H
Harry Joo
Researcher at Indiana University
Publications - 21
Citations - 2444
Harry Joo is an academic researcher from Indiana University. The author has contributed to research in topics: Performance management & Human resource management. The author has an hindex of 17, co-authored 21 publications receiving 1917 citations. Previous affiliations of Harry Joo include University of Dayton.
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Best-Practice Recommendations for Defining, Identifying, and Handling Outliers
TL;DR: Although the emphasis is on regression, structural equation modeling, and multilevel modeling, the general framework forms the basis for a research agenda regarding outliers in the context of other data-analytic approaches.
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The Time Has Come Bayesian Methods for Data Analysis in the Organizational Sciences
TL;DR: The use of Bayesian methods for data analysis is creating a revolution in fields ranging from genetics to marketing as mentioned in this paper, yet, results of a literature review, including more than 10,000 articles publi...
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Using meta-analytic structural equation modeling to advance strategic management research: Guidelines and an empirical illustration via the strategic leadership-performance relationship
Donald D. Bergh,Herman Aguinis,Ciaran Heavey,David J. Ketchen,Brian K. Boyd,Peiran Su,Cubie L.L. Lau,Harry Joo +7 more
TL;DR: This paper demonstrates how meta-analysis can be combined with structural equation modeling (MASEM) to address new questions in strategic management research and provides more support for the view that boards mediate the top management teams' decisions.
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Why we hate performance management-—And why we should love it
TL;DR: In this article, the authors argue that the potential benefits of performance management are not realized because most systems focus exclusively on narrow and evaluative aspects such as performance appraisal, and they highlight specific and important benefits of Performance Management for employees, managers, and organizations.
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What monetary rewards can and cannot do: How to show employees the money
TL;DR: In this paper, the authors discuss what monetary rewards can and cannot do, and reasons why, in terms of improving employee performance, and offer research-based recommendations including the following five general principles to guide the design of successful monetary reward systems: (1) define and measure performance accurately, (2) make rewards contingent on performance, (3) reward employees in a timely manner, (4) maintain justice in the reward system, and (5) use monetary and nonmonetary rewards.