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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