1. Group 7: Performance evaluation, measurement, and management By: Adrienne Kwong, Juana Paredes, Kassandra Magtibay, Andres Ramirez, Carlos Garcia

2. Adrienne Kwong The Invisible Eye? Electronic Performance Monitoring and Employee Job Performance By: Devasheesh P. Bhave

3. Key Terms 1.Electronic Performance Monitoring (EPM) 2.Organizational Citizenship Behaviors (OCBs) 3.Counterproductive Work Behaviors (CWBs) 4.Task Performance 5.Customer Service Representatives (CSRs) 6.Call Quality

4. Purpose of the Study ● To examine the relationship between supervisory use of EPM and performance (task performance, OCB, CWB, and call quality)

5. About the study ● Data collected from two large call centers o 204 CSRs and 24 supervisors participated ● Surveys completed by supervisors that assessed use of EPM systems and rated the subordinate’s task performance, OCBs, call quality, and CWB ● Separate quality departments for call quality o independent, objective assessments

6. Results

7. Task Performance CWBOCBCall Quality Supervisory use of EPM 0.36-0.020.412.97

8. Results

9. Take Home Message ● To avoid information overload, identify the key components used from EPM data o Scorecards, performance evaluations ● Supervisor training o consistent data interpretation ● Goal Setting ● Implement frequent performance evaluations-- every 2 months

10. Juana Paredes “Performance Management: Perceiving Goals as Invariable and implications for Perceived Job Autonomy and Work Performance.” By:Bard Kuvaas, Robert Buch and Anders Dysvik

11. Key Terms 1.Perceived Goals as Invariable 2.Perceived Job Autonomy 3.Performance Management 4.Goal-Setting Theory

12. Purpose of the Study ● To examine the use of Perceived Job Autonomy as a mediator to increase work performance. ● Hypothesis 2: Perceived Job Autonomy mediates the negative relationship between Perceived Goals and Invariable and Work Performance.

13. About the Study ● Online survey taken by employees from a municipality in Norway. o Educational, health, administrative and social services o 737 municipality workers, 40 supervisors ● Each sector heavily relied on the use of goals and goal attainment as indicators of employee work performance.

14. Results

16. Take Home Message ●Include employees in the goal-setting process. ●Reduce HRM practices or systems that negatively affect employee job autonomy. ●Engage immediate supervisor ●Develop an innovative work environment to increase job autonomy.

17. Kassandra Magtibay Managing To Stay In The Dark: Managerial Self-efficacy, Ego Defensiveness, and The Aversion to Employee Voice By: Nathanael J. Fast, Ethan R. Burris, Caroline A. Bartel

18. Key Terms ● Self-efficacy ● Ego defensiveness ● Employee voice ● Voice aversion ● Self-affirmation

19. Purpose of the study ● To examine the psychological processes that may lead some managers to become averse to employee voice

20. About the study Study 2 o Hypothesis: Ego defensiveness is the underlying mechanism explaining the relationships between managerial self-efficacy and voice solicitation o Method:  Managerial scenario: Commuter airline  131 adult participants  Pretest (manipulate self-affirmation) → Test (manipulate self-efficacy)

21. Results

22. ● The effects in the no self-affirmation group proved that they were driven by feelings of ego defensiveness (ED) o High ED (no self-affirmation) = Low self-efficacy, low voice solicitation, and negative feelings o Low ED (self-affirmation) = High self-efficacy, high voice solicitation, and positive feelings

23. Theoretical implication

24. Take Home message ● Ego defensiveness explains why employees withhold innovative ideas and why some managers hesitate to listen to their employees ● Executives can encourage their managers to foster a culture of voice and innovation o Workshops or training sessions o Online employee forum discussion board

25. Andres Ramirez Rocking The Boat But Keeping It Steady: The Role Of Emotion Regulation in Employee Voice By: Adam M. Grant

26. Key Terms ● Voice ● Emotion Regulation Theory ● Emotion Regulation Knowledge

27. Purpose of the Study -- to enrich our understanding of the critical ways in which emotion regulation can shape the incidence and outcomes of voice

28. About the Study -100 employees - Optometry Company -Emotion Regulation Knowledge - STEM -Emotional Labor Strategies (Deep/Surface Acting) - Surveys -Voice and Performance Evaluations - HR Managers

29. Results

31. Take Home Message -Managers: - Assist in motivating employees to speak up! - Create safe/friendly work atmosphere -Employees: - Practice speech - speak loud and proud! (respectfully)

32. Carlos Garcia Psychological Capital and Employee Performance: A Latent Growth Modeling Approach By: Suzanne J. Peterson, Fred Luthans, Bruce J. Avolio, Fredo O. Walumbwa, Zhen Zhang

33. Key Terms ● Psychological Capital (PsyCap) ● Efficacy ● Hope ● Optimism ● Resilience

34. Purpose of the Study ● To examine the within-individual change in psychological capital over time and its relation in two types of employee performance outcomes (Supervisor-rated performance and financial performance)

35. About the Study ● Three Hypotheses examined ● Sample of 179 financial advisory employees ● Repeated measures of individual data were collected at three time periods; spanning over seven months ● Supplemental analyses explored the causal direction between psychological capital and employee performance

36. Results

38. Take Home Message ● Developmental interventions aimed at increasing and sustaining overall psychological capital ● Resilience training to increase retention ● PCQ for selection and promotion

39. Group Take Home Message ● Managers need to set goals during each performance evaluation o Re-evaluate goals during each evaluation ● Management needs to incentivize more employee voice o Foster a safe/friendly work environment that encourages a strong voice ●Train leaders to role model positive work behaviors to increase work performance ●Personal or online training sessions with feedback