Showing papers on "Performance management published in 1977"
TL;DR: In this article, the authors developed a comprehensive and reliable measure of employee perceptions of the work environment (PWE), which is designed to aid researchers and managers in their work environments.
Abstract: The purpose of this research program was to develop a comprehensive and reliable measure of employee perceptions of the work environment (PWE). The PWE measure is designed to aid researchers and pr...
114 citations
TL;DR: The article presents the results of a study which analyzed performance feedback in the work setting and focused on dimensionalizing the construct of feedback to allow meaningful factors or "meaningful factors" to be considered.
Abstract: The article presents the results of a study which analyzed performance feedback in the work setting. The study focused on dimensionalizing the construct of feedback to allow meaningful factors or d...
107 citations
TL;DR: The theoretical and empirical research literature on measurement of organization effectiveness reveals that empirical methodologies, developed primarily by psychologists and sociologists, do not adequately express the complexity of effectiveness measurement as mentioned in this paper.
Abstract: The theoretical and empirical research literature on measurement of organization effectiveness reveals that empirical methodologies, developed primarily by psychologists and sociologists, do not adequately express the complexity of effectiveness measurement. This article suggests a more accurate methodology, cautions researchers about over-simplifying concepts of effectiveness and offers directions for future research.
102 citations
TL;DR: The effects of three variations of group incentive plans on goals and performance were compared in the laboratory and contrasted with individual piece-rate and fixed-rate incentive systems.
Abstract: The effects of three variations of group incentive plans on goals and performance were compared in the laboratory and contrasted with individual piece-rate and fixed-rate incentive systems. The res...
63 citations
TL;DR: This paper attempted to determine how six task-goal attributes are related to various effort and quantitative performance measures, and found little consistent relationship between attributes and effort and performance measures in the task.
Abstract: This study attempts to determine how six task-goal attributes are related to various effort and quantitative performance measures. The initial analyses found little consistent relationship between ...
46 citations
TL;DR: In this article, the results of a study pertaining to an evaluation of a self-paced leadership training program called Leader Match were discussed, where the method of training was based on the contingency model.
Abstract: The article discusses the results of a study pertaining to an evaluation of a self-paced leadership training program called Leader Match. The method of training was based on the contingency model o...
38 citations
TL;DR: In this paper, Assumption and values characteristic of organization development are identified and discussed, after defining the mainstream of OD, and some implications of OD philosophy and practice are criticized, while some assumptions and values are defined and discussed.
Abstract: Assumptions and values characteristic of organization development (OD) are identified and discussed, after defining the mainstream of OD. Some implications of OD philosophy and practice are criticized.
13 citations
01 Aug 1977
TL;DR: The literature on the interaction of intrinsic and extrinsic motivational factors is reviewed in this article with attention focused on potential sources of non-comparability across studies and suggest suggestions for non-compparability sources.
Abstract: The extant literation on the interaction of intrinsic and extrinsic motivational factors are reviewed with attention focused on potential sources of non-comparability across studies. Suggestions ar...
8 citations
7 citations
TL;DR: The need for better decision making, and therefore better planning and forecasting, implies that forecasting techniques should be selected in relation to the business environment and planning issues addressed.
Abstract: The need for better decision making, and therefore better planning and forecasting, implies that forecasting techniques should be selected in relation to the business environment and planning issues addressed. Forecasting techniques are categorized according to generic functions of forecasting. The applicability of each category is related to planning needs of a specific business situation, providing a conceptual framework for the development of appropriate forecasting program specifications.
7 citations
01 Aug 1977
TL;DR: It has been nearly a decade since the publication of "Managerial Attitudes and Performance" by Porter and Lawler (1968), and while numerous studies have tested portions of the Porter-Lawler framewo...
Abstract: It has been nearly a decade since the publication of "Managerial Attitudes and Performance" by Porter and Lawler (1968). While numerous studies have tested portions of the Porter and Lawler framewo...
01 Aug 1977
TL;DR: In this article, the authors found that supervising two successful and two unsuccessful subordinates had a significant effect on a subject's evaluation, reinforcing, and monitoring of subordinates, and that supervisory power was found to have a significant impact on asubject's perceptions of subordinate work quality and upon reinforcing behavior.
Abstract: Ninety male undergraduate subjects were assigned to supervisory roles in which they possessed either reward power, penalty power, or both. Preprogrammed performance indicated to each subject that he was engaged in supervising two successful and two unsuccessful subordinates. Subordinate performance was found to have a significant effect upon a subject's evaluating, reinforcing, and monitoring of subordinates. Supervisory power was found to have a significant effect upon a subject's perceptions of subordinate work quality and upon reinforcing behavior.
01 Aug 1977
TL;DR: In this paper, the authors described the development and evaluation of written vignettes describing the performance of four hypothetical secreataries on four behavior dimensions, and the major purpose of this paper was to explain the development, evaluation, and evaluation.
Abstract: The major purpose of this paper was to explain the development and evaluation of written vignettes describing the performance of four hypothetical secreataries on four behavior dimensions. The psyc...
TL;DR: In this paper, the authors identify three essential elements for management of social welfare organizations: (a) formulating and implementing a strategy for an organization, and controlling an organization so that it achieves its strategic objectives; (b) the performance of an organization including the concepts of efficiency, effectiveness, and equity; and (c) management technology, and the limitations of rigorous techniques.
Abstract: Three broad a r m are identified as-essential elements in a curriculum for management of social welfare organizations: (a) formulating and implementing a strategy for an organization, and controlling an organization so that it achieves its strategic objectives; (b) the performance of an organization, including the concepts of efficiency, effectiveness, and equity; and (c) management technology, and the limitations of rigorous techniques. Strategy formulation involves an assessment of the external environment that affects an organization, the internal strengths and weaknesses of the organization, and the mission or fundamental goals and values of the organization. Strategy formulation and implementation is the never-ending process of adapting an organization to changing needs and changing capabilities.
01 Aug 1977
TL;DR: The authors found that major co-variation exists between differences in performance appraisals and survey responses on 33 of 50 target variables, as assessed both by overall F-scores and paired-comparisons of appraisal categories.
Abstract: Major co-variation exists between differences in performance appraisals and survey responses on 33 of 50 target variables, as assessed both by overall F-scores and paired-comparisons of appraisal categories. This analysis rejects the "one person, one vote" assumption common in survey/feedback interventions.