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Abstract: Leaders who manage complex organizations face the challenge of trying to |
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| manage subordinate performance when job behaviors are not directly observable due to constraints of time and distance. Performance management is especially critical when junior employees perform critical tasks or represent the organization to outsiders. Some examples are salesmen, police officers, and military recruiters. In these cases, monitoring mechanisms are difficult to implement because they often rely on self-reports of behaviors that can’t be directly verified. As a result, leaders are forced to rely on rewards as a method of encouraging organizationally desired behaviors. However these rewards usually focus on an outcome or goal and may serve to encourage behaviors that are expedient to goal achievement but that have dysfunctional consequences for the organization. An example would be when the organization wants to encourage team oriented behavior but provides incentives that reward individual behavior. The challenge for leaders is to have a more extensive model of performance management that considers not only the mix of incentives and monitoring mechanisms (agency factors) but that also considers other organizational influences (organization cultures, role information etc.) on an individual’s perceptions of what they are accountable for (i.e. role expectations) as a part of their relationship with the organization. Research suggests that the degree to which people feel accountable for their actions has the potential to influence subordinate performance in ways that improves organizational effectiveness. One reason for this may be that it forces individuals to consider not only the outcome, but also the process by which goals are achieved. Preliminary research suggests that integrating traditional notions of rewards and monitoring with the social implications of accountability research provides a useful framework from which to view performance management. This then becomes a useful lens for considering organizational influences on both task performance (those behaviors that directly relate to the job such as meeting with a recruit and taking the administrative actions to enlist him or her in the Navy) and contextual performance (behaviors that support the broader organizational environment such as helping coworkers, contributing to team success or working above and beyond traditional duty requirements). This research holds potential for improving the performance management of geographically separated units such as Navy recruiters. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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