Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
  1. Home
  2. Search

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

20 results

  • Leadership by cavea: The social processes of interorganisational collaborative leadership

  • Andrea North-Samardzic, Melanie Kan, Gareth Edwards
  • Journal:
    Journal of Management & Organization / Volume 30 / Issue 4 / July 2024
    Published online by Cambridge University Press:
    07 August 2023, pp. 1119-1135
    • Article
      • You have access
      • Open access
    • PDF
    • HTML
    • Export citation

  • Research on interorganisational collaboration is longstanding however the role leadership plays in such collaborations is often neglected. Using grounded theory, we present a process model of ‘leadership by cavea’ whereby the relationships across organisations involved in a collaborative project were structured according to hierarchies of privilege, determined by the inherent power of ‘bonding’ social capital. While it emerged that cultural capital was a more valuable resource, this was recognised too late in the leadership process for it to make a necessary contribution. Our findings demonstrate that when seeking to practice collaborative leadership across organisations, individuals and the organisations they represent must be aware of the power they hold and wield, even needing to share or relinquish power to ensure that hierarchies of privilege do not hinder efforts to achieve mutual goals.

  • Looking Back to Move Forward: The (D)evolution of Australia’s EEO Regulatory Framework

  • Andrea North-Samardzic
  • Journal:
    The Economic and Labour Relations Review / Volume 20 / Issue 1 / December 2009
    Published online by Cambridge University Press:
    01 January 2023, pp. 59-76

  • In the context of a 2009 review of Australia's legislation governing framework government equal opportunity for women in the workplace, this article traces the history of Australia's Affirmative Action and Equal Employment Opportunity regulatory frameworks, arguing that there has been a consistent devolution in accountability and responsibility over the years. Whilst there is considerable existing research on EEO outcomes drawing on publicly available reports, the weakness of the reporting mechanism means that evidence of workplace policy and practice has not only diminished but should also be questioned for its accuracy. Drawing from workplace case studies in three sectors, the article draws contrasts between espoused organisational policy and some experiences of women in these workplaces. It is suggested that this and similar evidence of limitations in our current regulatory framework need to be considered by those crafting new legislation.

Managing Employee Performance and Reward
  • Concepts, Practices, Strategies
  • 2nd edition
  • John Shields, Michelle Brown, Sarah Kaine, Catherine Dolle-Samuel, Andrea North-Samardzic, Peter McLean, Robyn Johns, Patrick O’Leary, Geoff Plimmer, Jack Robinson
  • Published online:
    16 August 2019
    Print publication:
    01 October 2015
  • Now in its second edition, Managing Employee Performance and Reward continues to offer comprehensive coverage of employee performance and reward, presenting the material in a conceptually integrated way. This new edition has been substantially updated and revised by a team of specialist contributors, and includes: An increased focus on employee engagement and the alignment between the organisation's goals and the personal goals of employeesExpanded coverage of coaching, now a leading-edge performance enhancement practiceExtensive updates reflecting the major changes in employee benefits in recent years, as organisations strive to attract and retain talentUpdated coverage of executive salaries and incentives in the contemporary post-GFC environment.This popular text is an indispensable resource for both students and managers alike. Written for a global readership, the book will continue to have particular appeal to those studying and practising people management in the Asia-Pacific region.

  • Part 1 - The fundamentals

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 1-2

  • Summary

    The fundamentals

    It is appropriate that we begin our journey by considering those ideas, concepts, propositions and debates that are fundamental to a rounded understanding of employee performance and reward management and, equally, to well-informed and effective practice in these fields.

    The three chapters in part 1 are devoted to this end. Chapter 1 seeks to clarify the meaning, nature and purpose of our two focal human resource processes: performance management and reward management. While our treatment of the ‘what’ and ‘why’ of performance and reward management is written from an explicitly prescriptive-descriptive perspective, the treatment is neither wholly management-centred nor uncritical.

    Building on this foundational knowledge, the two accompanying chapters consider, respectively, the psychological, motivational and strategic basics of performance and reward management. These chapters offer frameworks for practising performance and reward management in both a psychologically aware and a strategically informed manner. The development, implementation and maintenance of effective performance and reward management systems require simultaneous attention to each of these fundamental dimensions.

