Empirical Essays on Remote Work and Transparency in Performance Management
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This dissertation consists of four studies that address the impact of two human resource management practices - remote work and transparency in performance management - on outcomes that are vital to organizations and society at large. The first study, using a sample of 545 employees, examines the conditions under which remote work influences employees' work-home interface and satisfaction outcomes. The second study, using data from dual-earner couples in Germany, adopts a systems perspective, understanding employees and their romantic partners as an entangled unit that responds to increased re...
This dissertation consists of four studies that address the impact of two human resource management practices - remote work and transparency in performance management - on outcomes that are vital to organizations and society at large. The first study, using a sample of 545 employees, examines the conditions under which remote work influences employees' work-home interface and satisfaction outcomes. The second study, using data from dual-earner couples in Germany, adopts a systems perspective, understanding employees and their romantic partners as an entangled unit that responds to increased remote work. Taken together, these studies contribute to a deeper understanding of why employees' experiences of remote work are heterogeneous. Employees may thrive in remote work arrangements; however, work coming into the wrong home can increase work-home conflict, decrease satisfaction, and increase loneliness. The last two studies contribute to a controversial debate in academia and practice about the extent to which performance management should be transparent. Study three presents a theoretical model of performance feedback transparency and tests the predictions in a laboratory experiment. Results show that increased transparency of performance feedback induces both status concerns and a learning focus, which predict employee task performance. Study four examines the emotion-driven performance consequences of miscalibrated pay expectations, a potential outcome of insufficient transparency in performance management. Three experimental studies caution against miscalibrated bonus payments. Taken together, the studies provide evidence that performance management can benefit from a more transparent approach, but that effective pay and performance communication is a delicate act.
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