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Title: Organisational culture and the impact of performance management: some issues concerning motivation, pay and performance at two aerospace organisations
Author: Rowland, Caroline Ann
ISNI:       0000 0001 3538 6984
Awarding Body: University of Manchester
Current Institution: University of Manchester
Date of Award: 2002
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There is a strong and growing world-wide interest in performance management and pay for performance. This work draws together and evaluates previous research concerning performance management. It also builds and expands on existing work by establishing linkages between organisational culture and issues of motivation, pay and performance. The research looks at the little investigated area of how organisational culture acts as a mediating influence between performance management systems and organisational effectiveness. This work discusses the extent to which congruence between performance management systems and organisational culture influences organisational effectiveness. There has been little research in the area of performance management in the aerospace sector. The area of linkage to organisational culture has seldom received attention, although aerospace has its own distinctive culture. This work examines and evaluates performance management strategy and practice at two aerospace organisations based in the North-West of England. This takes place within the context of recent growth of commercial and business cultures within an industry deeply grounded in a unique and pervasive tradition of creativity, innovation and technological expertise paradoxically combined with a conservative and pluralistic value system. The aerospace sector is at the forefront of technology transfer and change. It represents a rich vein of material to be mined concerning trends in performance management. This research contributes to furthering knowledge and enables predictions concerning other sectors. The methodology employs a mixture of quantitative and qualitative approaches. These include ethnographic surveys, postal questionnaires, unstructured informal interviews and statistical comparisons between the host organisations. Findings indicate strong cultural beliefs in equity, quality, empowerment and technical excellence often at odds with management cultures valuing control and profit. Tensions between strategic planning and managerialistic attitudes towards performance-related pay and appraisal are revealed. There is no universal panacea but whether performance-related pay can be applied and how it is applied are both contingent on the culture of the organisation. Conclusions indicate that as organisations shift from hierarchical structures to more complex and democratic systems the appropriateness of traditional systems of appraisal and managing performance are increasingly questionable.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available