Performance management: A model and research agenda

By Deanne N. den Hartog, Paul Boselie, J. Paauwe. 2004

493 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b77431891c0fa2cee925960f07ca570622f335e7

How researchers see this paper

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

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Public Service Motivation, User Orientation, and Job Satisfaction: A Question of Employment Sector? (2013, background): “This is because these factors are positively related to individual performance, which in turn affects organizational performance (Den Hartog, Boselie, and Paauwe 2004, 562).”
Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance (2014, background): “Den Hartog, Boselie, and Paauwe (2004) stressed the important role that supervisors play in implementing 176 Review of Public Personnel Administration 34(2) an intended HRM policy, as differences in implementation at this level may be attributable to supervisors’ different leadership styles.”
Spotlight on Age‐Diversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes (2013, background): “Den Hartog et al. (2004) explain how HR policies can function as a signal of the organization's intention toward its workers.”
High commitment performance management: the roles of justice and trust (2011, background): “…itself is “an integrated process in which managers work with their employees to set expectations, measure and review results, and reward performance, in order to improve employee performance, with the ultimate aim of positively affecting organizational success” (Den Hartog et al., 2004: 557).”
The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit (2011, background): “They can be seen as ‘signals’ and are interpreted as such by individual employees (Den Hartog, Boselie and Paauwe 2004 , p.”
High-performance work systems and performance of French small- and medium-sized enterprises: examining causal order (2011, result): “Two other more recent research ended in similar results (Den Hartog, Boselie, and Paauwe 2004 ; Schneider, Hanges, Smith, and Salvaggio 2003 ).”
The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta‐analysis (2010, unknown): “…research in this ﬁeld should incorporate individual-level employee perceptions of HR practices rather than merely studying the association between HR practices and employee behavior at the organizational level (Den Hartog et al., 2004; Guest, 1999; Kinnie et al., 2005; Wright & Boswell, 2002).”
HRM, Communication, Satisfaction, and Perceived Performance (2013, background): “Corresponding author: Deanne N. Den Hartog, University of Amsterdam Business School, Plantage Muidergracht 12, 1018 TV Amsterdam, the Netherlands E-mail: d.n.denhartog@uva.nl Over the past few decades, a substantial body of strategic human resource management (SHRM) research has investigated the rel”