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Adapting the Systems Model of Performance Management to major changes in the external and internal organisational environments
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Adapting the Systems Model of Performance Management to major changes in the external and internal organisational environments (2001)Adapting the Systems Model of Performance…Improving Performance? (2008)Improving Performance?Exploring the Concept of Acceptability as a Criterion for Evaluating Performance Measures (2000)Exploring the Concept of Acce…Performance Management : The New Realities (1998)Performance Management : The …Participation in the performance appraisal process and employee reactions: A meta-analytic review of field investigations. (1998)Participation in the performa…The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…Procedural Justice in Performance Evaluation: The Role of Instrumental and Non-Instrumental Voice in Performance Appraisal Discussions (1995)Procedural Justice in Perform…Performance Management Is "Running the Business" (1995)Performance Management Is "Ru…Due Process in Performance Appraisal: A Quasi-Experiment in Procedural Justice (1995)Due Process in Performance Ap…Performance Management: The Next Generation (1994)Performance Management: The N…Designing Performance Management Systems for Total Quality Implementation (1994)Designing Performance Managem…A Causal Model of Organizational Performance and Change (1992)A Causal Model of Organizatio…Performance measurement and management: A tool for strategy execution (1991)Performance measurement and m…Creating a sense of mission (1991)Creating a sense of missionEmployee reactions to contextual and session components of performance appraisal. (1990)Employee reactions to context…Interactional justice : communication criteria of fairness (1986)Interactional justice : commu…Correlates of employee reactions to performance appraisals and appraisal systems. (1981)Correlates of employee reacti…Performance appraisal : assessing human behavior at work (1984)The criterion problem: 1917-1992. (1992)Performance appraisal reactions: Measurement, modeling, and method bias. (2000)The nature and causes of job satisfaction (1976)Power in organizations (1981)The Social Psychology of Procedural Justice (1988)Social Justice: Outcome and Procedure (2000)Disrespect and the Experience of Injustice (2001)Three roads to organizational justice (2004)A Coefficient of Agreement for Nominal Scales (1960)Attitude-behavior relations: A theoretical analysis and review of empirical research. (1977)Antecedents and consequences of justice perceptions in performance appraisals (2002)Predicting openness and commitment to change (2004)Management—Tasks, responsibilities, practices (1974)Management. Tasks, Responsibilities, Practices. (1975)Corporate Mission Statements: The Bottom Line (1987)Roles Executives Play: CEOs, Behavioral Complexity, and Firm Performance (1993)A model of the impact of mission statements on firm performance (2001)Core value‐based corporate brand building (2003)Consequences of individual feedback on behavior in organizations. (1979)An integrative framework for explaining reactions to decisions: Interactive effects of outcomes and procedures. (1996)Research in Organizational Behavior. (1986)Self-Reports in Organizational Research: Problems and Prospects (1986)Hospitality teams: Knowledge sharing and service innovation performance (2008)Quitting before leaving: The mediating effects of psychological attachment and detachment on voice. (2008)How collaborative innovation networks affect new product performance: Product innovation capability, process innovation capability, and absorptive capacity (2018)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Organizational culture and leadership (1993)Organizational Culture and Climate (2003)Relationships between psychological climate perceptions and work outcomes: a meta‐analytic review (2003)Nurturing the spirit at work: Impact on work unit performance (2005)External Control of Organizations: Resource Dependence Perspective (2011)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)CURRENT RESEARCH IN SOCIAL PSYCHOLOGY (1996)Predicting workplace aggression: A meta-analysis. (2007)A Qualitative Study of Performance Leadership and Management in Elite Sport (2011)The Usefulness of an Accounting Information System for Effective Organizational Performance (2012)Financial literacy and SME firm performance (2015)
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References

  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1986Interactional justice : communication criteria of fairness2,766 cited
  • 1992A Causal Model of Organizational Performance and Change1,137 cited
  • 1995Procedural Justice in Performance Evaluation: The Role of Instrumental and Non-Instrumental Voice in Performance Appraisal Discussions562 cited
  • 1998Performance Management : The New Realities484 cited
  • 1995Due Process in Performance Appraisal: A Quasi-Experiment in Procedural Justice455 cited
  • 1998Participation in the performance appraisal process and employee reactions: A meta-analytic review of field investigations.388 cited
  • 1991Creating a sense of mission366 cited
  • 1981Correlates of employee reactions to performance appraisals and appraisal systems.248 cited
  • 1990Employee reactions to contextual and session components of performance appraisal.204 cited
  • 1994Performance Management: The Next Generation107 cited
  • 1991Performance measurement and management: A tool for strategy execution93 cited
  • 1994Designing Performance Management Systems for Total Quality Implementation79 cited
  • 2000Exploring the Concept of Acceptability as a Criterion for Evaluating Performance Measures78 cited

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1995
Performance Management Is "Running the Business"
72 cited
  • 2008Improving Performance?65 cited
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