Tag: Feedback

Nudge

Thaler, Richard H. and Cass R Sunstein (2009) Nudge: Improving decisions about health, wealth, and happiness. Penguin Books, 320 p. Choice Architect: Has the responsibility for organizing the context in which people make decisions. There is no neutral design Libertarian

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Employee Creativity: Personal and Contextual Factors at Work

Oldham, G. & A. Cummings. 1996. Employee Creativity: Personal and Contextual Factors at Work. Academy of Management Journal. Vol 39, n. 3, pp. 607-634. Creativity Most contemporary researchers and theorists have adopted a definition that focuses on the product or

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La gestion de la performance des équipes de travail

Rousseau, V., Savoie, A., & Battistelli, A. (2007). La gestion de la performance des équipes de travail. Dans S. Saint-Onge, & V. Haines, Gestion des performances au travail : Bilan des connaissances (pp. 251-294). Bruxelles: De Boeck. Facteurs facilitant le

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Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process

LONDON, Manuel & SMITHER, James W., «Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process», Human Resource Management, 2002, vol. 12, p. 81-100. Propositions 1a: Feedback orientation is positively related to desire for self-awareness, self-verification, self-enhancement, openness to experience,

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Actionable feedback: Unlocking the power of learning and performance improvement

CANNON, Mark D. & WITHERSPOON, Robert, «Actionable feedback : Unlocking the power of learning and performance improvement», Academy of Management Executive, 2005, vol.19, no 2, p. 120-134. Critical Feedback Not only is it unsavory to give, but its delivery frequently

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Employee reactions to performance standards: A review and research propositions

BOBKO, P. & COLLELA, A. (1994). Employee reactions to performance standards: A review and research propositions. Personnel Psychology, vol. 47, p. 1-29. Performance standards should not replace other management tools but used in addition to foster job satisfaction and motivation,

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Employee Performance Appraisal System Participation: A Technique that Works

ROBERTS, Gary E. «Employee Performance Appraisal System Participation: A Technique that Works», Public Personnel Management, Spring 2003, vol. 32, numéro 1, p. 89-97 Main critiques to PA False degree of measurement accuracy Engenders dysfunctional employee conflict and competition Assigns an inordinate amount

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Assessing Performance Management Programs and Policies

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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