Better Performance Management :
Some Single- and Double-Loop
This emerging-issues article revisits the literature, making a
distinction between recommendations for better implementation of
what are seen as essentially good systems (single-loop learning) and
recommendations that target the performance management systems
themselves (double-loop learning).
effectiveness: practices or context?
The article investigates the mutual influence of practices and context
on performance management effectiveness. the results
indicate positive associations between practices – training and
employee recognition – and performance management effectiveness
Does female representation in top
Management improves firm
performance? A panel data
Female representation in top management brings informational and
social diversity benefits to the top management team, enriches the
behaviors exhibited by managers throughout the firm, and motivates
women in middle management. The result should be improved
managerial task performance and thus better firm performance.
The moderating influence of
organizational support on the
development of salesperson job
performance: Can an organization
provide too much support?
Organizational support theory is used to investigate the moderating
effects of both instrumental and social/psychological support on the
relationships between a salesperson’s customer orientation and level
of psychological empowerment and job performance
Specifically, this study found that under conditions of low
social/psychological support the positive effect of empowerment on
job performance becomes weaker, but the positive effect of customer
orientation on job performance becomes significantly stronger
Elements of Strategic Management
Process and Performance
Management Systems in U.S. Federal
Agencies: Do Employee
Managerial Levels Matter?
2013 14 This research explores the correlation between government employee
perception regarding strategic planning components in agencies and
three dimensions of performance management systems (performance-
based promotions or rewards, fairness and accuracy of performance
Appraisal and managerial efforts to improve performance).