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xxii                                                           Preface
                               non-traditional approach to mentoring which was successfully implemented in the
                               surgery department of a university medical center.
                                 In his academic chapter, Henk Thierry adresses the question whether and how pay
                               and rewards systems enhance individual performance. He gives an extensive overview of
                               various theoretical approaches and subsequently summarizes empirical evidence from
                               older and more recent studies. His review of the literature shows that some—but not
                               all—types of pay-for-performance implementations have a positive effect on individual
                               performance.HarrievanTuijl,AdKleingeld,JenAlgera,andMari¨elleRuttenpresenttwo
                               case studies on performance improvement through pay and reward systems. Specifically,
                               they provide a detailed description of the Productivity Measurement and Enhancement
                               System (ProMES). On the basis of two case studies, they illustrate how this system
                               works in organizational practice. They demonstrate how to design and implement such
                               a system and how to overcome its potential pitfalls.
                                 In addition to the chapters that are devoted to specific topics and approaches of perfor-
                               mance enhancement, an academic and a practice chapter on Human Resource Manage-
                               ment (HRM) offer a more detailed picture. More specifically these chapters point out why
                               and how organizations should aim toward integrating the various specific performance
                               enhancement approaches. Susan Jackson and Randall Schuler suggest ‘a strategic per-
                               spective’ for managing individual performance and, in their academic chapter, specify
                               the conditions HRM systems must meet in order to ensure high individual and organiza-
                               tional performance. They argue that a HRM system must not only address the concerns
                               of multiple stakeholder, but it must also (a) be linked to the organization’s business
                               strategy, (b) be designed as an integrated and coherent system, and (c) be continuously
                               monitored, evaluated, and revised. In her practice chapter, Sabine Remdisch provides
                               a case description of a modern HRM system and its relevance for performance. She
                               presents a large automobile manufacturer’s principles for HRM in a learning organiza-
                               tion. She describes the role of the HRM department, discusses specific HRM products
                               and services, and suggests some guidelines on how to overcome barriers on the way to
                               becoming a learning organization.
                                 Part IV broadens the view and provides answers to the question: “What contextual
                               factors affect performance?” Specifically, contributors address issues such as individual
                               well-being and organizational culture. In her academic chapter, Sabine Sonnentag links
                               researchonindividualperformancetoresearchonwork-relatedwell-being.Shediscusses
                               if and how well-being and performance are empirically related and argues, particularly,
                               that self-regulation might account for such a relationship. She suggests some research
                               questions to be addressed in the future. Rendel de Jong addresses the practical side of
                               the well-being–performance interface. He presents an overview of individual-level and
                               organization-level approaches to stress management and their impact on individual well-
                               being and performance. In a short case description Rendel de Jong provides an example
                               of how to implement an individually tailored stress management intervention which aims
                               at the improvement of both well-being and performance.
                                 The academic chapter by Paul Tesluk, David Hofmann, and Narda Quigley deals
                               with the linkage between organizational culture and individual outcomes. The authors
                               develop a framework in which they integrate macro-level and micro-level organizational
                               research. They describe the mechanisms through which organizational culture is linked
                               to individual performance and organizational effectiveness. Additionally, they describe
                               specific patterns of cultural dimensions which are related to high performance. Jaap
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