Performance Concepts and Performance Theory

By Sabine Sonnentag, Michael Frese. 2005

528 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/73c85c38cec6e8fb5013ba3de733cde27b39d6c2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Moving European research on work and ageing forward: Overview and agenda (2010, unknown): “Both performance and employability are umbrella constructs with multiple relevant subdimensions (Sonnentag & Frese, 2002; van der Heijde & van der Heijden, 2006).”
Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation (2006, background): “Because job-specific task performance is relatively strongly influenced by individual abilities and skills (e.g. Sonnentag and Frese, 2002) and constrained by technology and work design (Organ, 1997), it may not be much affected by perceptions of contextual factors such as the level of satisfaction…”
Job Satisfaction, Employee Loyalty and Job Performance in the Hospitality Industry: A Moderated Model (2020, background): “High achievers are needed to fulfill an organization’s missions and statements and to continue the genesis of competitive advantages (Sonnentag & Frese, 2002).”
Focus on opportunities as a mediator of the relationships between age, job complexity, and work performance (2010, unknown): “…individual’s behavior that contributes to the goals and effective functioning of an organization (Campbell, McCloy, Oppler, & Sager, 1993)—is a central construct in work and organizational psychology and has important implications for both employees and organizations (Sonnentag & Frese, 2002).”
Performance consequences of psychological empowerment (2009, background): “Conceptualization of Job Performance Job performance has behavioral and outcome perspectives (Campbell et al. 1993; Sonnentag and Frese 2002).”
The interplay of human and social capital in shaping entrepreneurial performance: the case of Vietnam (2012, unknown): “Human capital has been argued to play an even larger role in knowledge intensive activities entailing rapid change and new requirements in the workplace (Honig 2001; Pennings et al. 1998; Bosma et al. 2004; Sonnentag and Frese 2002).”
Age, proactivity and career development (2008, unknown): “their own development (Frese and Fay, 2001; Sonnentag and Frese, 2002).”
Human capital and entrepreneurial success: A meta-analytical review (2011, background): “…have argued that human capital may play an even larger role in the future because of the constantly increasing knowledge-intensive activities in most work environments (e.g., Bosma, van Praag, Thurik, & de Wit, 2004; Honig, 2001; Pennings, Lee, & van Witteloostuijn, 1998; Sonnentag & Frese, 2002).”
Toward a Deeper Understanding of System Usage in Organizations: A Multilevel Perspective (2007, unknown): ““Performance” in Figure 1 refers to an evaluation of the output of an individual’s or collective’s task (Sonnentag and Frese 2002).”
Work engagement and workaholism: comparing the self-employed and salaried employees (2010, background): “Contextual performance can be defined as individuals’ behavior that is not part of their formal job requirements, but which either help in the smooth functioning of the organization as it is now, or help change and improve work procedures and organisational processes (Sonnentag & Frese, 2002).”