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|Title:||De beleving van het beoordelingssysteem The Perception of a Performance Appraisal System Een onderzoek onder medewerkers van de faculteit Natuur & Techniek van Hogeschool Utrecht A study among members of the Faculty of Natural Sciences & Technology Hogeschool Utrecht|
|Publisher:||Open Universiteit Nederland|
|Abstract:||bstract Today's society is changing as a result of periods of alternating growth and migration of people from Third World countries to regions with prosperity. Not only cultural change plays a big role, organizations must also adept to the changing needs of stakeholders. Balogun (2003) states that the result of organizational changes depends on the interpretation of the middle managers on what should be achieved and how they implement it. Because the degree of success of the change depends on the manner in which the middle manager acts, it is very important to recognize the effective middle managers. Middle managers are characterized by the position they have as the link between the strategic and operational levels. Middle managers are defined as two levels below the CEO and one level above the employees. ( Huy, 2001) Many studies are conducted on middle managers, their role in change processes and how effective the result is. Young & Dulewicz (2005) have demonstrated in their research the relationship between individual characteristics and successful leadership. An empirical study of Wren & Dulewicz (2005), of among senior managers in the British Royal Air Force, demonstrated that there is a connection between the presence of competencies and their contribution to successful change. In the literature, little is known about the presence of certain competences of a middle manager at the effectiveness of change processes within the military context. This study aims to determine the effect of the degree of presence of certain competencies of the military middle manager (captains, majors and lieutenant colonels) on the effectiveness of change. The competencies as determined by Wren & Dulewicz (2005) to contribute to a successful change are reviewed for the context of this study. Competencies have been measured by a 360° feedback method. A literature review is conducted to determine the contribution to successful change and how the effectiveness of change processes can be measured. The degree of effectiveness of leadership is determined by using the work experience model ‘picture’. In this model, factors like engagement and work-related stress are determined. A desktop study on the results of ‘picture’ of 2010 and 2013 gives insight into the extent to which the effectiveness has changed over time. In line with the theory it is shown that the results of ‘picture’ there is a connection between engagement and work-related stress. Analysis of the data from 2010 and 2013 shows that the variable engagement has remained virtually unchanged and the variable work-related stress has increased. The research also shows that the more a middle manager has certain competencies, the less the employees suffer from work-related stress. Further more it shows that middle managers who have certain competencies are more successful in implementing change. A reservation to this case study must be made because the group of middle managers was small in size and only two of the three ranks of the military target middle managers were represented . Further it must be noted that the Dutch military differs from English colleague and must be taken into consideration that the competencies that contribute to successful change may be different. Further research into what skills contribute to successful change in relation to a specific context is required. The presence of certain competencies is a prerequisite for obtaining a positive success in change processes. For major change processes project managers should be selected on the presence of these competencies . Finally, consideration should be given to structural measuring of the success rate to learn from the experience. Keywords Competencies, Change and Implementation Management, Picture, Middle Managers, Military|
|Appears in Collections:||MSc Management Science|
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