Topics: Performance appraisal, Statistical significance, Evaluation Pages: 36 (13519 words) Published: February 27, 2013


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1. The performance appraisal process of pharmaceutical product managers in Canada: an empirical study. 1

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The performance appraisal process of pharmaceutical product managers in Canada: an empirical study Pengarang: Katsanis, Lea Prevel; Pitta, Dennis A. Info publikasi: The Journal of Product and Brand Management 8. 6 (1999): 463-493. Link dokumen ProQuest Abstrak: This paper examines the way in which the performance of the pharmaceutical product manager is evaluated. The article attempts to provide a picture of the principal functions on which the Canadian pharmaceutical product manager is evaluated, as well as of performance appraisal systems currently used in the pharmaceutical industry. Two methodologies are used, both in-depth interviews and survey, in order to provide the most comprehensive examination of this area. Additionally, it is examined whether or not these systems are proving useful in linking job tasks to performance appraisal in order to achieve the goals of the organization. Teks Lengkap: Lea Prevel Katsanis: Associate Professor, Concordia University, Montreal, Quebec, Canada Dennis A. Pitta: Professor, University of Baltimore, Baltimore, Maryland, USA ACKNOWLEDGMENT: The authors would like to thank the Pharmaceutical Management Center at Concordia University for providing the funding to conduct this study. They would also like to thank J. P. Laurin, MSc for collecting the survey data as part of his Master's thesis. Finally, many thanks to the three anonymous reviewers who provided invaluable input for the revisions of this document. Introduction Significant changes The area of product management has undergone significant changes in the last decade. Previous research (Katsanis and Pitta, 1995) has identified what these changes are and how they have affected the way in which brands are managed. One area that has been looked at conceptually (Katsanis et al., 1996) is the area of performance appraisal of product managers (PMs). Several recommendations were made with respect to how to improve performance appraisal for PMs, but there was no empirical evidence to support these recommendations. This research will shed some light on this previously unexamined area. Review of recent literature Brand management Boundary spanning Lysonski (1985) described traditional product management as what is generally known in management and other fields as "boundary spanning". Boundary spanners are individuals who have informal communication links with other individuals both inside and outside the firm. The majority of research in this area has focused on the activities of the boundary spanners themselves and their internal role within the firm (Lysonski and Andrews, 1990; Lysonski and Durvasula 1990; Lysonski et al., 1988; Wood and Tandon 1994). Typically, the PM's job is described as "responsibility without authority"; in other words, they must achieve their performance and other objectives through moral suasion, or what some researchers have termed as "politicking" in the organization. In fact, the rationale for this lack of authority is that: - quantitative measures would be disruptive as managers may become overly aggressive in meeting their numbers; - quantitative measures can potentially increase the amount of administrative paper work; and - the number of uncontrollable factors can prevent a PM from attaining financial goals (e.g. company budgets). Introduction of category management This situation has changed, to some extent, with the introduction of category management to the brand management system, with requisite responsibility for market share and profitability. Katsanis and Pitta...

References: 1. Bart, C.K. (1986), "Product strategy and formal structure", Strategic Management Journal, Vol. 7, pp. 293-312. 2. Bernardin, H.J. and Beatty, R. (1984), Performance Appraisal: Assessing Human Behaviour at Work, Kent-Wadsworth, Boston, MA. 3. Bretz, RD., Milkovich, G.T. and Read, W. (1992), "The current state of performance appraisal research and practice: concerns, directions and implications", Journal of Management, Vol. 2, pp. 321-52. 4. Cederblom, D. (1982), "The performance appraisal interview: a review, implications and suggestions", Academy of Management Review, Vol. 7, pp. 219-27. 5. Churchill, G. (1987), Marketing Research, 4th ed., Dryden Press, Chicago, IL. 6. Halachmi, A. (1993), "From performance appraisal to performance targeting", Public Personnel Management, Vol. 22, pp. 323-44. 7. Katsanis, L.P. and Pitta, D.A. (1995), "Punctuated equilibrium and the evolution of the product manager", Journal of Product &Brand Management, Vol. 4. 8. Katsanis, L.P., Laurin, J.-P.G. and Pitta, D.A. (1996), "How should product managers ' job performance be evaluated in emerging product management systems?", Journal of Product &Brand Management, Vol. 6, pp. 5-23. 9. Lysonski, S. (1985), "A boundary theory investigation of the PM 's role", Journal of Marketing, Vol. 49, pp. 26-40. 10. Lysonski, S. and Andrews. C.J. (1990), "Effect of moderating variables on product managers ' behavior", Psychological Reports, Vol. 66, pp. 295-306. 11. Lysonski, S. and Durvasula, S. (1990), "Effect of moderating variables on product managers ' behavior: a reexamination", Psychological Reports, Vol. 67, pp. 687-90. 12. Lysonski, S., Singer, A. and Wilemon, D. (1988), "Coping with environmental uncertainty and boundary spanning in the PM 's role", The Journal of Services Marketing, Vol. 2, pp. 15-26. 13. McConnell, C.R. (1992), "The supervisor 's performance appraisal: evaluating the evaluator", Health Care Supervisor, Vol. 11, pp. 76-87. 14. McEvoy, G.M. (1988), "Evaluating the boss", Personnel Administrator, Vol. 33, p. 118. 15. Smith, M.C. (1991), Pharmaceutical Marketing: Strategy and Cases, Pharmaceutical Products Press (an import of the Haworth Press), Binghamton, NY. 16. Wood, V.R. and Tandon S. (1994), "Key components in product management success (and failure): a model of product managers ' job performance and job satisfaction in the turbulent 1990s and beyond", Journal of Product &Brand Management, Vol, 3, pp. 19-38. Illustration Caption: Table I.; Demographic of sample profits; Table II.; Functions performed by 23 February 2013 Page 17 of 18 ProQuest
product managers and evaluated by supervisors; Table IIa.; Functions performed by product managers and evaluated by supervisors; Table IIb.; Functions performed by product managers and evaluated by supervisors; Table III.; Product managers ' direct/indirect authority of functional elements of certain tasks; Table IIIa.; Product managers ' direct/indirect authority of functional elements of certain tasks; Table IV.; Types of objectives used on product managers ' performance appraisal; Table V.; Types of appraisal and feedback received from performance appraisal; Table VI.; Functions performed by product managers; Table VII.; Evaluation of performance appraisal techniques; Table VIII.; PM 's area of direct/indirect authority Subjek: Studies; Product management; Pharmaceutical industry Lokasi: Canada Klasifikasi: 9130: Experimental/theoretical, 9172: Canada, 7200: Advertising, 8641: Pharmaceuticals industry Judul: The performance appraisal process of pharmaceutical product managers in Canada: an empirical study Pengarang: Katsanis, Lea Prevel; Pitta, Dennis A Judul publikasi: The Journal of Product and Brand Management Volume: 8 Edisi: 6 Halaman: 463-493 Jumlah halaman: 0 Tahun publikasi: 1999 Tanggal publikasi: 1999 Tahun: 1999 Penerbit: Emerald Group Publishing, Limited Tempat publikasi: Santa Barbara Negara publikasi: United Kingdom Subjek jurnal: Business And Economics--Marketing And Purchasing ISSN: 10610421 Jenis sumber: Scholarly Journals Bahasa publikasi: English Jenis dokumen: Feature ID dokumen ProQuest: 220595268 URL Dokumen: Hak cipta: Copyright MCB UP Limited (MCB) 1999 Terakhir diperbarui: 2010-06-09 Basis data: ProQuest Entrepreneurship
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