Factors that Affect the Alignment of Performance Management of Leaders to Achieve Organizational Objectives
Restricted (Penn State Only)
- Author:
- Griggs, Robert
- Graduate Program:
- Workforce Education and Development
- Degree:
- Doctor of Philosophy
- Document Type:
- Dissertation
- Date of Defense:
- October 10, 2022
- Committee Members:
- Wesley Donahue, Major Field Member
Heather Toomey Zimmerman, Professor in Charge/Director of Graduate Studies
Tanner Vea, Outside Field Member
Peter Newman, Outside Unit Member
Hyung Joon Yoon, Chair & Dissertation Advisor - Keywords:
- Organizational Leadership
Leadership
Performance
Strategic Performance Management - Abstract:
- An organization uses vision, goals, and objectives to set the direction for the organization and drive strategic and operational performance. For many organizations, leaders who create, carry out and assess progress toward accomplishing the goals and objectives are managed through the strategic performance management process. This process may include training and development and may include an appraisal process as well. However, there is little evidence to show instances where an organization's strategic performance management processes are aligned with the leader's performance management process. Ideally, the performance management of the leaders who create, manage and oversee the operations of the organization should have alignment with what the organization is asking them to manage or accomplish. But what are the critical factors that influence the performance of leaders within strategic personnel performance management processes when those processes are aligned with an organization’s vision, goals, and objectives? Using the Enhanced Critical Incident Technique, this research extracted the critical helping and hindering factors and wish list items that drove leader performance when leader operations were aligned with the organization’s vision, goals, and objectives. A total of 856 factors were extracted in interviews with 20 experienced senior organizational leaders, coded, and eventually sorted into 14 helping categories, 9 hindering categories, and 10 wish list categories. These categories were grouped as collective or individual factors and segmented as related or addressed in training, through experiential learning, or developed through assessment. Synthesizing the research findings with the existing literature on strategic performance management, appraisal, and elements related to organizational performance, a new framework for strategic performance management for leaders has been developed ensuring alignment for both organization and leader performance.