Financial and nonfinancial performance measures: How do they affect job satisfaction?

By C. Lau, M. Sholihin. 2005

267 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/fc625599bb25ebc1e2123d56bd7d62dbf90c0f5e

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In Accounting

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Effects of Leadership Styles and Use of Performance Measures on Managerial Work-Related Attitudes (2010, methodology): “We examine the effects of style and performance measure use focusing on two work-related attitudes (goal clarity and evaluation fairness) that are both immediate criterion variables of leadership style and performance measure use as well as relevant predictor variables of subordinate satisfaction an”
The Relationship of Budgetary Participation and Reliance on Accounting Performance Measures with Individual-Level Consequent Variables: A Meta-Analysis (2009, background): “Thereby, RAPMmay reduce job-related tension and increase subordinates’ perceptions of procedural justice (Lau and Sholihin, 2005), trust in superiors (Lau and Buckland, 2001) and job satisfaction (Lau and Tan, 2003).”
The relationship between employee satisfaction and organisational performance : evidence from a South African government department : original research (2013, methodology): “The items used in the measuring instrument were adapted from Ittner, Larcker and Meyer (2003); Jenkins, Gupta, Mitra and Shaw (1998); the Minnesota Satisfaction Questionnaire (Fields, 2002) as well as Lau and Sholihin (2005).”
Contemporary Performance Measurement Systems: A Review of Their Consequences and a Framework for Research (2012, background): “The typical argument used is that specific and clear performance measures and targets, such as the ones included in CPM systems, are associated with reduced ambiguity or confusion about strategic direction, which positively affects goal commitment, behaviour, and, ultimately, performance (e.g., Burn”
How Formal Performance Evaluation Affects Trust between Superior and Subordinate Managers (2009, background): “Indeed, in both earlier field studies (Lau and Buckland, 2001; Lau and Shohilin, 2005) and experimental studies (Tenbrunsel and Messick 1999; Coletti et al.”
Goal-setting participation and goal commitment: Examining the mediating roles of procedural fairness and interpersonal trust in a UK financial services organisation (2011, unknown): “In management accounting studies it has been used by, for example, Lau and Sholihin (2005), and Lau and Tan (2006). Respondents were requested to rate the fairness of the procedures used to evaluate their performance, to communicate performance feedback, and to determine their pay increases and prom”