The effects of performance coaching and team task on job engagement The mediation roles of performance appraisal effectiveness & feedback environment
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Abstract
Job engagement is a motivating factor for the self-driven role performance based on strong involvement. Following the performance management perspective that expands from a simple evaluation paradigm to stimulate work motivation, the current study investigated feedback-related factors that influence on job engagement. As factors that are associated with job engagement in the formal structural aspects in organizations, the performance coaching of team leaders at the individual-level and the task interdependence at the team-level were examined. The study also investigated the mediation role of performance appraisal effectiveness between performance coaching and job engagement, and the cross-level mediation effect of feedback environment at the team level between task interdependence and job engagement. Using the survey research method, data were collected from 214 employees in 29 teams. The individual-level hypotheses were tested by adopting an analytical method that examines the mediation effect controlling for the team influence, and the team-level hypotheses were tested not only for the suggested mediation path but also for the possible alternative path through the individual-level mediator. The results of the analyses showed that there was a partial mediation role of appraisal effectiveness from performance coaching toward job engagement. The results also showed that a significant cross-level mediation effect of feedback environment on the job engagement from task interdependence, which explains mediation processes better than the alternative path. The current study has provided implications for ways to stimulate job engagement through formal and informal performance management strategies in organizations.
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Han , T., & Park, S. (2011). The effects of performance coaching and team task on job engagement: The mediation roles of performance appraisal effectiveness & feedback environment. Korean Journal of Industrial and Organizational Psychology, 24(3), 597–626. https://doi.org/10.24230/kjiop.v24i3.597-626
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Empirical Articles
This work is licensed under a Creative Commons Attribution 4.0 International License.
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References
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Aldag, R. J., & Kuzuhara, L. W. (2002). Organizational Behavior and Management: An Integrated Skill Approach. Austrailia MN:South- Western/Thomson Learning.
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Alper, S., Tjosvold, D., & Law, S. A. (1998). Interdependence and controversy in group decision making: Antecedents to effective self-managing teams. Organizational Behavior and Human Decision Processes, 74, 33-52.
Arnold, J. J., Ared. S., Rhoades, J. A., & Drasgcw. F. (2000). The empowering leadership questionnaire: The construction and validation of anew scale for measuring leader behaviors. Journal of Organizational Behavior. 21, 249-269.
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
Becker, T. E., & Klimoski, R. J. (1989). A field study of the relationship between the organizational feedback environment and performance. Personnel Psychology, 42, 343-358.
Bernardin, H. J., Hagan, C. M., Kane, J. S., & Villanova, P. (1998). Effective performance management: A focus on precision, customers, and situational constraints. In J. W. Smither (Ed.), Performance appraisal: State of the art in practice. San Francisco: Jossey-Bass.
Bleeker, M. M. E., & Roodt, G. (2002). Die verband tussen werkbetrokkenheid en werkprestasie (The relationship between work involvement and work performance). Journal of Industrial Psychology, 28, 22-32.
Bliese, P. D. (2000). Within-Group Agreement, Non-Independence, and Reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations, 349-381. San Francisco: Jossey-Bass,
Brandes, P. (1997). Organizational Cynicism, Doctoral Dissertation, University of Cincinnati, Ohio. USA.
Brown, M., & Benson, J. (2003). Rated to exhaustion? Reactions to performance appraisal processes. Industrial Relations Journal, 34, 67- 81.
Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823-850.
Cardy, R. L., & Dobbins, G. H. (1994). Performance Appraisal: Alternative perspectives. Cincinatti. OH: South-Western Publishing,
Cascio, W. F., & Aguinis, H. (2008). Industrial and Organizational Psychology 1963-2007: Changes, choices, and trends. Journal of Applied Psychology, 93, 1062-1081.
Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23, 239-290.
Czarnowsky, M. (2008). Learning’s role in employee engagement: An ASTD research study. Alexandria, VA: American Society for Training & Development.
Dipboye, R. L., & de Pontbriand, R. (1981). Correlates of employee reactions to performance appraisals and appraisal systems. Journal of Applied Psychology, 66, 248-251.
Fitzgerald, T. (2002). Appraisal and feedback. Keynote address to the Auckland Deputy and Assistant Principals Conference, August, Auckland.
Folger, R., Konovsky, M. A., & Cropanzano, R. (1992). A due process metaphor for performance appraisal. Research in Organizational Behavior, 14, 129-177.
Gersick, C. J. G. (1988). Time and transition in work reams: Toward a new model of group development. Academy of Management Journal, 31, 9-41.
Gersick. C. J. G. (1989). Marking time: Predictable transitions in task groups. Academy of Management Journal, 32, 274-309.
Giles, W. F., & Mossholder, K. W. (1990). Employee reactions to contextual and session components of performance appraisal. Journal of Applied Psychology, 75, 371–377.
Gilland, S. W., & London, J. C. (1998). Creating performance management systems that promote perceptions of fairness. Performance Appraisal, San Fransisco:Jossey-Bass.
Graber, J. M., Breisch, R. E., & Breisch, W. E. (1992). Performance appraisal and Deming: A misunderstanding? Quality Progress, June, 59-62.
