Showing papers on "Performance management published in 1978"
TL;DR: In this article, a distinction is made between routine industrial-type processes, for which a homeostatic paradigm is more suitable, and non-routine, non-industrial type processes, which a political paradigm is recommended.
Abstract: The ineffectiveness of many management control systems is attributed to the cybernetic philosophy on which they are based. A distinction is made between routine industrial-type processes, for which a homeostatic paradigm is more suitable, and non-routine, non-industrial-type processes, for which a political paradigm is recommended. Attempts at enforcing a cybernetic paradigm on the latter processes, like Program-Planning-Budgeting System and Management-By-Objectives, are bound to fail.
333 citations
TL;DR: The Performance Management System (PMS) as discussed by the authors is a formal vehicle used by Corning Glass Works managers to measure and improve the performance and potential for advancement of approximately 3,000 managerial and professional employees.
Abstract: The purpose of this paper is to describe and analyze a unique and innovative appraisal and development system. The Performance Management System (PMS) is the formal vehicle used by Corning Glass Works managers to measure and improve the performance and potential for advancement of approximately 3,000 managerial and professional employees. The current design of PMS is the result of several years of research and development work by staff psychologists and personnel specialists at Corning along with applied psychological research conducted in other organizations. PMS is distinguished from most appraisal systems by the following characteristics: (1) Its emphasis on both psychometric accuracy and practical utility; (2) Its emphasis on development as opposed to evaluation; (3) Its use of ipsative measurement; (4) Its integration of results with behavior centered appraisal. This paper is comprised of an introduction, reports on the initial research, the design and introduction, the evaluation and revision of PMS, and an overall summary. The strategies, results, and problems encountered at each phase of PMS development will be described and analyzed.
37 citations
TL;DR: A contingency model is described in which the situational appropriateness of behavior- based, objective-based, and judgment-based evaluation is related to characteristics of tasks and workers.
Abstract: A “contingency approach” to organizational management requires translation of empirical generalizations into situational guidelines for performing practical administrative functions. Such a translation is offered for the task of evaluating individual performance. A contingency model is described in which the situational appropriateness of behavior-based, objective-based, and judgment-based evaluation is related to characteristics of tasks and workers.
27 citations
TL;DR: In this paper, the authors focus on peer ratings, which can be used as predictors of performance and sources of performance evaluation or criterion measures, and find that peer ratings are not in alignment with other sources such as self-report or superiors' performance reports.
Abstract: The article focuses on peer ratings, which can be used as predictors of performance and sources of performance evaluation or criterion measures. Doubt about the utility of peer-ratings analysis comes from past research which found that peer ratings are not in alignment with other sources such as self-report or superiors' performance reports. Friendships, sub-group effects, and stereotypes are validity factors in the analysis of employee job behavior. Peer rating information can be used as a source of feedback and self-development tool.
26 citations
TL;DR: In this article, the authors examined the influence of role prescriptions on the performance appraisal process and found the advantages of using multiple raters in the performance assessment process a.k.a. role role.
Abstract: The article discusses a study which examined the influence of role prescriptions on the performance appraisal process. The advantages of using multiple raters in the performance appraisal process a...
16 citations
01 Jul 1978
TL;DR: In this paper, the authors analyzed the relation between organizational entry performance goals and recruit training performance and found that expectancy of being an outstanding Marine was the best single predictor of performance goal at the beginning of recruit training, but only four percent of the variance in performance.
Abstract: : Correlates of organizational entry performance goals; the relation between organizational entry goals and recruit training performance; and the relation between recruit training performance and post-recruit training goals were analyzed in a sample of over 1500 Marine Corps enlistees. It was found that: expectancy of being an outstanding Marine was the best single correlate of performance goal at the beginning of recruit training; organizational entry performance goal was the best single predictor of subsequent recruit training performance but accounted for only four percent of the variance in performance; recruit training performance was the best single predictor of post-recruit training goals. Implications for goal theory are discussed. (Author)
2 citations