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High Job Performance Through Co‐Developing Performance Measures With Employees
Author(s) -
Groen Bianca A. C.,
Wilderom Celeste P. M.,
Wouters Marc J. F.
Publication year - 2015
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.21762
Subject(s) - job performance , structural equation modeling , psychology , control (management) , job attitude , applied psychology , job design , quality (philosophy) , job control , job characteristic theory , social psychology , job satisfaction , business , marketing , computer science , management , work (physics) , economics , engineering , mechanical engineering , philosophy , epistemology , machine learning
According to various studies, employee participation in the development of performance measures can increase job performance. This study focuses on how this job performance elevation occurs. We hypothesize that when employees have participated in the development of performance measures, they perceive these measures to be of higher quality, which in turn elevates their attitudes toward, perceived social norms for, and perceived control over performing well in their jobs. Based on the theory of planned behavior, the latter three factors are hypothesized to increase job performance. Survey data from 95 employees as well as 88 of their managers were analyzed using structural equation modeling. Employee participation in developing performance measures is found to be related to job performance, via perceived measurement quality and employees’ perceived control over performing well. We discuss the practical and theoretical implications of these findings, including the limitations of this study's design, and sketch a number of future research paths in this area. © 2015 Wiley Periodicals, Inc.