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Sustainability
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Performance Management and Sustainability in Organizations
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Performance Management and Sustainability in Organizations

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Sustainable Management".

Deadline for manuscript submissions: closed (30 June 2024) | Viewed by 2036

Special Issue Editor

Prof. Dr. Alice F. Stuhlmacher

E-Mail Website
Guest Editor
Department of Psychology, DePaul University, Chicago, IL 60614, USA
Interests: organizational change for environmental sustainability; negotiation; leadership; organizational climate; gender in the workplace

Special Issue Information

Dear Colleagues,

Performance management and performance appraisal are widely used in organizations for the purposes of strategic planning, aligning efforts, setting performance standards, and motivating the behaviours and results delivered by individuals and teams at work. This Special Issue examines how performance management can support sustainability in organizations, congruent with the sustainable development goals from the United Nations (2015) relating to environmental and social sustainability.

In this Special Issue, original research articles and reviews are welcome. Research areas may include (but are not limited to) the following:

  • Developing criteria for sustainability-related work behaviours and evaluation standards.
  • Training, sources of information, or reactions to performance management for sustainability.
  • Evaluation of applications of performance management to motivate individual, team, and organizational behaviour.
  • Implementing performance feedback systems to guide workplace sustainability behaviours.
  • The impact of contextual factors such as industry, legislation, geographic location, employee demographics on the management of sustainability performance.
  • Reactions and social distortion relating to appraising for sustainability goals.
  • Applications in HR for pay and promotions as related to employee sustainability performance.

I look forward to receiving your contributions.

Prof. Dr. Alice F. Stuhlmacher
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • performance management
  • performance appraisal
  • environmental sustainability
  • organizational development for sustainability
  • social sustainability

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Further information on MDPI's Special Issue polices can be found here.

Published Papers (2 papers)

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Research

21 pages, 974 KiB  
Article
Stress at the Crossroads: Work–Family Conflict and Work Withdrawal Behavior
by Hyung-Min Choi
Sustainability 2024, 16(16), 6975; https://doi.org/10.3390/su16166975 - 14 Aug 2024
Viewed by 516
Abstract
This study examines supportive work–family culture as a predictor of work-to-family and family-to-work conflict and its impact on perceived stress and work withdrawal behavior, with the moderating role of work–-home segmentation preference. Data were collected from 564 employees in the South Korean hotel [...] Read more.
This study examines supportive work–family culture as a predictor of work-to-family and family-to-work conflict and its impact on perceived stress and work withdrawal behavior, with the moderating role of work–-home segmentation preference. Data were collected from 564 employees in the South Korean hotel industry. Results demonstrated that supportive work–family culture was negatively related to work–family conflict, while both work-to-family and family-to-work conflict was positively related to perceived stress, which in turn was related to work withdrawal behavior. These findings highlight the importance of a supportive work–family culture for sustainable workforce management, promoting employee well-being, and reducing turnover. Additionally, the moderating effect of work–home segmentation preference was significant, indicating that as work–home segmentation preference increases, the negative impact of supportive work–family culture on both types of work–family conflict decreases. The study discusses the theoretical contributions and practical implications related to sustainable strategies in human resources management within the hotel industry. Full article
(This article belongs to the Special Issue Performance Management and Sustainability in Organizations)
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16 pages, 2035 KiB  
Article
Be Creative to Innovate! EEG Correlates of Group Decision-Making in Managers
by Michela Balconi, Giulia Valeria Vandelli and Laura Angioletti
Sustainability 2024, 16(5), 2175; https://doi.org/10.3390/su16052175 - 6 Mar 2024
Viewed by 1017
Abstract
Background: Organizational creativity and sustainability-oriented innovation are key factors for leaders and managers. This study explores the neural correlates underlying creative decisions in the managerial field in two distinct conditions: individual and group conditions. Methods: A Muse electrophysiological (EEG) headband was applied to [...] Read more.
Background: Organizational creativity and sustainability-oriented innovation are key factors for leaders and managers. This study explores the neural correlates underlying creative decisions in the managerial field in two distinct conditions: individual and group conditions. Methods: A Muse electrophysiological (EEG) headband was applied to a group of managers compared to a group of non-managers during the execution of a realistic complex problem-solving task in an individual and group condition, while EEG frequency bands (delta, theta, alpha, and beta) were collected. Results: Both managers and non-managers group showed specific neural activations during the task, elucidating the effect of creative thinking at workplace on the prefrontal cortex (PFC) and the temporal parietal junction (TPJ). Significantly higher delta, theta and beta mean values were detected in the right TPJ in the group condition as well as in the right PFC in the individual condition for managers. Higher alpha band activation was found in the left PFC for managers, regardless of the condition. Conclusions: This study suggests the possibility to uncover, through neuroscientific techniques, the more socially sustainable working conditions that foster innovation, organizational creativity, and the fruitful sharing of one’s ideas while tackling complex problems within organizations. Full article
(This article belongs to the Special Issue Performance Management and Sustainability in Organizations)
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