Many organisations invest considerable time and resource in their performance measurement and management systems (PMM) as a means to inform employees of business performance and to generate ways and means to improve performance. Where these systems are effective positive outcomes can accrue. At a time when the print industry, the site of this study, faces many challenges, observational evidence suggests that from a practical sense, shop floor employees engagement with their organisations PMM system may not be as strong as it could in these enterprises. This Doctorate in Business Administration (DBA) study seeks to explore this issue with the primary objective being to establish if and how shop floor employees engage with the PMM system. The research method employed is an exploratory qualitative study within an interpretivist tradition. The strategy of inquiry is case study based and the primary data collection techniques used are threefold, semi-structured interviews, documentation review and observational techniques. NVivo software is used to analyse the data and help with the interpretation of findings. The study comprehensively reviews the extant literature in the areas of, performance measurement and management and employee engagement. Key findings that emanated from the research were that shop floor employees had little or no engagement with their organisations PMM system in a practical sense. The PMM system itself contributed considerably to the extent of employee disengagement found. From a theoretical perspective, the key contribution to engagement theory stems from there being a number of antecedents identified, more salient than others, as being the main factors in employee disengagement with the PMM system. These are: feedback, organisational justice, autonomy, reward and recognition, opportunities for development, leader – member exchange, social support, workplace climate and dispositions. In addition, a number of new antecedents have been identified, being, the PMM system, craft person pride and the double engagement gap. Finally, a theoretically based framework was developed to inform the print sector and sectors with similar features of the key factors that contribute to the extent of disengagement found. Stemming from this, recommendations are provided that are of relevance to organisations (within and beyond the sector) who are experiencing disengagement with their PMM systems from shop floor employees.
|Publication status||Unpublished - 2020|
- Printing Sector, Shop Floor Employees, Organisational Performance Measurement