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Direct linkKallio, Kirsi-Mari; Kallio, Tomi J. – Studies in Higher Education, 2014
The article focuses on the effects of management-by-results from the perspective of the work motivation of university employees. The study is based on extensive survey data among employees at Finnish universities. According to the results, performance measurement is based on quantitative rather than qualitative measures, and the current…
Descriptors: Foreign Countries, College Administration, Governance, Management by Objectives
Lindberg, Erik – Educational Assessment, Evaluation and Accountability, 2012
The Anglo-Saxon countries have implemented Management by Objectives (MBO) complemented with school-based management (SBM) fairly rapidly. Although these countries are considered something of a benchmark of stability, research on principals reveals that they experience high levels of stress and that this is associated with poorer job performance.…
Descriptors: Foreign Countries, Principals, Job Performance, School Based Management
Peer reviewedTerpstra, David E.; And Others – Group and Organization Studies, 1982
Investigated the impact of a Management by Objectives (MBO) application in a university setting. Faculty (N=23) completed a questionnaire about perceptions of performance and satisfaction both prior to and after the MBO application. Results suggest that performance increased while satisfaction generally declined. (Author/RC)
Descriptors: College Faculty, Faculty Development, Faculty Evaluation, Higher Education
Peer reviewedAdams, Katherine L. – Journal of Applied Communication Research, 1981
Examined the conversational structure of questions and answers in a performance appraisal interview between a manager and an employee. Results demonstrated that both the manager and employee used question-and-answer pairs to demonstrate their understanding of the expectancy to ask and answer questions and to provide sequential implicativeness and…
Descriptors: Administrators, Discourse Analysis, Employees, Employer Employee Relationship
Murray, Stuart – Personnel Administrator, 1983
Data from questionnaires administered to 163 company middle managers and from their personnel files revealed that the 87 managers from a division using the management-by-objectives appraisal system are more satisfied with this system and its feedback than are the 76 respondents from a division using a subjective appraisal system. (MLF)
Descriptors: Administrator Evaluation, Employee Attitudes, Employer Employee Relationship, Evaluation Criteria
Peer reviewedSchwartz, Charles A. – College and Research Libraries, 1986
Discussion of performance appraisal in nonprofit organizations and the difficulties involved in obtaining accurate job feedback examines four types of appraisal: behavioralism; minimal model; heuristic knowledge; and tacit information from in-house experimentation. Conclusions are drawn about the usefulness of these approaches and a suggestion for…
Descriptors: Behaviorism, Bias, Feedback, Interviews
Massey, Anne P.; Montoya-Weiss, Mitzi M.; O'Driscoll, Tony M. – Performance Improvement Quarterly, 2005
As organizations respond to competitive environments and strive to enhance performance, knowledge management (KM) has increasingly become a strategic activity. A KM strategy entails consciously helping people share and put knowledge into action. A key challenge is how to develop and implement KM solutions that provide performance support to…
Descriptors: Knowledge Management, Program Effectiveness, Performance Technology, Case Studies
Peer reviewedThompson, Kenneth R.; And Others – Journal of Management, 1981
Examined effects of Management by Objectives (MBO) on measures of quantity and quality of performance and satisfaction with the work and supervision among employees in a human services agency. The combined measure for quantity of performance and one of two quality measures showed significant improvement following implementation of MBO. (Author)
Descriptors: Counselors, Employee Attitudes, Human Services, Job Performance
Webb, Gisela – Wilson Library Bulletin, 1989
Describes a performance management approach to library personnel management that stresses communication, clarification of goals, and reinforcement of new practices and behaviors. Each phase of the evaluation process (preparation, rating, administrative review, appraisal interview, and follow-up) and special evaluations to be used in cases of…
Descriptors: Employer Employee Relationship, Evaluation Criteria, Evaluation Methods, Job Performance
Moravec, Milan – Personnel Administrator, 1981
Explains how clear communication of job performance expectations and evaluation can help employees improve productivity. (JM)
Descriptors: Administrator Evaluation, Communication (Thought Transfer), Employer Employee Relationship, Evaluation Criteria
Peer reviewedBurke, Ronald J.; And Others – Personnel Psychology, 1978
Eight performance review interview characteristics were related to seven interview outcomes. Two hundred seventy nursing personnel described their last review interview. Five of the interview characteristics were related to most of the outcomes. Implications are drawn for conducting performance appraisal interviews. (Author/SJL)
Descriptors: Conferences, Employee Attitudes, Employer Employee Relationship, Hospital Personnel
Tennant C.; Roberts P. – Industry and Higher Education, 2003
A fundamental challenge within business organizations (whether manufacturing or service, large or small) is posed by the difficulties associated with managing knowledge to integrate the long-term vision and strategic goals with daily working processes and with people. The traditional Western approach of "Management by Objectives" (MbO)…
Descriptors: Foreign Countries, Employees, Management by Objectives, Information Management
