- Oxford Library of Psychology
- The Oxford Handbook of Organizational Climate and Culture
- Oxford Library of Psychology
- About the Editors
- Contributors
- Introduction: The Oxford Handbook of Organizational Climate and Culture
- Part 2 Micro Processes in Organizations
- Staffing Within the Social Context
- The Role of Socialization, Orientation, and Training Programs in Transmitting Culture and Climate and Enhancing Performance
- Motivational Tactics
- Performance Management: Processes That Reflect and Shape Organizational Culture and Climate
- The Climate and Culture of Leadership in Organizations
- Communication, Organizational Culture, and Organizational Climate
- Positive and Negative Affective Climate and Culture: The Good, the Bad, and the Ugly
- The Effects of Organizational Climate and Culture on Productive and Counterproductive Behavior
- Employee Stress and Well-Being
- A Big Data, Say-Do Approach to Climate and Culture: A Consulting Perspective
- Part 3 Macro Processes in Organizations
- Career Cultures and Climates in Organizations
- Implications of Organizational Life Cycles for Corporate Culture and Climate
- Sustainability: How It Shapes Organizational Culture and Climate
- Societal and Organizational Culture: Connections and a Future Agenda
- Part 4 Outcome and Process Foci for Climate and Culture
- Service Quality
- Safety Climate: Conceptualization, Measurement, and Improvement
- Climate and Culture for Health Care Performance
- The Role of Employee Justice Perceptions in Influencing Climate and Culture
- Collaboration and Conflict in Work Teams
- A Climate for Engagement: Some Theory, Models, Measures, Research, and Practical Applications
- A Review of the Literature on Ethical Climate and Culture
- Part 5 Conceptual and Methodological Issues
- An Organizational Identity Lens for Organizational Climate Scholarship
- Organizational Change
- Multilevel and Aggregation Issues in Climate and Culture Research
- Climate and Culture Strength
- A Configural Approach to the Study of Organizational Culture and Climate
- An Evolutionary View of Organizational Culture
- Part 6 Climate and Culture in Practice
- Transforming a Legacy Culture at 3M: Teaching an Elephant How to Dance
- Understanding the Role of Organizational Culture and Workgroup Climate in Core People Development Processes at PepsiCo
- The Mayo Clinic Way: A Story of Cultural Strength and Sustainability
- From “Hamburger Hell” to “I’m Lovin’ It”: How Organizational Culture Contributed to McDonald’s Turnaround
- The Tata Group: Lessons on Global Business Excellence from India’s Most Prominent Multinational
- A Tall Order and Some Practical Advice for Global Leaders: Managing Across Cultures and Geographies
- Summary and Conclusion
- Author Index
- Subject Index
Abstract and Keywords
This chapter examines performance management programs, procedures, and policies and their tie to organizational culture and climate. Performance management reflects and shapes the values and norms of work groups and organizations and employees’ attitudes and behaviors. Performance management methods stem from structural characteristics of job and group design that in turn influence both the talent needed and how the work is performed. Performance may require following prescribed work methods that may need to be adapted to changing circumstances. In other cases, performance may not have prespecified work methods and outcomes, requiring generative work processes that lead to invention and problem solving. Performance expectations and management are also a function of the leaders’ style and strategies for operating the organization—the culture leaders want to promulgate or change.
Keywords: employee engagement, integrated performance management systems, job design, leadership of performance management, multi-source feedback, performance appraisal systems, performance management policies and practices
Manuel London, PhD, is Professor of Management and Director of the Center for Human Resource Management in the College of Business at the State University of New York at Stony Brook. He previously taught at the University of Illinois at Champaign and was a researcher and human resource manager at AT&T. He received his PhD in industrial and organizational psychology from the Ohio State University. His dissertation focused on how small groups make decicions. He has since studied and developed ways to improve individual and group learning. He consults for business and government organizations on group facilitation, performance appraisal, feedback, and career development.
Edward M. Mone is a member of CA Technologies in Islandia, NY.
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- Oxford Library of Psychology
- The Oxford Handbook of Organizational Climate and Culture
- Oxford Library of Psychology
- About the Editors
- Contributors
- Introduction: The Oxford Handbook of Organizational Climate and Culture
- Part 2 Micro Processes in Organizations
- Staffing Within the Social Context
- The Role of Socialization, Orientation, and Training Programs in Transmitting Culture and Climate and Enhancing Performance
- Motivational Tactics
- Performance Management: Processes That Reflect and Shape Organizational Culture and Climate
- The Climate and Culture of Leadership in Organizations
- Communication, Organizational Culture, and Organizational Climate
- Positive and Negative Affective Climate and Culture: The Good, the Bad, and the Ugly
- The Effects of Organizational Climate and Culture on Productive and Counterproductive Behavior
- Employee Stress and Well-Being
- A Big Data, Say-Do Approach to Climate and Culture: A Consulting Perspective
- Part 3 Macro Processes in Organizations
- Career Cultures and Climates in Organizations
- Implications of Organizational Life Cycles for Corporate Culture and Climate
- Sustainability: How It Shapes Organizational Culture and Climate
- Societal and Organizational Culture: Connections and a Future Agenda
- Part 4 Outcome and Process Foci for Climate and Culture
- Service Quality
- Safety Climate: Conceptualization, Measurement, and Improvement
- Climate and Culture for Health Care Performance
- The Role of Employee Justice Perceptions in Influencing Climate and Culture
- Collaboration and Conflict in Work Teams
- A Climate for Engagement: Some Theory, Models, Measures, Research, and Practical Applications
- A Review of the Literature on Ethical Climate and Culture
- Part 5 Conceptual and Methodological Issues
- An Organizational Identity Lens for Organizational Climate Scholarship
- Organizational Change
- Multilevel and Aggregation Issues in Climate and Culture Research
- Climate and Culture Strength
- A Configural Approach to the Study of Organizational Culture and Climate
- An Evolutionary View of Organizational Culture
- Part 6 Climate and Culture in Practice
- Transforming a Legacy Culture at 3M: Teaching an Elephant How to Dance
- Understanding the Role of Organizational Culture and Workgroup Climate in Core People Development Processes at PepsiCo
- The Mayo Clinic Way: A Story of Cultural Strength and Sustainability
- From “Hamburger Hell” to “I’m Lovin’ It”: How Organizational Culture Contributed to McDonald’s Turnaround
- The Tata Group: Lessons on Global Business Excellence from India’s Most Prominent Multinational
- A Tall Order and Some Practical Advice for Global Leaders: Managing Across Cultures and Geographies
- Summary and Conclusion
- Author Index
- Subject Index