    By ‘psychological’ dimensions we mean the attitudes, perceptions, values and emotional (or ‘affective’) states that prefi gure the observable actions-or behaviour-of individual employees, or at least that seem to predispose individuals towards certain behavioural actions rather than others. While ‘motivation’ is undoubtedly the most widely acknowledged and theorised of all work attitudes, as we shall see, there are others that may be no less salient or infl uential, including those that are grounded more in perception and in deeply held values and emotions than in dispassionate or rational cognition.

  • Appendix - Model responses to case study

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 392-393

  • Summary

    Question 1

    It must first be noted that Johan made a good point. Geraldine and Michelle do not have hard evidence of a disparity. Indeed, non-disclosure agreements about remuneration and Performance Appraisals make it difficult to show that first, there is pay inequity and second, that any inequity is because of gender discrimination. If they performed better than their male colleagues and still received less, this would be the best way to prove it.

    It’s difficult to say whether this is true in the case of Michelle and Geraldine because they don’t have the bonus amounts or Performance Appraisals of their colleagues. However, gender pay inequity is a widespread and long-standing phenomenon. As stated by the Australian Government’s Workplace Gender Equality Agency, ‘In every single industry there is a pay gap favouring men.’ Indeed, the female-dominated financial services industry experiences some of the highest gender pay gaps. Thus there is a strong likelihood that Michelle and Geraldine received lesser bonuses as they were calculated on annual salary, and pay inequity within their industry is particularly high. This points to indirect discrimination but there is no evidence of direct discrimination in the case.

    Question 2

    As discussed in the response to Question 1, when calculating bonuses based on salaries that are already exhibiting gender bias, the result would be gender inequity in bonuses. Calculating bonuses based on performance outcomes would be a fairer approach. There are some additional strategies that managers can use to ensure bonuses are equitable:

  • In roles that receive bonuses, ensure there is gender parity wherever possible.

  • If one gender receives bonuses more than the other, the organisation needs to analyse why this is occurring. For example, if men are consistently underperforming when compared to women, the organisation needs to find out the reasons for this and address them.

  • Bonuses should be linked to clearly defi ned and objective outcomes to minimise opportunities for bias.

  • Managers should explain and justify bonus payments. While organisations commonly keep remuneration fi gures private, Johan should talk to the Directors as a group about the nature of the bonus payments, how they were calculated and what metrics they were tied to.

  • Part 2 - Performance management in action

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 77-77

  • Summary

    Performance management in action

    The three chapters in part 2 examine the key concepts, techniques and processes associated with the management of employee performance. In chapter 1 we observed that, from a descriptive ‘cybernetic’ (i.e. systems) perspective, work performance may be thought of as having three horizontal or process dimensions – that is, inputs (knowledge, skills and abilities), task effort and other types of work behaviour, and outcomes or results; and three vertical or scalar dimensions – that is, individual, group and organisation-wide performance. By definition, the methods that accentuate behaviour and competency have an individual focus.

    Chapters 4 and 5 examine the main performance management methods or techniques associated with each of these dimensions. Chapter 4 considers those approaches to performance management that are results-focused. Chapter 5 will then consider the methods and techniques that are behaviourally focused and examine the concepts and techniques that emphasise performance inputs or capacities in the form of performance competencies. Chapter 6 , the fi nal chapter in part 2 , examines both the provision of performance feedback to individual employees and practices directed towards performance development, including coaching.

  • 4 - Managing for results

  • from Part 2 - Performance management in action
  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 78-95

  • Summary

    Results are the most tangible and readily measurable of the horizontal dimensions of performance, so we shall begin our discussion at the end, as it were, by examining in this chapter those approaches to performance management that are results-focused, including both those that focus on individual results and those that are associated with group and organisation-wide results. The chapter begins with an overview of those facets of work performance that are commonly characterised as ‘results’. Next we consider some of the key concepts associated with defining and measuring results, the promise and perils of results measurement, and the requirements for measurement reliability. The remainder of the chapter is then devoted to a discussion of two of the most widely applied results-based performance measurement and management methods, namely goal-setting and the balanced scorecard.

    What are ‘results’?

    In terms of the (prescriptive or descriptive) conception of work as a linear value-adding process, ‘results’ can be defined as those tangible and intangible outcomes from work behaviour or activity that management deems desirable and valuable in achieving organisational objectives. Conceived thus, the results domain may be seen as covering six main outcome categories:

  • product or service quantity

  • product or service quality

  • financial outcomes

  • timeliness

  • innovation

  • stakeholder reactions.

    • Here, we have adapted the taxonomy of key human performance outcomes identified by Fitz-enz (2000: 91–128), which lists generic human resources ‘value adding’ factors: ‘cost’, ‘time’, ‘quantity’, ‘error’ and ‘reaction’.

