Different relationships between perceptions of developmental performance appraisal and work performance

By B. Kuvaas. 2007

168 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4b687dc8cbaa136f81d0808251a94695c6e61f5e

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Psychological capital and performance of Portuguese civil servants: exploring neutralizers in the context of an appraisal system (2010, background): “Performance appraisal is often considered to be one of the most important human resources systems in organizations (Jawahar 2007; Kuvaas 2007), being ‘one of the major players in modern management theory’ (Harrison and Goulding 1997, p.”
A model of knowledge‐sharing motivation (2009, unknown): “…performance appraisals must also have a developmental rather than an evaluative focus, because developmental appraisals have been shown to enhance intrinsic motivation and performance (Kuvaas, 2007), while evaluative appraisals have been shown to decrease motivation and creativity (Amabile, 1979).”
Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention (2015, background): “…can be referred in the past researchers articles where the Performance Appraisal items were adapted from Meyer and Smith (2000); Training and Development (Meyer & Smith, 2000); Organizational Commitment (Meyer, Allen, & Smith, 1993); and Turnover Intention (Kuvaas, 2007; Meyer & Smith, 2000).”
Consequences of the performance appraisal experience (2010, background): “A performance appraisal process is intended to communicate organisational goals and values and give people a “cause they can rally around” (Kuvaas, 2007, p. 381).”
Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices (2014, background): “…performance management, for instance, suggest that high-performing employees with high autonomy orientation may react negatively to very formalized top-down performance appraisal (Kuvaas, 2007), and for performance feedback to be motivating, it needs to be based on individual employees’ strengths.”
An investigation of the unique, synergistic and balanced relationships between basic psychological needs and intrinsic motivation (2013, methodology): “This scale was originally created in Norwegian and has demonstrated sound psychometric properties (Dysvik & Kuvaas, 2010; Kuvaas, 2006a, 2006b, 2007, 2009; Kuvaas & Dysvik, 2009, 2010).”
Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance (2018, background): “Moreover, many studies with different leadership models have empirically established that good quality leadership predicts good performance in organizations (e.g. Alimo-Metcalfe et al. 2008; Kuvaas 2007).”