Institutions as constraints and resources: explaining cross-national divergence in performance management

Doellgast, Virginia and Marsden, David (2019) Institutions as constraints and resources: explaining cross-national divergence in performance management. Human Resource Management Journal, 29 (2). 199 - 216. ISSN 0954-5395

Text - Published Version Available under License Creative Commons Attribution. Download (1MB)

• Author

Abstract

This article compares performance management practices in call centres from four telecommunications firms in the UK, France, Denmark, and Germany. Findings show that different combinations of institutional constraints, such as strong job security protections, and participation resources supporting worker voice were influential in shaping choices among HRM policies to motivate and discipline workers. Performance management most closely approached a high involvement model where both constraints and resources were high: where worker representatives were able both to restrict management’s use of sanctions and to establish procedures that improved the perceived fairness of incentives. Findings contribute to debates concerning the role of contextual factors in the design and effectiveness of HRM.

Item Type:	Article
Official URL:	https://onlinelibrary.wiley.com/journal/17488583
Additional Information:	© 2018 The Authors © CC BY 4.0
Divisions:	Management
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Date Deposited:	16 Aug 2018 13:34
Last Modified:	11 Dec 2024 21:41
Projects:	RES-061-5-0444
Funders:	Economic and Social Research Council
URI:	http://eprints.lse.ac.uk/id/eprint/89978

Actions (login required)

View Item