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Handling paradoxical tensions through conventions: the case of performance appraisal

  • In this paper, we investigate how conventions enable organisational actors to cope with paradoxical tensions in performance appraisal systems. Building on a case study of a performance appraisal system reform in a public sector organisation, we analyse how this organisation enabled superiors to take into account both accountability and professional logic. When new appraisal rules required superiors to rank their employees according to their qualifications but also to show collegiate solidarity, superiors negotiated an organisation-wide understanding of the rules that enabled them to address both logics simultaneously. The study underlines the importance of collective understandings for individual responses to paradoxical tensions and reveals how performance appraisal systems can be operated according to different logics.

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Metadaten
Author of HS ReutlingenKozica, Arjan
DOI:https://doi.org/10.1688/ZfP-2015-01-Kozica
ISSN:0179-6437
eISSN:1862-0000
Erschienen in:Zeitschrift für Personalforschung : ZfP = German journal of research in human resource management
Publisher:Hampp
Place of publication:Mering
Document Type:Journal article
Language:English
Publication year:2015
Tag:convention theory; paradox research; performance appraisal system; performance evaluation; public sector
Volume:29
Issue:1
Page Number:20
First Page:49
Last Page:68
DDC classes:650 Management
Open access?:Nein
Licence (German):License Logo  In Copyright - Urheberrechtlich geschützt