Adelien Decramer1, Mieke Audenaert2, Thomas Van Waeyenberg3, Tine Claeys4, Claudia Claes5, Stijn Vandevelde6, Jos van Loon7, Saskia Crucke8. 1. Department of HRM and Organizational Behavior, Faculty of Economics and Business Administration, Ghent University, Henleykaai 84, 9000 Ghent, Belgium. Electronic address: Adelien.Decramer@Ugent.be. 2. Department of HRM and Organizational Behavior, Faculty of Economics and Business Administration, Ghent University, Henleykaai 84, 9000 Ghent, Belgium. Electronic address: Mieke.Audenaert@Ugent.be. 3. Department of HRM and Organizational Behavior, Faculty of Economics and Business Administration, Ghent University, Henleykaai 84, 9000 Ghent, Belgium. Electronic address: Thomas.VanWaeyenberg@Ugent.be. 4. Department of HRM and Organizational Behavior, Faculty of Economics and Business Administration, Ghent University, Henleykaai 84, 9000 Ghent, Belgium. Electronic address: Tine.Claeys@Ugent.be. 5. Department of Orthopedagogy, Faculty of Social Work and Welfare Studies, University College Ghent, Voskenslaan 362, 9000 Ghent, Belgium. Electronic address: Claudia.Claes@Hogent.be. 6. Department of Special Education, Faculty of Psychology and Educational Sciences, Ghent University, H. Dunantlaan 2, 9000 Ghent, Belgium. Electronic address: Stijn.Vandevelde@Ugent.be. 7. Department of Special Education, Faculty of Psychology and Educational Sciences, Ghent University, H. Dunantlaan 2, 9000 Ghent, Belgium; Arduin Foundation, The Netherlands. Electronic address: JLoon@Arduin.nl. 8. Department of HRM and Organizational Behavior, Faculty of Economics and Business Administration, Ghent University, Henleykaai 84, 9000 Ghent, Belgium. Electronic address: Saskia.Crucke@Ugent.be.
Abstract
AIM: This article focuses on employee performance-management practices in the healthcare sector. We specifically aim to contribute to a better understanding of the impact of employee performance-management practices on affective well-being of nurses in hospitals. Theory suggests that the features of employee-performance management (planning and evaluation of individual performances) predict affective well-being (in this study: job satisfaction and affective commitment). METHODS: Performance-management planning and evaluation and affective well-being were drawn from a survey of nurses at a Flemish hospital. Separate estimations were performed for different aspects of affective well-being. RESULTS: Performance planning has a negative effect on job satisfaction of nurses. Both vertical alignment and satisfaction with the employee performance-management system increase the affective well-being of nurses; however, the impact of vertical alignment differs for different aspects of affective well-being (i.e. job satisfaction and affective commitment). CONCLUSION: Performance-management planning and evaluation of nurses are associated with attitudinal outcomes. The results indicate that employee performance-management features have different impacts on different aspects of well-being.
AIM: This article focuses on employee performance-management practices in the healthcare sector. We specifically aim to contribute to a better understanding of the impact of employee performance-management practices on affective well-being of nurses in hospitals. Theory suggests that the features of employee-performance management (planning and evaluation of individual performances) predict affective well-being (in this study: job satisfaction and affective commitment). METHODS: Performance-management planning and evaluation and affective well-being were drawn from a survey of nurses at a Flemish hospital. Separate estimations were performed for different aspects of affective well-being. RESULTS: Performance planning has a negative effect on job satisfaction of nurses. Both vertical alignment and satisfaction with the employee performance-management system increase the affective well-being of nurses; however, the impact of vertical alignment differs for different aspects of affective well-being (i.e. job satisfaction and affective commitment). CONCLUSION: Performance-management planning and evaluation of nurses are associated with attitudinal outcomes. The results indicate that employee performance-management features have different impacts on different aspects of well-being.