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The co-creation of performance – salary talks as part of performance appraisal

Konferensbidrag (offentliggjort, men ej förlagsutgivet)
Författare Petra Adolfsson
Ylva Ulfsdotter Eriksson
Bengt Larsson
Publicerad i not published
Publiceringsår 2019
Publicerad vid Företagsekonomiska institutionen
Institutionen för sociologi och arbetsvetenskap
Centrum för global HRM
Språk en
Ämnesord performance, salary talk, dialogue, public organizations
Ämneskategorier Företagsekonomi, Sociologi (exklusive socialt arbete, socialpsykologi och socialantropologi)

Sammanfattning

During the last decades the Swedish wage formation has been transformed from being based on an idea of solidarity to an individual oriented system based on individual performance. The system relays on local solutions of general national agreements among the labour market parties. Thereby, employers need to set up system for how to evaluate individual performance. Such local systems are often based on a dialogue between the manager and the co-worker, and the dialogue can be supported by organizational tools such performance appraisal criteria. This paper is based on an interest in performance from a micro-perspective and, therefore, takes its starting point in the dialogue between the manager and the co-worker. The aim is to analyze how individual performance and the role of actors is created in salary talks between managers and co-workers as part of the merit salary increase process. A relational perspective on leadership and co-workership may help us understand how the persons involved in these local dialogues and the tools that are brought into this process can shape how performance is interpreted and defined in practice. Such interpretations may include what actions, competences, behavior and values that are seen as important with the organization, and thus, are part of a process of (e)valuation. In order to meet the aim, a study of three public organizations has been conducted. The field materials consist of interviews with HR, managers and co-workers, documents (criteria etc.) and a survey sent to employees in the three public organizations. The analysis shows the importance of understanding the interrelationship between managers, co-workers and tools when individual performance is discussed locally and how the dialogue between managers and co-workers not only reflects but also construct the understanding of performance that is valued locally.

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