New Developments in Performance Management

By Gary P. Latham, J. Almost, S. Mann, Celia Moore. 2005

197 citations recorded by the source corpus.

Subfields: Applied Psychology, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/eb1a098a3899454f37236c7a9d625ca9b84dda04

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In Applied Psychology

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility (2011, background): “As more organizations continue to formalize ongoing assessment and leadership style feedback through multi-source/360-degree tools (e.g., Latham et al., 2005), human resource practitioners should incorporate greater emphasis on values, ethical philosophy, and moral reasoning as key components of…”
Employee engagement, human resource management practices and competitive advantage (2015, background): “Consistent with the prescription that performance management should be an ongoing activity (Latham et al., 2005), regular coaching and social support should facilitate the development of employee engagement.”
Keen to Help? Managers' Implicit Person Theories and Their Subsequent Employee Coaching (2006, unknown): “(Mike & Slocum, 2003), KPMG (Heslin & Latham, 2004), and Motorola (Latham et al., 2005).”
The performance effects of coaching: a multilevel analysis using hierarchical linear modeling (2009, background): “Email: massimo.magni@unibocconi.it Vol. 20, No. 10, October 2009, 2110–2134 within a limited period of time, where an internal or external consultant supports an executive manager in the development of specific competencies or in solving specific problems (Hall, Otazo and Hollenbeck 1999).”
The impact of executive coaching on self‐efficacy related to management soft‐skills (2010, background): “This study concentrated more particularly on a skill encompassing several of the subjects addressed, namely the ability to adopt supervisory coaching behaviors, a responsibility incumbent on managers to an ever increasing degree (Ellinger et al., 2003; Latham et al., 2005).”
Performance management theory: A look from the performer's perspective with implications for HRD (2007, background): “Recent arguments that human motivation cannot be adequately explained using simple cybernetic models have resulted in variations termed Rational Control Theory (Donovan, 2001).”