within single constituencies and between multiple constituencies at different organisational levels. This process is illustrated in a case study, in which the CATPCA method has been applied to empirically operationalise degrees of consensus. Effects of the strategic dialogue on organisational goal coherence are demonstrated.

Interdependence and fit in team performance management

Purpose – To evaluate a proposed prescriptive model for the design of effective combinations of performance goals and pay‐for‐performance plans for the performance management of teams.Design/methodology/approach – The idea underlying the model – in which task, goal, and reward interdependence and their fit play a dominant role – is that a pay‐for‐performance plan should support the team goals and the goals of individual team members as well as support the way in which team members need to cooperate. To obtain a first notion on the models validity, it was applied to evaluate a pay‐for‐performance plan for management teams at a large IT company. This evaluation consisted of an in‐depth study of three management teams, using a case study methodology.Findings – Combinations of fit among type of team, performance goals, and pay‐for‐performance plan (established by a fit between the interdependence constructs and/or by an overlap in the content of the goal and pay indicators) are more effective than combinatio...

Measuring and Enhancing Organizational Productivity by Means of ProMES: Three Practical Implications

A large number of practical experiences that have come from various Productivity Measurement and Enhancement System ProMES projects are organized around what seem to be three essential questions that have to be answered when one aims at productivity improvement. The first question regards the essence of organizational effectiveness and how a group can effectively contribute to that. In other words, the What of productivity improvement. The second question refers to the group s motives to contribute to organizational effectiveness. In other words, the Why of productivity improvement, from the perspective of the employees. The last question deals with the task strategies a group should follow in order to actually improve. In other words, the How of productivity improvement. Along with the description of practical examples some indications for future research are given.