Greenberg, J. (1986). Determinants of perceived fairness In performance evaluation. Journal of Applied Psychology, 71, 340-342.
Greller, M. M. (1975). Subordinate participation and reactions to the appraisal interview. Journal of Applied Psychology, 60, 554-559.
Hackman, J. R., & Oldham, G. R. (1980). Work Redesign. Reading. MA: Addison-Wesley.
Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30, 269-287.
Hall, D. T., Otazo, K. I., & Hollenbeck, G. P. (1999). Behind closed doors: What really happens in executive coaching. Organizational Dynamics, 27, 39-53.
Hanser, L. M., & Muchinsky, P. M. (1978). Work as an information environment. Organizational Behavior and Human Performance, 21, 142-147.
Heslin, P. A., Vandewalle, D., & Latham, G. P. (2006). Keen to help? Managers' implicit person theories and their subsequent employee coaching. Personnel Psychology, 59, 871-902.
Ilgen, D. R., Fisher, C. D., & Taylor, S. M. (1979). Consequences of individual feedback on behavior in organizations. Journal of Applied Psychology, 64, 349-371.
Jawahar, M. (2007). The influence of perceptions of fairness on performance appraisal reactions. Journal of Labor Research, 28, 735-754.
Johnson, D. W., & Johnson, R. T. (1989). Cooperation and Competition: Theory and Research. Edina, MN: Interaction Book Company,
Jones, G. R. &, George, J. M. (1998). The Experience and evolution of trust: Implications for cooperation and teamwork. Academy of Management Review, 23, 531-546.
Keeping, L. M., & Levy, P. E. (2000). Performance appraisal reactions: Measurement, modeling, and method bias. Journal of Applied Psychology, 85, 708-723.
Kenny, D. A., Kashy, D. A., & Bolger, N. (1998). Data analysis in social psychology. The handbook of social psychology(Vol.1, 4th ed., 233-265). Boston, MA: McGraw-Hill.
Ketter, P. (2008). What’s the big deal about employee engagement? Training & Development, 62, 44-49.
Khan, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33, 692
Kiggundu, M. N. (1983). Task interdependence and job design: Test of a theory. Organizational Behavior and Human Performance, 31, 145-172.
Kinicki, A., Prussia, G., Wu, B., & McKee-Ryan, F. (2004). A Covariance Structure Analysis of Employees' Response to Performance Feedback. Journal of Applied Psychology, 89, 1057-1069.
Klein, H. J., Wesson, M. J., Hollenbeck, J. R., Wright, P. M., & Deshon, R. R. (2001). The assessment of goal commitment: A measurement model meta-analysis. Organizational Behavior and Human Decision Processes, 85, 32-55.
Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: Historical review, a meta-analysis and a preliminary feedback intervention theory. Psychological Bulletin, 119, 254-284.
Kozlowski, S. W. J., & Klein, K. J. (2000). A multi-level approach to theory and research in organizations: Contextual, temporal, and emergent processes. In Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 3-90).
Lee, R. T., & Ashforth, B. E. (1996). A Meta-analytic examination of the correlates of the three dimensions of job burnout. Journal of Applied Psychology, 81, 123-133.
Levy, P. E., & Williams, J. R. (2004). The social context of performance appraisal: A review and framework for the future. Journal of Management, 30, 881-905.
Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice Hall.
Lockwood, N. R. (2007). Leveraging employee engagements for competitive advantage: HRs strategic role. HR Magazine, 52, 1-11.
London, M., & Smither, J. M. (1995). Can multi-source feedback change perceptions of goal accomplishment, self-evaluations, and performance-related outcomes? Theory- applications and directions for future research. Personnel Psychology, 48, 803-838.
Longenecker, C .O. Gioria, D. A., & Sims, H. P. (1987). Behind the mask: The politics of employee performance appraisal. Academy of Management Executive, 1, 183-193.
MacKinnon, D. P., Fairchild, A. J., & Fritz, M. S. (2007). Mediation analysis. Annual Review of Psychology, 58, 593-614.
Marckle, G. (2007). 성과관리시스템의 패러다임을 바꿔라. [Catalytic Coaching]. (갈랩앤컴퍼니 역), 서울: 교보문고, (원저는 2000년에 출판).
Maslach, C., & Leiter, M. P. (2008). Early predictors of job burnout and engagement. Journal of Applied psychology, 93, 498-512.
Maslach, C., Schaufeli, W. B.,, & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.
Mathieu, J. E., & Taylor, S. (2007). A framework for testing meso-mediational relationships in organizational Behavior. Journal of Organizational Behavior, 28, 141-172.
May, D. R., Gilson, R. L., & Harter, L. M., (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology 77, 11-37.
Mitchell, T. R.,, & Silver, W. S. (1990). Individual and group goals when workers are interdependent: Effects on task strategies and performance. Journal of Applied Psychology, 75, 185-193.
Moorman, R. H. (1991). Relationships between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal Of Applied Psychology, 76, 845-855.
Murphy, K. R., & Cleveland, J. N. (1995). Understanding Performance Appraisal: Social, Organizational, and Goal-Based Perspectives. Thousand Oaks, CA: Sage,
Newell, S. (2002). Creating the healthy organization: Well-being diversity and ethics at work. London: Thomson Learning.
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