Evaluating performance management culture through a high-performance team at Consol Glass

Abstract

Performance drop causes the business major losses on productivity and money. As a result, businesses analyze the problems and find ways to improve organizational performance. The culture in any organization is shaped by behaviours that leaders tolerate. Managers all over the world had been trying to find various improvement initiatives and saw mixed results. The high-performance team have been known to be committed to taking accountability and having a common purpose. The research focused on evaluating performance management culture through a high-performance team at Consol Glass.

The research has tested the four hypotheses on team behaviour having an impact on performance management culture, burning platform defined having an effect on performance management culture, alignment between high-performance team and performance management culture and lastly finding an organizational culture practised by Consol Glass Wadeville. The research structured questionnaires were developed to test the applicable hypotheses on Consol Glass Wadeville employees. A total of 416 employees were sampled of which only 103 returned the survey questionnaires. The test was conducted using correlation and residual analysis. The study has found that Team behaviour had a significant impact on performance management culture. It was also found, that burning platform defined had an impact on performance management culture. There was alignment between the high-performance team and performance management culture. Consol Glass Wadeville culture used clan and hierarchy culture with more emphasis on clan culture