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Showing papers on "Performance management published in 1985"


Journal ArticleDOI
TL;DR: This article investigated the relationship between top management perceptions of uncertainty, corporate goal structures, and industry volatility in explaining economic performance in 20 firms and found that attempts to avoid true environmental uncertainty and to seek high levels of goal congruence may be dysfunctional.
Abstract: An untested proposition in the normative strategic management literature is that strategists should make decisions based on accurate assessments of their external environments. Empirical organization theory literature holds the assumption that high levels of perceived uncertainty are detrimental to performance. Both literatures assume goal consensus to be important to effectiveness. This study investigated the relationship between top management perceptions of uncertainty, corporate Goal structures, and industry volatility in explaining economic performance in 20 firms. Findings suggested that attempts to avoid true environmental uncertainty and to seek high levels of goal congruence may be dysfunctional.

693 citations


Journal ArticleDOI
TL;DR: In this paper, a study focused on conceptualizing and measuring a particularly pervasive form of rating error, halo, and longitudinal data were analyzed to assess the relationship between rater-ratee familiarity and rating error.
Abstract: This study focused on conceptualizing and measuring a particularly pervasive form of rating error—halo. Longitudinal data were analyzed to assess the relationship between rater-ratee familiarity an...

77 citations


Journal ArticleDOI
TL;DR: The MBO/performance standards approach to employee evaluation may well represent the state-of-the-art as discussed by the authors, and it is, more or less, perceived as receiving organizational commitment, as being fair, as providing adequate feedback, and as being helpful to the employee.
Abstract: The MBO/performance standards approach to employee evaluation may well represent the state-of-the-art. Employee attitudes regarding performance appraisals are crucial to the ultimate success of any system; this is especially true in regard to those which are drawn from humanistic management as the MBO/ performance standards approach is. This paper reports the findings from an attitudinal survey of Iowa public employees conducted in the Spring of 1983. In general, the M BO / performance standards approach is given favorable marks. It is, more or less, perceived as receiving organizational commitment, as being fair, as providing adequate feedback, and as being helpful to the employee. The performance appraisal system is also viewed as being positively linked to the perception of rewarding performance and job satisfaction.

11 citations


Book
14 Nov 1985
TL;DR: The Performance Management System Implementation Issues and Problems Working Effectively Within an Existing System Essential Skills Appendixes as mentioned in this paper is a good starting point for a discussion of performance management system implementation issues and problems.
Abstract: The Performance Management System Implementation Issues and Problems Working Effectively Within an Existing System Essential Skills Appendixes.

6 citations



Journal ArticleDOI
TL;DR: In many cases the lack of an effective, disciplined performance assessment system, combined with minimally required and legally defensible documentation, has often meant that organizations have had only limited success in divesting themselves of their poorer performers without paying large sums of money and/or creating serious adverse employee and union reactions as discussed by the authors.
Abstract: In recent years many Australian organizations have been forced to significantly reduce their staffing levels to contain cost overheads. In many cases the lack of an effective, disciplined performance assessment system, combined with minimally required and legally defensible documentation, has often meant that organizations have had only limited success in divesting themselves of their poorer performers without paying large sums of money and/or creating serious adverse employee and union reactions. The remaining employees often view these buyouts as a reward for poor performance unless they too have the same access to severance benefits. As a result, the emphasis has been on early retirement or voluntary separation programmes with severance payments geared to seniority.

1 citations