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External pressures affecting the adoption of employee performance management in higher education institutions

Adelien Decramer UGent, Carine Smolders UGent, Alex Vanderstraeten UGent, Johan Christiaens UGent and Sebastian Desmidt UGent (2012) PERSONNEL REVIEW. 41(5-6). p.686-704
abstract
Purpose - This paper aims to explore the relationship between external pressures and the adoption of employee performance management systems within academic units of Flemish higher education institutions. The literature on contextually based HRM and institutionalism is used to underpin the theoretical propositions. Design/methodology/approach - A comparative case study is described to provide evidence for the theoretical arguments. Findings - It has been suggested that academic units face a set of external pressures, which leads to different employee performance management systems. This study finds that academic units imitate their legitimacy-based reference group and legitimacy-driven imitation and the adoption of external employee performance management requirements distort the alignment of employee performance management systems. Research limitations/implications - Future research could formally test the relationship between external drivers and the adoption of strategic and integrated employee performance management systems in academic units by using a survey questionnaire. Originality/value - This theoretical argumentation uses contextually-based human resource theory and it is explored empirically through an analysis of the specific context of Flemish academic units to explain how institutional and market pressures affect the adoption and configuration of employee performance management systems.
Please use this url to cite or link to this publication:
author
organization
year
type
journalArticle (original)
publication status
published
subject
keyword
Employees, Employee performance management system, Performance management, Alignment, Higher education context, External drivers, PEOPLE, SYSTEMS, UNIVERSITY, ORGANIZATIONS, RESEARCH AGENDA, HUMAN-RESOURCE MANAGEMENT, Higher education, Belgium
journal title
PERSONNEL REVIEW
Pers. Rev.
volume
41
issue
5-6
pages
686 - 704
Web of Science type
Article
Web of Science id
000311268800008
JCR category
INDUSTRIAL RELATIONS & LABOR
JCR impact factor
0.825 (2012)
JCR rank
10/24 (2012)
JCR quartile
2 (2012)
ISSN
0048-3486
DOI
10.1108/00483481211263593
language
English
UGent publication?
yes
classification
A1
copyright statement
I have transferred the copyright for this publication to the publisher
id
2082904
handle
http://hdl.handle.net/1854/LU-2082904
date created
2012-04-10 13:54:51
date last changed
2015-01-22 10:14:10
@article{2082904,
  abstract     = {Purpose - This paper aims to explore the relationship between external pressures and the adoption of employee performance management systems within academic units of Flemish higher education institutions. The literature on contextually based HRM and institutionalism is used to underpin the theoretical propositions. Design/methodology/approach - A comparative case study is described to provide evidence for the theoretical arguments. Findings - It has been suggested that academic units face a set of external pressures, which leads to different employee performance management systems. This study finds that academic units imitate their legitimacy-based reference group and legitimacy-driven imitation and the adoption of external employee performance management requirements distort the alignment of employee performance management systems. Research limitations/implications - Future research could formally test the relationship between external drivers and the adoption of strategic and integrated employee performance management systems in academic units by using a survey questionnaire. Originality/value - This theoretical argumentation uses contextually-based human resource theory and it is explored empirically through an analysis of the specific context of Flemish academic units to explain how institutional and market pressures affect the adoption and configuration of employee performance management systems.},
  author       = {Decramer, Adelien and Smolders, Carine and Vanderstraeten, Alex and Christiaens, Johan and Desmidt, Sebastian},
  issn         = {0048-3486},
  journal      = {PERSONNEL REVIEW},
  keyword      = {Employees,Employee performance management system,Performance management,Alignment,Higher education context,External drivers,PEOPLE,SYSTEMS,UNIVERSITY,ORGANIZATIONS,RESEARCH AGENDA,HUMAN-RESOURCE MANAGEMENT,Higher education,Belgium},
  language     = {eng},
  number       = {5-6},
  pages        = {686--704},
  title        = {External pressures affecting the adoption of employee performance management in higher education institutions},
  url          = {http://dx.doi.org/10.1108/00483481211263593},
  volume       = {41},
  year         = {2012},
}

Chicago
Decramer, Adelien, Carine Smolders, Alex Vanderstraeten, Johan Christiaens, and Sebastian Desmidt. 2012. “External Pressures Affecting the Adoption of Employee Performance Management in Higher Education Institutions.” Personnel Review 41 (5-6): 686–704.
APA
Decramer, A., Smolders, C., Vanderstraeten, A., Christiaens, J., & Desmidt, S. (2012). External pressures affecting the adoption of employee performance management in higher education institutions. PERSONNEL REVIEW, 41(5-6), 686–704.
Vancouver
1.
Decramer A, Smolders C, Vanderstraeten A, Christiaens J, Desmidt S. External pressures affecting the adoption of employee performance management in higher education institutions. PERSONNEL REVIEW. 2012;41(5-6):686–704.
MLA
Decramer, Adelien, Carine Smolders, Alex Vanderstraeten, et al. “External Pressures Affecting the Adoption of Employee Performance Management in Higher Education Institutions.” PERSONNEL REVIEW 41.5-6 (2012): 686–704. Print.