Institutions as constraints and resources: Explaining cross‐national divergence in performance management

Abstract

Abstract This article compares performance management practices in call centres from four telecommunications firms in the United Kingdom, France, Denmark, and Germany. Findings show that different combinations of institutional constraints, such as strong job security protections, and participation resources supporting worker voice were influential in shaping choices among policies to motivate and discipline workers. Performance management most closely approached a high‐involvement model where both constraints and resources were high, where worker representatives were able both to restrict management's use of sanctions and to establish procedures that improved the perceived fairness of incentives. Findings contribute to debates concerning the role of contextual factors in the design and effectiveness of HRM.

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Stored copy: cc-by · source http://eprints.lse.ac.uk/89978/7/Marsden_Institutions%20constraints%20resources%20publ_2018.pdf. Open access only — a takedown request can remove the copy without touching this record.

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