conference-paper by Andre Samartini
Academy of Management Proceedings, 2018
Firms worldwide increasingly use competency-based performance appraisals, and a growing proportio... more Firms worldwide increasingly use competency-based performance appraisals, and a growing proportion link competence proficiency appraisals to rewards. This “best practice”, highly disseminated by consultants and other HR pundits, is seem as a key tool to align human capital to business strategy and performance. Its main assumption is that competence mastery at the individual level would drive up unit- or organizational-level performance. Thus rewarding proficiency in individual competencies would be justified by it boosting organizational results. However, few empirical studies tested the empirical validity of this assumption. We conducted a large-scale inquiry involving “live” and consequential competence appraisal data for 682 managers in a large bank. We tested if appraised proficiency in six soft skills competencies, linked to rewards, influenced unit- level performance. Our study indicated that unit-level performance could not be significantly explained from individual-level competency, but insist that further research is needed. Based on these findings, we argue that organizations presenting similar disassociation between individual-level appraised competencies and unit-level performance should consider decoupling their behavior-based performance appraisal from their compensation and reward decisions.
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Internext, Jan 8, 2018
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The purpose of this paper is to analyze the perceptions of undergraduate and executive students o... more The purpose of this paper is to analyze the perceptions of undergraduate and executive students of a business course regarding the experience with an exercise-based statistics website. This particular website has multiple-choice questions designed for students who are taking basic statistics courses. By providing other types of resources (videos, textbooks, lists of exercises, lecture notes) to the students, it was possible to verify, at the end of the course, preference, efficacy and use of the site compared to all available resources. Results of a survey with the students show that offline resources were slightly preferable than online resources but, whether online or printed, most of the students considered exercises more helpful than any other resource type. Regarding the experience with the site, students agreed that the site collaborated to their learning and most of them were more motivated to learn statistics.
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Industrial Marketing Management
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Academy of Management Proceedings, 2018
Firms worldwide increasingly use competency-based performance appraisals, and a growing proportio... more Firms worldwide increasingly use competency-based performance appraisals, and a growing proportion link competence proficiency appraisals to rewards. This “best practice”, highly disseminated by consultants and other HR pundits, is seem as a key tool to align human capital to business strategy and performance. Its main assumption is that competence mastery at the individual level would drive up unit- or organizational-level performance. Thus rewarding proficiency in individual competencies would be justified by it boosting organizational results. However, few empirical studies tested the empirical validity of this assumption. We conducted a large-scale inquiry involving “live” and consequential competence appraisal data for 682 managers in a large bank. We tested if appraised proficiency in six soft skills competencies, linked to rewards, influenced unit- level performance. Our study indicated that unit-level performance could not be significantly explained from individual-level competency, but insist tha...
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Academy of Management Proceedings, 2018
Firms worldwide increasingly use competency-based performance appraisals, and a growing proportio... more Firms worldwide increasingly use competency-based performance appraisals, and a growing proportion link competence proficiency appraisals to rewards. This “best practice”, highly disseminated by consultants and other HR pundits, is seem as a key tool to align human capital to business strategy and performance. Its main assumption is that competence mastery at the individual level would drive up unit- or organizational-level performance. Thus rewarding proficiency in individual competencies would be justified by it boosting organizational results. However, few empirical studies tested the empirical validity of this assumption. We conducted a large-scale inquiry involving “live” and consequential competence appraisal data for 682 managers in a large bank. We tested if appraised proficiency in six soft skills competencies, linked to rewards, influenced unit- level performance. Our study indicated that unit-level performance could not be significantly explained from individual-level competency, but insist tha...
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Public Administration Review, 2022
This study introduces public value-focused transactional leadership (PVTL) and finds that it is a... more This study introduces public value-focused transactional leadership (PVTL) and finds that it is an effective leadership substyle in the public sector. Past studies raise concerns that generic transactional leadership has low effectiveness and may reduce intrinsic motivations and commitments in the public sector. This study discusses PVTL as transactional leadership that makes public values central in employee job expectations and rewards. A dyadic study finds that managers using public values in transactional leadership have significantly greater leadership effectiveness, measured by organizational commitment, than managers using only generic transactional leadership. PVTL adds to transformational leadership a process for strengthening motivations through public values. Recommendations are made for application and further research into this public sector leadership substyle.
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Statistical journal of the IAOS, 2021
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... Tese apresentada à Escola de Administração de Empresas de São Paulo da Fundação GetúlioVargas... more ... Tese apresentada à Escola de Administração de Empresas de São Paulo da Fundação GetúlioVargas. Campo de Conhecimento: Administração, Análise e Tecnologia de Informação Data de aprovação: ___/___/_____ ... Prof. Dr. Rinaldo Artes IBMEC-SP Page 6. vi ...
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conference-paper by Andre Samartini
Papers by Andre Samartini