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Performance Management Systems: An Experiential Approach

by Arup Varma and Pawan Budhwar

Student Resources

  • Weblinks
  1. Introduction: Performance Management in Context
    • SAGE Journal Articles
    • Self-Review Questions
  2. Performance Management and Business Strategy
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections
  3. Goal Setting
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections
  4. Performance Information
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections
  5. Defining and Measuring Performance
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections
  6. Evaluating Performance
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections
  7. Motivation and Feedback
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections
  8. Supervisor–Subordinate Relationships
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections
  9. Performance Management for Expatriates
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections
  10. Implementing a Performance Management System
    • SAGE Journal Articles
    • Self-Review Questions
    • Skills Development Sections

SAGE Journal Articles

Andersson, S. G., & Denvall, V. (2017). Data recording in performance management: Trouble with the logics. American Journal of Evaluation, 38(2), 190–204.

Aboud, F. E. (1977). Seeking performance information: Role of self-uncertainty and self-similarity. Psychological Reports, 40(2), 571–574.

Altman, J. W. (1964). Improvements needed in a central store of human performance data. Human Factors, 6(6), 681–686.

Andersson, S. G., & Denvall, V. (2017). Data recording in performance management: Trouble with the logics. American Journal of Evaluation, 38(2), 190–204.

Johansen, M., Kim, T., & Zhu, L. (2018). Managing for results differently: Examining managers’ purposeful performance information use in public, nonprofit, and private organizations. The American Review of Public Administration, 48(2), 133–147.

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