Showing papers on "Performance management published in 1981"
TL;DR: This article identified four major domains of organizational effectiveness in colleges and universities: academic, morale, external adaptation, and extracurricular domains, and four types of institutions are classified into four major types of organizations.
Abstract: Four major domains of organizational effectiveness in colleges and universities are identified—academic, morale, external adaptation, and extracurricular domains—and four types of institutions are ...
266 citations
TL;DR: In this article, a laboratory experiment was conducted on profiles of performance: high, average, or low, stable or variable, ascending or descending, and the level of performance was found to be the most important determinant of performance.
Abstract: A laboratory experiment was conducted on profiles of performance: high, average, or low; stable or variable; ascending or descending. Level of performance was found to be the most important determi...
63 citations
TL;DR: In this paper, the authors discuss the results of an organizational behavior research which focused on the difference in the perceptions of job performance by superiors and subordinates, and state that the authors state that...
Abstract: The article discusses the results of an organizational behavior research which focused on the difference in the perceptions of job performance by superiors and subordinates. The authors state that ...
62 citations
TL;DR: The effects of integration and interdisciplinary characteristics on seven performance measures were examined over time for academic research projects in agreement that outputs are important goals of academic research as discussed by the authors, and the authors found that outputs were important goals for most of the projects.
Abstract: The effects of integration and interdisciplinary characteristics on seven performance measures are examined over time for academic research projects in agreement that outputs are important goals of...
38 citations
TL;DR: In this article, the effect of goal setting on supervisors' evaluations of employees' performance and the causes attributed to that performance was investigated, and the results indicated that attributional dis...
Abstract: The present study considered the effect of goal setting on supervisors’ evaluations of employees’ performance and the causes attributed to that performance. Results indicated that attributional dis...
31 citations
01 Aug 1981
TL;DR: Landy, Barnes, and Murphy's (1978) five variable model of the correlates of subordinate perceptions of the fairness and accuracy of their performance evaluations was cross-validated successfully.
Abstract: Landy, Barnes, and Murphy's (1978) five variable model of the correlates of subordinate perceptions of the fairness and accuracy of their performance evaluations was cross-validated successfully. H...
14 citations
Journal Article•
11 citations
01 Aug 1981
TL;DR: In this paper, the relationship between leader contingent and non-contingent reward and punishment behaviors and employee performance and attitudes was investigated, and the results showed that performance-contengent reward behavior is correlated with attitude.
Abstract: This study investigated the relationship between leader contingent and non-contingent reward and punishment behaviors and employee performance and attitudes. Performance-contingent reward behavior ...
7 citations
01 Aug 1981
TL;DR: In this article, some of the variables that may influence supervisors' likelihood of giving informal performance feedback to their subordinates are discussed, which fall into three broad categories: Cognitive variables, affective variables, and situational variables.
Abstract: Some of the variables that may influence supervisors' likelihood of giving informal performance feedback to their subordinates are discussed. These variables fall into three broad categories: Cognitive variables, affective variables, and situational variables. The need for more empirical research and theoretical development in this area is stressed.
4 citations
01 Jan 1981
TL;DR: It is concluded that this aspect of performance management deserves increased attention in order to establish better guidelines with which to aid management in making the necessary but difficult decision: maintain or redesign.
Abstract: Maintenance of large applications programs is an aspect of performance management that has been largely ignored by those studies that attempt to bring structure to the software production environment. Maintenance in this paper means: fixing bugs, modifying current design features, adding enhancements, and porting applications to other computer systems. It is often difficult to decide whether to maintain or redesign. One reason for the difficulty is that good models and methods do not exist for differentiating between those programs that should be maintained and those that should be redesigned. This enigma is illustrated by the description of a large application case study. The application was monitored for maintenance effort, thereby providing some insight into the redesign/maintain decision. Those tools which currently exist for the collection and measurement of performance data are highlighted. Suggestions are then made for yet other categories of data, difficult to collect and measure, yet ultimately necessary for the establishment of accurate predictions about the value of maintaining versus the value of redesigning. Finally, it is concluded that this aspect of performance management deserves increased attention in order to establish better guidelines with which to aid management in making the necessary but difficult decision: maintain or redesign.
4 citations
01 Aug 1981
TL;DR: In this article, individual differences in performance feedback preferences were collected from diverse samples and three factor analytically derived scales were empirically related to both justifiably associa...
Abstract: Data on individual differences in performance feedback preferences were collected from diverse samples. Three factor analytically derived scales were empirically related to both justifiably associa...