Continuing with our ‘Matrix Monday’ series, we report back on some of the limited literature available on matrix management. Today we summarise Performance evaluation in a matrix organization: a case study (Part One, Two and Three) by Steven H. Appelbaum, David Nadeau and Michael Cyr (Industrial and Commercial Training Vol. 40 No. 5, 2008)
At time of writing Steven H. Appelbaum was Professor of Management and Senior Concordia University Research Chair in Organizational Development, John Molson School of Business, Concordia University, Montreal, Quebec, Canada: David Nadeau was Senior Group Leader, CAE-Aerospace, Laval, Quebec, Canada; and Michael Cyr was Vice-President, Lockweld Inc., Candiac, Quebec, Canada.
There is a marked absence of recent or ample research on performance appraisals in a matrix organization. This three-part paper sets out to understand the most effective method with which to review the functional performance of employees within a matrix organization.
Part one offers an overall introduction to the stud,y and an overview of what a matrix organization is as described by the literature.
Part two provides a ‘real time’ case analysis based on CAE, a company which provides simulation and modelling technologies and integrated training solutions for the civil aviation industry.
Part three,In part three, the authors demonstrate the tools, corporate participation and acceptance levels that are required with matrix structures to ensure employee and manager ‘buy in’ and implementation.
The authors conclude that the most effective method by which to measure employee performance within a matrix organization is through employing a ‘multi-rater system’. Taking into consideration the known risks and challenges in evaluating employees within a matrix organization, they suggest that this type of system provides the organization with the most reliable method by which to evaluate its employees.