Performance management and job-goal alignment: A conditional process model of turnover intention in the public sector
Purpose: the use of performance management (PM) tools is a defining characteristic of public sector management. However, while research on PM is extensive, comparatively little focuses on how the practice shapes the attitudes and behavior of employees. This article addresses this question and develops a conditional process model that links PM to turnover intention. The model predicts that the PM-turnover relationship is mediated by job satisfaction and moderated by job-goal alignment.
Design and methodology: We use a unique dataset drawn from the Russian public sector to test the model empirically. Conditional process modeling is used to test for moderated mediation. The effects are further explored using bootstrapped bias-corrected confidence intervals.
Findings: The analysis suggests that PM has an indirect effect on turnover intention via job satisfaction in the average case. However, the indirect effect is stronger for employees who perceive that their work contributes directly to organizational goals. In contrast, for employees whose work lacks organizational goal alignment, PM has no significant effect.
Originality: Despite being an instrument to manage organizational (including human) resources, few studies have linked PM to employee-level outcomes. By doing so, this study implies promising research paths that can help generate a more complete picture of how PM shapes organizational processes in the public sector.
The objectives of the conference: analysis and development of approaches, methods and tools of business performance management based on modern intellectual technologies, BPM systems for process management, service oriented architectures and knowledge management.
Three dimensions of subordinate-supervisor relations (affective attachment, deference to supervisor, and personal-life inclusion) that had been found by Chen et al. (2009) to be characteristic of a guanxi relationship between subordinates and their supervisors in China were surveyed in Taiwan, Singapore and six non-Chinese cultural contexts. The affective attachment and deference subscales demonstrated full metric invariance whereas the personal-life inclusion subscale was found to have partial metric invariance across all eight samples. Structural equation modelling revealed that the affective attachment dimension had a cross-nationally invariant positive relationship to affective organizational commitment and a negative relationship to turnover intention. The deference to the supervisor dimension had invariant positive relationships with both affective and normative organizational commitment. The personal-life inclusion dimension was unrelated to all outcomes. These results indicate the relevance of aspects of guanxi to superior-subordinate relations in non-Chinese cultures. Studies of indigenous concepts can contribute to a broader understanding of organizational behavior.
Measuring indirect importance of various attributes is a very common task in marketing analysis for which researchers use correlation and regression techniques. We have listed and illustrated some common problems with widely used latent importance measures. A more theoretically sound approach – the Shapley Value decomposition – was applied to a rich data set of US internet stores. The use of store-level data instead of respondent-level data allowed us to reveal the factors, which are powerful in explaining, why some stores have higher rates of willingness to make repeat purchases than the others. By confronting the indirect importance and performance measures for three different internet stores, we have revealed strengths, weaknesses, attributes that the company should bring customers’ attention to and attributes improvement of which is not of a high priority.
Performance Management: Designing the High-Performing Organization. Conference Proceding, Aarhus, Denmark
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.
This work looks at a model of spatial election competition with two candidates who can spend effort in order to increase their popularity through advertisement. It is shown that under certain condition the political programs of the candidates will be different. The work derives the comparative statics of equilibrium policy platform and campaign spending with respect the distribution of voter policy preferences and the proportionality of the electoral system. In particular, it is whown that the equilibrium does not exist if the policy preferences are distributed over too narrow an interval.
The article examines "regulatory requirements" as a subject of state control over business in Russia. The author deliberately does not use the term "the rule of law". The article states that a set of requirements for business is wider than the legislative regulation.
First, the article analyzes the regulatory nature of the requirements, especially in the technical field. The requirements are considered in relation to the rule of law. The article explores approaches to the definition of regulatory requirements in Russian legal science. The author analyzes legislation definitions for a set of requirements for business. The author concludes that regulatory requirements are not always identical to the rule of law. Regulatory requirements are a set of obligatory requirements for entrepreneurs’ economic activity. Validation failure leads to negative consequences.
Second, the article analyzes the problems of the regulatory requirements in practice. Lack of information about the requirements, their irrelevance and inconsistency are problems of the regulatory requirements in Russia.
Many requirements regulating economic activity are not compatible with the current development level of science and technology. The problems are analyzed on the basis of the Russian judicial practice and annual monitoring reports by Higher School of Economics.
Finally, the author provides an approach to the possible solution of the regulatory requirements’ problem. The author proposes to create a nationwide Internet portal about regulatory requirements. The portal should contain full information about all regulatory requirements. The author recommends extending moratorium on the use of the requirements adopted by the bodies and organizations of the former USSR government.
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management