Format:
1 online resource (413 pages)
Edition:
1st ed.
ISBN:
9780415792073
,
9781351814201
Series Statement:
Routledge Library Editions: Human Resource Management Series
Content:
In this volume, first published in 1983, the editors aim to achieve an understanding of performance from a variety of theoretical perspectives. The papers in this volume will not only spur further research, but will also provide an opportunity for some careful considerations of how performance is measured in various applied settings
Note:
Cover -- Half Title Page -- Title Page -- Copyright Page -- Original Title Page -- Original Copyright Page -- Contents -- Preface -- 1. Introduction -- A Little History -- Logical Considerations in the Conference Structure -- Structure of the Conference and the Presentations -- Part I: Organizational Considerations -- 2. The Effect of the Individual on an Organization's Structure, Style, and Process -- Situations for Individual Impact -- The Individual at Three Levels -- Strategic Influence Situations -- Implications for Performance Measurement -- Comments -- Proximal and Distal Measures of Individual Impact: Some Comments on Hall's Performance Evaluation Paper -- Assessing the Impact of an Individual -- Top-Level Impact -- Impact By Lower-Level Members -- Some Overall Recommendations -- 3. The Effects of Social, Task, and Situational Factors on Motivation, Performance, and Appraisal -- The Arousal-Motivation Link -- The Motivation-Behavior Link -- The Behavior-Performance Link -- The Performance-Appraisal Link -- Implications -- Comments -- Comments on Mitchell -- Critical Issues -- Alternative Approaches -- Reply -- Reply to Goodman and Fichman -- 4. Facilitating Effective Performance Appraisals: The Role of Employee Commitment and Organizational Climate -- Outcomes of Performance-Appraisal Systems -- Condition's Facilitating Effective Appraisal Systems -- Role of Employee Commitment -- Role of Organizational Climate -- Is the Relationship Reciprocal? -- Conclusion -- Comments -- Performance-Evaluation Systems in the Context of Individual Trust and Commitment -- Effects of Trust on Performance-Evaluation Systems -- Effects of Commitment on Performance-Evaluation Systems -- Effects of Performance-Evaluation Systems on the Trust and Commitment -- Part II: Individual Considerations -- 5. Cognition, Concepts, and an Employee's Theory of the World
,
A Theory of the World -- Applications of the Theory to Personnel Work -- Comments -- Effort after Meaning in Personnel Evaluation: The "Similarity Error" and Other Possible Sources of Bias -- Supervisors' Evaluations -- Questionnaires as Evaluation Instruments -- 6. Implications of Personality Theory and Research for the Rating of Work Performance in Organizations -- Implicit Personality Theory -- The Trait-Situation Controversy in Personality Psychology and Consistency-Variability in Employee Job Performance -- Personal-Construct Theory -- Comments -- In Defense of Surface Structure -- 7. Motivation and Performance-Appraisal Behavior -- The Approach -- Performance Appraisal as a Formal System -- Organizational Context of Appraisal -- Systems, Context, and Resultant Behavior -- Implications -- Comments -- Would you Know a Properly Motivated Performance Appraisal If you Saw One? -- Reply -- Reply to Bartlett -- 8. Performance Evaluation: A Social-Psychological Perspective -- Self-Fulfilling Prophecies -- Perceptions of Cause -- The Meaning of Effort -- Implications for Performance-Evaluation Research -- Comments -- Gender Issues in Performance Appraisal: A Discussion of O'Leary and Hansen -- Assumptions -- Limitations of Research -- A Problem-Focused View -- Conclusions -- Part III: Methodological and Measurement Considerations -- 9. Performance Measurement in the Military Services -- Military Performance Versus Industrial Performance -- Evaluation of Overall Suitability -- Evaluation of Technical Performance -- Proficiency Testing Programs -- Paper-and-PenciI Tests Versus Hands-on Tests -- Test Format, lnference, and Type of Behavior -- Summary -- Comments -- Comments on Vineberg and Joyner -- 10. A Causal Analysis of Cognitive Ability, Job Knowledge, Job Performance, and Supervisor Ratings -- Error of Measurement -- Results -- Discussion -- Comments
,
Comments on Hunter -- Knowledge Versus Performance -- Enlarging the Model -- Research on Individual Raters -- 11. Some Possible Implications of "Modeling" for the Conceptualization of Measurement -- A Sermonette -- What is " Modeling? -- What "Performance" is to be Modeled? -- Some Performance-Modeling Possibilities -- Human Factors -- Modeling Decision Making and Problem Solving -- Multivariate Models: Latent Variables and Causal Modeling -- Cognitive Models of the Rater -- Implications for the Study of Job Performance -- Comments -- Modeling Performance -- What Y are We trying to Model? -- What X's are We to Choose to Model? -- What Kind of Function Do We want? -- Do We want to Simply Predict Y? -- Part IV: Sociopolitical Considerations -- 12. Performance Appraisal Under Capitalism, Socialism, and the Mixed Economy -- Capitalism -- Socialism -- The Mixed Economy -- The Military -- Comments -- Reality, Utopia, and Performance Appraisal: Another View -- Reply -- Reply to Lerner -- 13. A Sociohistorical Perspective on Performance Assessment -- Units of Analysis -- Marxism and Organizations -- Employer and Worker, 1916-1922 -- Some Current Parallels -- Comments -- Alternative Theories: Comments on Goldman -- Alternative Theory of Worker Interest -- Alternative Theory of Management Interest in Performance Appraisal -- Alternative Theory of Economic Behavior -- Additional Points of Dispute -- Reply -- Reply to Schmidt -- 14. Concluding Remarks -- Summary of Presentations -- Overlapping Issues -- Propositions -- Author Index -- Subject Index
Additional Edition:
Print version Landy, Frank Performance Measurement and Theory Oxford : Taylor & Francis Group,c2017 ISBN 9780415792073
Language:
English
Keywords:
Electronic books
URL:
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