A solution to the performance appraisal feedback enigma

Meyer, Herbert H.

doi:10.5465/ame.1991.4274724

Cited by 104 publications

(96 citation statements)

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“…The two opposite strategies for CRE alignment show a strong similarity with involvementoriented versus control-oriented management strategies (Meyer, 1991;Lawler, 1992). Strategy A is comparable with control-orientation and a top-down approach resulting in directive standards.…”

Section: Discussionmentioning

confidence: 99%

Corporate Real Estate Alignment Strategies in Dutch Higher Education

Beckers¹,

Voordt²

2014

Proceedings of the 21st Annual European Real Estate Society Conference

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Purpose -This paper aims to explore the management approaches concerned with the process of aligning Corporate Real Estate (CRE) with organizational goals on a strategic level and regarding day-to-day operating activities in higher education institutes.Methodology/approach -The paper first outlines theoretical issues of CRE alignment processes in general. It then presents the findings from 13 interviews with CRE managers who are responsible for the accommodation of Dutch Universities of Applied Sciences.Findings -The review of CRE theory shows three key CRE alignment process activities and six management approaches. The empirical study shows how these approaches can be used to distinct two opposite strategies for CRE alignment processes: a control-oriented strategy and an involvement-oriented strategy.Originality/value -The managerial decision-making regarding space issues and its effects on students and staff in higher education is an underexposed topic in CRE research. There is still limited understanding of how to optimally align school buildings to education. The current study combines insights from other disciplines such as ITalignment with insights from CREM theory. Furthermore it sheds light on several management approaches and on the use of these approaches for CRE alignment strategies in the field of higher education. The findings might be applicable in other sectors as well.

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Section: Discussionmentioning

confidence: 99%

Corporate Real Estate Alignment Strategies in Dutch Higher Education

Beckers¹,

Voordt²

2014

Proceedings of the 21st Annual European Real Estate Society Conference

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“…Performance evaluation for administrative decisions (such as merit pay, promotion, etc.) should be separated from those for staff development or to communicate with staff [4].…”

Section: Performance Appraisalmentioning

confidence: 99%

The Study of Position Performance Appraisal Based on Total Relationship Flow Management Theorems

Yin¹

2016

JHRSS

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Total Relationship Flow Management Theorems(TRFMTs) show that for an organization, its behavior H Or (t) is determined and governed only by its input flow Rf(t) and relationship flow set Rf Ord (t) at its basic level Hd, i.e. the total relationship flow TRf(t) = Rf(t)∪Rf Ord (t). This means that the performance of an organization is not decided by the departments or the positions, but by all kinds of its relationship flows including information flows, matter flows, energy flows, fund flows, personnel flows, etc. Therefore, the assessment of organizational performance should focus on the relationship flows between positions of an organization. In this paper, we study the issue of position performance appraisal on the view of TRFMTs. With the production line positions as an example, we design a system of position performance appraisal based on TRFMTs. Firstly, the system is more suitable for production line positions, which improves the efficiency of position performance assessment. Moreover, it provides a theoretical foundation for organizational behavior and performance appraisal to guide organization to strengthen the management of total relationship flows and develops management to become an exact science.

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“…As a result, employees are less defensive and more honest about weaknesses as well as more open to discussing performance problems and taking suggestions for performance improvement (Meyer et al, 1965;Meyer, 1991;Moynihan 2005). (2005) offer contrary findings).…”

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confidence: 99%

Leadership and Reform: Mapping the Causal Pathways of Performance Information Use

2009

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This paper offers empirical evidence on a specific question: how does leadership foster the use of performance data? More broadly, it informs the ways in which we understand how leadership can influence the implementation of management reforms. Previous research suggests that leadership matters to performance information use among their employees, but underspecifies the causal processes by which this influence occurs. This paper uses structural equation modeling to suggest that transformational leadership has a positive but indirect effect on performance information use via two mediating factors: goal clarity and organizational culture. The results inform studies of leadership and reform by demonstrating how leadership can foster the effectiveness of new management systems. Even where leadership does not have a direct relationship on the reform outcome, it can still exert important indirect effects that could easily be missed by most methodologies.2

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A solution to the performance appraisal feedback enigma

Cited by 104 publications

References 0 publications

Corporate Real Estate Alignment Strategies in Dutch Higher Education

Corporate Real Estate Alignment Strategies in Dutch Higher Education

The Study of Position Performance Appraisal Based on Total Relationship Flow Management Theorems

Leadership and Reform: Mapping the Causal Pathways of Performance Information Use

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