2026-09-21T00:29:53Z https://www.ideals.illinois.edu/oai-pmh

oai:www.ideals.illinois.edu:2142/115693 2023-07-11 col_2142_5131 col_2142_47034 com_2142_5130 com_2142_47033 com_2142_397

Kramer, Amit Kramer, Amit Jung, Ji Wook Lamare, Ryan Kraatz, Matthew 2022-05 application/pdf en text Submission published under a 24 month embargo labeled 'Closed Access', the embargo will last until 2024-05-01 The student, Yin Lee, accepted the attached license on 2022-04-13 at 11:40. The student, Yin Lee, submitted this Dissertation for approval on 2022-04-13 at 11:47. This Dissertation was approved for publication on 2022-04-14 at 10:39. DSpace SAF Submission Ingestion Package generated from Vireo submission #17640 on 2022-11-11 at 12:19:09 Political contingency of performance management practices: the role of stakeholder groups Lee, Yin 2022-04-14 Performance management practices Political contingency Stakeholder groups Firm performance Although performance management (PM) practices are considered best practices in enhancing organizational performance, their effectiveness is questioned by the prevalent implementation problems and inconsistent empirical evidence. Drawing on the insights from political theories of organizations, I develop a political contingency model of HRM, which states that the utilization, implementation, and ultimately the effectiveness of the focal HR practices is contingent on whether the contents of the focal HR practices are aligned with the core interests and preferences of the key stakeholder groups. I test the political contingency model in the case of PM practices adopted by Korean firms. Considering the unique corporate governance and institutional context of South Korea, I focus on four stakeholder groups – family owners, professional CEOs, HR professionals, and labor unions. Using panel data on Korean firms between 2007 and 2017, I found that PM practices were fully utilized, thoroughly implemented, and effective in achieving the intended performance outcomes in firms managed by professional CEOs rather than family owners and those with a formal HR department. However, I found that the effect of unionization on the utilization and effectiveness of PM practices was not significant. By capturing the lingering influence of the initial sentiment, cultural preferences, and general interests of the stakeholder groups toward a given HR practice on its effectiveness, this study contributes to the strategic HRM, political models of policy adoption and implementation, and comparative corporate governance literature. Thesis eng https://hdl.handle.net/2142/115693 Copyright 2022 Yin Lee Ph.D. Dissertation Human Res & Industrial Rels University of Illinois at Urbana-Champaign School of Labor & Empl. Rel.