Estimating the Effect of a Fit-Focused Employee Selection Program

2018 ◽  
Vol 31 (2) ◽  
pp. 159-175 ◽  
Author(s):  
Nai-Yng Liu ◽  
Shuen-Zen Liu ◽  
Hsuan-Lien Chu
Keyword(s):  
Job Performance ◽  
Empirical Data ◽  
Employee Selection ◽  
Management Control ◽  
Goal Congruence ◽  
Selection Program ◽  
Empirical Results ◽  
Systematic Selection ◽  
Control Tool

ABSTRACTUsing empirical data from a Taiwanese realty company, this paper examines the effects of a fit-focused employee selection program in serving as a management control tool. Empirical results indicate that program-selected probationers show a higher level of goal congruence with the firm and better job performance than non-program-selected individuals. The results provide evidence that systematic selection may serve as a useful mechanism for finding better-fitting employees.

Enabling formal MCS design and use: a meta-synthesis of qualitative research

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marc Janka
Keyword(s):  
Qualitative Research ◽  
Design Methodology ◽  
Management Control ◽  
Employee Behavior ◽  
Goal Congruence ◽  
Management Control System ◽  
Content Type ◽  
Daily Work ◽  
Management Literature ◽  
Design Characteristics

Purpose This study aims to synthesize qualitative research in the accounting and management literature that builds on the concept of enabling formalization. The framework for the meta-synthesis integrates formal management control system (MCS) design applying the package typology and two modes of MCS use, namely, diagnostic and interactive. Design/methodology/approach The meta-synthesis is based on 34 case studies gathered by a systematic literature search. Qualitative research mining software (Leximancer) was used to facilitate an initial analysis, upon which an in-depth manual analysis was conducted. Findings The findings indicate that the generic features of enabling formalization – specifically, flexibility and repair – help employees better deal with inevitable contingencies in their daily work through continuous self-improvement. In many circumstances, there is a need to change common organizational practices, which sometimes requires realignment to direct employee behavior toward goal congruence. The (temporary) coercion of employees does not seem to cause dysfunctional behavior or resistance as long as the broader MCS package follows the design features of enabling formalization – specifically, transparency. The interactive use of personnel/cultural controls appears to play a crucial role within the whole MCS package in balancing tensions between coercion and enabling formalization. Originality/value This study adds to the understanding of formal MCS design characteristics perceived by managers and employees as enabling. Furthermore, it shows how managers of these organizations use formal MCS under enabling formalization.

Job Performance Related to Management Control Systems for Pharmaceutical Salesmen

1976 ◽  
Vol 13 (1) ◽  
pp. 25-33 ◽  
Author(s):  
Charles M. Futrell ◽  
John E. Swan ◽  
John T. Todd
Keyword(s):  
Control System ◽  
Job Performance ◽  
Control Systems ◽  
Empirical Investigation ◽  
Management Control ◽  
Marketing Management ◽  
Management Control Systems ◽  
Sales Forces ◽  
System Characteristics

Conceptualization and empirical investigation of marketing management control systems have not developed to the point where terms, concepts, and methods are clear enough to provide reliable guidelines for managers of sales forces. Three national firms’ salesmen's perceptions of their control system were related to the salesmen's performance to identify the most important control system characteristics.

The Joint Relationship of Conscientiousness and Ability with Performance: Test of the Interaction Hypothesis

1999 ◽  
Vol 25 (5) ◽  
pp. 707-721 ◽  
Author(s):  
Michael K. Mount ◽  
Murray R. Barrick ◽  
J. Perkins Strauss
Keyword(s):  
Job Performance ◽  
Performance Test ◽  
Employee Selection ◽  
Hierarchical Regression ◽  
Limited Evidence ◽  
Interaction Hypothesis ◽  
Supervisory Ratings ◽  
Relationship Of ◽  
The Relationship ◽  
Practical Implications

This study investigated whether conscientiousness and ability interact in the prediction of job performance. Although few studies have directly addressed this issue, there is limited evidence that ability moderates the relationship between conscientiousness and job performance. Specifically, it has been reported that the relationship of conscientiousness to performance is positive for high ability and near zero or negative for low ability. Results in the present study provided no support for the interaction of GMA and conscientiousness. Moderated hierarchical regression analyses for three independent samples of participants (146 managers in sample 1, 103 sales representatives in sample 2, and 121 managers in sample 3), showed that the interaction did not account for unique variance in the prediction of supervisory ratings of job performance beyond that accounted for by GMA and conscientiousness. These findings indicate that ability does not moderate the relationship of conscientiousness to job performance. Practical implications for employee selection practices, and theoretical implications for models of job performance, are discussed.

