Performance management theory: A look from the performer's perspective with implications for HRD
By T. Buchner. 2007
165 citations recorded by the source corpus.
Subfields: Applied Psychology, Management Information Systems, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/933dd03fa0b95f58239dded5138da2775e83e19c
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
- Simon Albrecht
- A. Saks
- Jamie A. Gruman
- S. Solansky
- T. T. Selvarajan
- Arnold B. Bakker
- A. J
- Wilmar B. Schaufeli
In Management Information Systems
- S. Solansky
- S. Awan
- T. T. Selvarajan
- Nazia Habib
- Arnold B. Bakker
- Chaudhry Shoaib Akhtar
- A. J
- A. Saks
In Organizational Behavior and Human Resource Management
- A. Saks
- Simon Albrecht
- Jamie A. Gruman
- Arnold B. Bakker
- B. Shuck
- W. H. Macey
- A. J
- Wilmar B. Schaufeli
Citations in the corpus
- Determinants of employee engagement and their impact on employee performance (2014, background): “Studies (Buchner, 2007) have shown that organisations today face challenges that require attention to improving performance management.”
- Employee engagement, human resource management practices and competitive advantage (2015, background): “organizations have focused on their performance management systems as a way to drive performance improvements (Buchner, 2007).”
- Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees (2018, background): “Due to the emphasis on performance management (Buchner, 2007; Pulakos, 2009), performance appraisal is increasingly regarded as a tool for effectively managing employee performance.”
- Effectiveness of Performance Management System for Employee Performance Through Engagement (2020, background): “…et al. (2016) and Dewettinck et al. (2013) to explain PMSE in terms of GST. Similarly, control theory (Klein, 1989) explains the process of continuous and ongoing feedback that reduces the difference between the result standards and observed consequences of actual performance (Buchner, 2007).”