  • Part 5 - System change and dynamic alignment

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 367-367

  • Summary

    System change and dynamic alignment

    Having now laid out all of the pieces of the performance and reward puzzle, it is time for us to consider how to go about assembling these elements into a coherent whole. In this concluding chapter, we detail the alignment model approach to assembling the various concepts, practices and strategies explored in parts 1–4 into an integrated and strategically aligned whole. Specifically, we examine the requirements for and challenges associated with performance and reward system review and the steps involved in system change and development. Although our approach here is primarily prescriptive in nature, our prescriptions also draw on a range of insights available in the empirical or descriptive and critical literatures that have been referred to at various points throughout the text.

  • 10 - Employee benefits

  • from Part 3 - Base pay and benefits
  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 218-235

  • Summary

    The rise of the concept of ‘total reward management’, which was canvassed in chapter 1, owes a great deal to the growing importance of benefit plans in reward practice. Benefits are among the most variegated, complex and rapidly changing aspects of contemporary reward management practice. Because of their constantly evolving nature, benefits almost defy definition (Lengnick-Hall & Bereman 1994). Known originally as ‘fringe benefits’, today the term ‘employee benefits’ covers both ‘indirect pay’ – that is, financial rewards that do not take the form of direct cash payments, such as employer superannuation and health care fund contributions – and non-financial rewards, ranging from special unpaid leave provisions to the provision of wellness programs and advisory services. Rewards in the form of company shares also fall partly within the scope of benefits programs. As such, benefits are a remarkably heterogeneous phenomenon. Their nature and significance varies considerably from country to country, organisation to organisation, role to role and person to person.

    Benefits were once the least glamorous of all aspects of reward management – and were literally referred to as ‘fringe’ reward practices – yet many organisations now consider them to be an important means of gaining a competitive advantage in labour markets where key ‘talent’ is in short supply. As the workforce becomes more diverse and as the level of employee education and reward expectation rises, financial and non-financial benefits are likely to assume an increasingly critical role in the reward management system’s ability to attract, retain and motivate high-potential and high-performing employees.

  • Part 3 - Base pay and benefits

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 161-161

  • Summary

    Base pay and benefits

    Having considered the key psychological and strategic dimensions to understanding the employment relationship, as well as the three main approaches to managing employee performance, we can now turn our attention to the second of the two human resource management processes with which this book is concerned, namely, the management of employee reward and, in particular, the management of employee pay or remuneration. A remuneration system typically comprises three main elements: base pay, benefits and performance-related pay. In designing any remuneration system careful attention should be paid to three key considerations: first, the relative role that each of these three components will play in total remuneration; second, the practices that will be drawn on to configure each component; and third, the target level of total remuneration for each position.

    The four chapters in part 3 cover base pay and benefi ts. Chapter 7 considers the rationale for base pay, the main options for confi guring base pay, the general strengths and weaknesses of each approach, and the incidence of each. It then details the pay structures associated with each option, while chapters 8 and 9 discuss the evaluation methods and processes associated with the development of pay systems based on each of these approaches. Chapter 10 then examines the logic of employee benefit plans and the main options for confi guring such plans.

  • Part 4

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 239-239

  • Summary

    Rewarding employee performance

    Having considered the main options and processes associated with base pay and benefits, we can now consider the remaining major area of reward practice, namely, performance-related rewards. Also known as ‘incentive plans’, these are rewards that are contingent or ‘at risk’ in some way, rather than being ‘fixed’ or ‘guaranteed’, as is the case with more traditional forms of base pay. For this reason, such rewards are also commonly referred to as ‘contingent’ or ‘variable’ pay plans. Moreover, while many such rewards are financial in nature (i.e. performance pay or cash incentives), performance-related rewards may also take a non-financial form.

    The six chapters in part 4 offer a detailed coverage of the main types of individual and collective performance-related rewards and of key themes and debates associated with such rewards. Chapter 11 outlines the main types of performance-related rewards, considers some of the general motives for adopting performance-contingent rewards, and overviews the main arguments and supporting evidence for and against such plans. Chapters 12 to 15 examine specifi c types of performance-related reward plans that are commonly applied to line employees and managers, with particular emphasis on plan usage, strengths and weaknesses. Plans covered include individual merit pay; recognition awards; results-based individual incentives; collective short-term incentives; and collective long-term incentive plans in the form of broadly based employee share plans.