Sales management control and job performance

1978 ◽  
Vol 7 (5) ◽  
pp. 311-315 ◽  
Author(s):  
Charles M. Futrell ◽  
Patrick L. Schul
Keyword(s):  
Job Performance ◽  
Sales Management ◽  
Management Control

How to Manage Performance-Based Contracting

2020 ◽  
Author(s):  
Andreas H. Glas ◽  
Michael Essig
Keyword(s):  
Two Dimensions ◽  
Management Control ◽  
Management Approach ◽  
Management Problem ◽  
Goal Congruence ◽  
Supplier Relationships ◽  
Management By Objectives ◽  
Outcome Goals ◽  
Managerial Implications ◽  
Peter Drucker

Peter Drucker formulated a management by objectives approach in the 1950s. That approach is a management system based on goal congruence as a means of improving performance. Since then, this management approach developed from leadership of employees to the arena of buyer–supplier relationships, where the approach is called performance-based contracting (PBC) and merges outcome goals with incentives. This chapter briefly introduces the peculiarities and differences of PBC in contrast to more traditional approaches. The chapter indicates that PBC is not just a contract, but in fact a strategic approach, and thus necessitates strategic management activities. Therefore, the focus of this work is on how to manage PBC. For this purpose, the management problem is differentiated into three management needs in two dimensions: The first dimension is the management of the supply architecture. This dimension has two relevant management needs: (a) positioning of PBC and (b) PBC subsupplier management. The second dimension addresses the need for a PBC (project) management in the buyer–supplier relationship. That dimension is further split into ten different steps. To address the management needs, insights from management control theory and new institutional economies theory are used. On this basis, this chapter conceptualizes both management dimensions. Insights about the main decisions for each dimension are given. These insights build the basis for several propositions and managerial implications.

scholarly journals Exploring management control system typologies: an organisation-level view

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tapio Jukka ◽  
Jukka Pellinen
Keyword(s):  
Control System ◽  
Empirical Data ◽  
Management Control ◽  
Annual Reports ◽  
Top Management ◽  
Competing Values ◽  
Management Control System ◽  
Content Type ◽  
Upper Echelons Theory ◽  
Management Controls

Purpose Management controls are the processes and mechanisms managers use to influence the behaviour of individuals and groups towards the organisation’s objectives and goals. Discrete management controls and management control system (MCS) frameworks have been extensively researched, but there is little research on organisation-level MCS types. This study aims to identify organisation-level MCS types. Design/methodology/approach This study draws on the MCS type literature, the competing values framework and the upper echelons theory to form organisation effectiveness and top management team constructs to characterise firms. Cluster analysis was used to group a sample of 318 firm-years into MCS types. Findings This study reports a theory-based measurement construct that is initially validated with new empirical data. The authors found from the empirical data four different categories of firms based on the general type of their MCSs labelled clan, adhocracy, market and hierarchy. Originality/value This study makes two contributions to the MCS literature. Firstly, it presents a theory-based measurement construct to identify organisational and top management attributes that can be used to classify organisations’ overall MCS types. Secondly, it demonstrates how information from annual reports and other publicly available data sources can be used to identify the overall MCS types of organisations.

Management control systems and organisational learning: the effects of design and use

2014 ◽  
Vol 27 (2) ◽  
pp. 169-187
Author(s):  
Shu Hui Wee ◽  
Soon Yau Foong ◽  
Michael S.C. Tse
Keyword(s):  
Control Systems ◽  
Design Methodology ◽  
Organisational Learning ◽  
Management Control ◽  
Influential Factor ◽  
Management Control Systems ◽  
Survey Method ◽  
Content Type ◽  
Empirical Results

Purpose – The purpose of this paper is to present a study on relationships between the design of management control systems (MCS), the use of MCS and organisational learning (OL). Design/methodology/approach – This study adopted a survey method. A written questionnaire was prepared and mailed out to collect quantitative data. After analysis of the empirical results, follow-up interviews were conducted to develop a deeper understanding of the empirical results. Findings – Findings of the study show that both the design and use of MCS are significantly associated with levels of OL activities in organisations, and the use of MCS is found to be a more influential factor in OL. Originality/value – This paper contributes to the accounting literature by providing empirical evidence on the relative impacts of the design and use of MCS on OL activities in organisations and the interaction between the design and use of MCS in influencing OL.

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