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Meike Wiemann-Hügler
Title
Dr.
Last Name
Wiemann-Hügler
First name
Meike
Email
meike.wiemann@unisg.ch
Phone
+41 71 224 3184
Now showing
1 - 10 of 22
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Publication"Good" and "bad" control in public administration: The impact of performance evaluation systems on employees’ trust in the employer.( 2019)
;Meidert, NadineIn the course of the New Public Management reform movement, public administrations have increasingly implemented output-oriented control schemes, including systems to evaluate employees’ performances. However, contradictory evidence exists about how such output control that fundamentally differs from traditional bureaucratic control affects performance-relevant employee attitudes and behaviors. In this paper, we present evidence that performance evaluations have positive or negative consequences depending on the specific design of the system. Analyzing survey data from 184 employees and 60 supervisors from the German municipal administration by structural equation modelling, we find performance evaluations employed as Management by Objectives (MbO) have a positive impact on trust in the employer and that those designed as Systematic Performance Appraisal (SPA) affect trust negatively. Both relationships are mediated by perceived cooperative climate. These findings advocate employing performance evaluations that are participative, adaptive, learning-oriented, and transparent and thus enable fair cooperation between organizational members.Type: journal articleJournal: Public Personnel ManagementVolume: 48Issue: 3Scopus© Citations 6 -
PublicationExploring the theatrical experience: Results from an empirical investigation( 2010)
;Boerner, Sabine ;Jobst, JohannaType: journal articleJournal: Psychology of Aesthetics, Creativity, and the ArtsVolume: 4Issue: 3 -
PublicationProcess of Distrust Formation( 2022-10-15)Interorganizational distrust has detrimental effects for the concerned organizations themselves but also for third parties. Moreover, once interorganizational distrust has been established, it is only hardly reversed. Yet, we know only very little about the process of distrust formation in interorganizational relationships, which assumedly includes a tipping point that can be prevented. In a nationally funded research project and a corresponding dissertation, we apply an embedded case study design with one main and ten embedded cases to gather qualitative in-depth knowledge on such distrust formation processes and therewith contribute (1) to research by theory building and (2) to practice by recommendations on distrust-preventing actions. Our preliminary findings corroborate the existence of a tipping point that is triggered by severe transgression events that exceed an existing “trust reservoir” in a relationship and indicate a central role of sensebreaking in this process. Further results will be discussed.Type: conference paper
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PublicationWhy peers engage in costly control of free riding: Evidence from a mixed-methods study( 2018-07)In knowledge-intensive teamwork, control of free riding strongly relies on the team members themselves, since for supervisors, individual contributions to the team outcome are difficult to specify, monitor and enforce. However, peer control involves costs for the controller and likewise benefits other non-controlling team members, thus, constituting a second-order social dilemma. In this article, we study how this dilemma can be overcome. To this end, we examine the reasons why peers choose to engage in costly control. We first summarize the existing knowledge on reasons for costly control in the light of a theoretical model of decision-making in social dilemma situations followed by an empirical mixed-methods research design including both an inductive qualitative and a scenario-based quantitative study. The results support our theoretical assumption that costly control relies on the subjective utility peers attach to their control actions. Specifically, we find situational, norm-related and personality factors to affect such utility assessments. Among these factors, we find six to increase and one to decrease actors’ perceived utility of peer control. Drivers are: (1) actors have a cooperative personality, (2) actors are achievement motivated, (3) actors are directly negatively affected by the free riding, (4) team performance suffers from the free riding, (5) an external problem solution is not foreseeable, and (6) free rider severely violates collaboration norms. Hinderer is: (7) actors have a conflict avoiding personality. Contrary to our hypotheses, we found injustice sensitivity and social support to have no significant effect on costly control. Contributions and limitations are discussed. Keywords: Peer control, free riding, second-order social dilemmaType: conference paper
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PublicationType: conference paper
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PublicationHow team members control free riding in knowledge work contexts: A multidimensional scaling study( 2016-02)Heinzelmann, PhilippType: conference paper
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PublicationHow team members control free riding in knowledge work contexts: A multidimensional scaling study( 2015-08)Heinzelmann, PhilippType: conference paper
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PublicationHow do controls impact trust in the employer?( 2013-07-04)
;den Hartog, Deanne ;Gillespie, Nicole ;Searle, Rosalind ;Meidert, N.Type: conference paper -
PublicationWhat do spectators of theater performances experience? Investigating the theatrical event( 2010-08)
;Jobsst, Johanna ;Boerner, SabineType: conference paper
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