Evaluation based on the company-wide performance target and the manager’s role ambiguity

DOI Web Site Open Access

Bibliographic Information

Other Title
  • 全社的業績目標による評価と管理者の役割曖昧性
  • 全社的業績目標による評価と管理者の役割曖昧性 : 現場サポートのケース・スタディに基づいて
  • ゼンシャ テキ ギョウセキ モクヒョウ ニ ヨル ヒョウカ ト カンリシャ ノ ヤクワリアイマイセイ : ゲンバ サポート ノ ケース ・ スタディ ニ モトズイテ
  • based on case study of Genba Support Co. Ltd.
  • 現場サポートのケース・スタディに基づいて

Search this article

Description

<p>In this paper, when managers feel strongly ambiguity about their role, we examine how they understand the role to achieve based on case study.</p><p>　 In previous research mainly based on the survey of Western companies, it has been considered that setting the performance target itself has the effect of clarifying the role (for example, Hall 2008). On the other hand, while the role ambiguity of managers is high in Japanese companies (for example, Suzuki and Kei 2009), performance targets for the entire company are emphasized in managers’ evaluation (for example, Yoshida et al. 2008). In other words, the performance goals of managers of Japanese companies do not necessarily clearly indicate the role of managers within the entire organization.</p><p>　 Therefore, in this paper, we examined the possibility of clarification of the role by the performance target on case study of Japanese companies. Based on this study, we suggest that, if a company-wide target is set as the performance measure of a manager, it may not necessarily clarify his role, and on the other hand, the role was clarified each time through close information sharing between CEO and the manager, and it may help the manager achieve his performance target.</p>

Journal

Related Projects

See more

Keywords

Details 詳細情報について

Report a problem

Back to top