Increasing perceived work meaningfulness by implementing psychological need-satisfying performance management practices

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2022-09-01 DOI:10.1016/j.hrmr.2020.100792

Eva Kubiak

引用次数: 21

Abstract

To further investigate the relationship between human resource practices and organizational performance, research suggests focusing on psychological employee outcomes. In this paper, it is proposed that the positive psychological concept of work meaningfulness constitutes a mediator between human resource practices and performance which is worth investigating. The author argues that performance management practices can potentially lead to an increase in employees' perceived work meaningfulness, if they focus on satisfying the three psychological needs for competence, autonomy, and relatedness. Based on findings from research focusing on performance management trends, goal setting, performance appraisal, performance feedback, and self-determination theory, the paper suggests a new perspective on how to incorporate concepts rooted in the science of positive psychology in performance management practices to contribute to positive workplace outcomes such as well-being and performance.

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通过实施心理需求满足绩效管理实践，提高工作的感知意义

为了进一步研究人力资源实践与组织绩效之间的关系，研究建议关注员工的心理结果。本文提出工作意义的积极心理学概念是人力资源实践与绩效之间的中介，值得研究。作者认为，如果绩效管理实践专注于满足胜任力、自主性和相关性这三种心理需求，那么绩效管理实践可能会增加员工对工作意义的感知。基于对绩效管理趋势、目标设定、绩效评估、绩效反馈和自我决定理论的研究结果，本文提出了一个新的视角，即如何将积极心理学的概念融入绩效管理实践中，以促进积极的工作场所成果，如幸福感和绩效。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.