ASHFORTH, B., (1997). Petty Tyranny in Organizations: A preliminary examination of antecedents and consequences, Revue Canadienne des Sciences de l’ Administration, vol. 14, numéro 2, p. 126-140. The hypothesized effects are generally supported, but not the hypothesized antecedents Petty tyrants …

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GOSSELIN, A., WERNER, J.M. & HALLÉ, N. (1997). Ratee preferences concerning performance management and appraisal. Human Resource Development Quartely, vol. 8, numéro 4, p. 315-333. Ratee preferred: Having prior knowledge of manager’s expectations Receiving ongoing informal feedback throughout the appraisal …

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LAWLER III, Edward E. «Reward Practices and Performance Management System Effectiveness», Organizational DynamicsI, 2003, vol. 32, numéro 4, p. 396-404. Meyer, Kay and French (1965) argue that when rewards are tied to performance discussions, individuals tend to hear only the …

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WRIGHT, T.A. & CROPANZANO, R. (2004). The role of psychological well-being in job performance: A fresh look at an age-old quest. Organizational Dynamics, 33(4), p. 338-351. Being happy and positive in one’s outlook on work and life has a number …

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SILVERMAN, Stanley B. et MULLER, Wendy M. «Assessing Performance Management Programs and Policies», Performance Management: Putting Research into Action, Jossey-Bass Editors, États-Unis, 2009, chapitre 15, p. 527-554. Often, the PMS consists of only an annual performance evaluation that is used …

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BROWN, M. & BENSON, J., (2005). Managing to overload? Work overload and performance appraisal processes. Group & Organization Management, 30(1), p.99-124. Work overload: Job performance required in a job is excessive or overload due to performance required on the job …

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