Performance management preferences of innovative employees
Date
1999
Authors
Castis, Elefteria
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Abstract
One of the levers of competitiveness is innovation. with
the increased cost pressures, it is recognised that the
innovative potential of all employees must be leveraged.
The literature suggests that innovation is innate. It
follows, therefore, that an appropriate performance
management system, based on an understanding of the
requirements of innovative individuals, must harness and
encourage innovation to a greater or lesser extent in all
employees.
The purpose of this study was to assess whether there are
any differences in the performance management preferences
of innovative and non-innovative employees, with a view to
designing appropriate performance management systems.
The data was collected by means of a questionnaire
distributed among the employees of the retail banking arm
of a financial services sector organisation. Responses were
elicited from 34 employees. These were then subjected to
statistical analysis.
The findings point to no real differences between the
preferences of innovative and non innovative employees,
with the exception of 4 dimensions.
The absence of many differences is consistent with the view
that innovative capability is a continuum and is an innate
ability that is developed to different extents in different
people. It suggests that other aspects of the individual
personality are equally important in defining a suitable
enviromnent of work.
The recommendation is that a single performance management
system is employed in an organisation with opportunities
for customisation for the individual.
Description
A research report submitted to the Faculty of Management
University of the Witwatersrand, Johannesburg,
in partial fulfillment of the requirements
for the degree of Master of Management. February 1999.
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Citation
Castis, Elefteria (1999) Performance management preferences of innovative employees, University of Witwatersrand, Johannesburg, <http://wiredspace.wits.ac.za/handle/10539/22012>