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Cheng, M., Dainty, A., & Moore, D. (2007). Implementing a new performance management system within a project-based organization: A case study.  International Journal of Productivity
and Performance Management, 56(1), 60-75.
This paper presents the results of a case study of a project-based organization which is in the process of implementing organizational change specifically in Human Resource Management initiatives. It is a fact that implementing organizational change is a difficult process and it becomes even more difficult in a project-based setting where employees come and go and work tasks are also varied in each project. This case study tracked the changes in a project-based organization in the implementation of a performance management system that would measure manager performance. This longitudinal study observed the resistance to the initiated performance management system as well as the causes of resistance, the case study also identified a framework of change in project-based organizations. This paper found that resistance to change was felt more acutely in the said organization. The resistance was associated with the lack of commitment and support from the senior management, lack of training and habitual work practices. It was concluded that the cause of resistance to the implementation of the HRM initiative change was not as problematic, that it could easily be addressed by a more planned, and effective organizational change plan. However, the findings of the study are limited to a single organization thus its conclusions cannot be generalized to other organizations although it could be applied to similar structured organizations.
This paper showed that change is a sore topic in any organization may it is project-based or not. Moreover, the reasons cited for the resistance to change are similar to most organizations as found in literature, thus it can be assumed that change can be implemented using a framework that would focus attention on the possible sources of resistance. This study also emphasized the need for a practical change implementation method wherein managers and employees carried out the implementation of the performance management system.

Buchko, A. (2007). The effect of leadership on values-based management. Leadership & Organization Development Journal, 28(1), 36-50.
This article reported on the effect of leadership of top management to employees work performance in the context of a values-based management system. Values-based management has been a fixture in management theories and discourse. It says that organizations become more effective if its employees subscribe to the values emphasized and held by the organization as a whole. In which case, management must at all times encourage the said values and to require employees to share the said values. The purpose of the study was to gather empirical evidence on the influence and role of top management as leaders of the organization in terms of motivating employee behavior in support of the values of the organization. In this study, a values-based management approach was implemented in the identified organization, then values-based behavior of employees and managers were identified and measured. The employees self-report was then validated by the organization using the 360 method. The study found that employees were more likely to exhibit values-based behavior if their supervisors also exhibited the same behaviors. To a large extent, subordinates were found to mirror the same behaviors as their leaders, thus indicating that organization leaders do have a strong influence over the behavior of their employees.
Organizational culture dictates that employees must adapt to the shared values, principles, goals, and traditions in a given organization, if they do not, they would not be a good fit for the organization and may lead to problem behaviors such as absenteeism and poor work performance. Values-based management is a more specific approach than just promoting organizational culture, which is more accessible to both employees and managers. This paper proved that leaders and managers in an organization can highly impact their subordinates.

References
Buchko, A. (2007). The effect of leadership on values-based management. Leadership &
Organization Development Journal, 28(1), 36-50.
Cheng, M., Dainty, A., & Moore, D. (2007). Implementing a new performance management
system within a project-based organization: A case study.  International Journal of Productivityand Performance Management, 56(1), 60-75.
 

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