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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
Dossett, Dennis L.; Greenberg, Carl I. – 1980
To examine the effects of goal-setting on supervisors' evaluations of workers' performance, and on the causes attributed to that performance, 80 subjects were shown a simulated interaction between a worker and supervisor in one of three goal-setting conditions: self-set, participative, or assigned. The worker either succeeded or failed to meet the…
Descriptors: Attribution Theory, Difficulty Level, Feedback, Job Performance
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
Download full textAllen, Thomas R., Jr., Comp.; Lyne, George E., Jr., Comp. – 1988
The major ppurpose of this study was to determine from human resource administrators in the business community the techniques now used in appraising exempt and nonexempt employee performance. Of the 1,000 administrators surveyed, 125 returned usable questionnaires for a response rate of 12.5 percent. The administrators reported that even though…
Descriptors: Adult Education, Business Administration, Business Education, Evaluation Criteria
Dossett, Dennis L.; And Others – 1978
Goal-setting has been accepted as an effective motivational tool. Whether goals should be participatively set or assigned was examined by holding goal difficulty constant in an investigation based on previous results which suggested that participants in goal-setting set more difficult goals than those for whom goals are assigned. Results suggest…
Descriptors: Clerical Workers, Difficulty Level, Employer Employee Relationship, Job Performance
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
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
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
McDowell, Earl E. – 1986
An exploratory study examined how administrators (department heads/chairs) perceive faculty members, as well as themselves, in the performance appraisal interview. Subjects, 450 faculty members and 200 administrators at a midwestern university, answered an Appraisal Interview Questionnaire in which they rated administrator performance, content and…
Descriptors: Communication Research, Decision Making Skills, Department Heads, Employer Employee Relationship
Ladewig, Howard – 1983
Measurement of the organizational effectiveness of the Cooperative Extension Service (CES) could be enhanced by utilizing a multidimensional perspective in measuring outcomes of various organizational activities, particularly the Extension educational system of program development. Because multiple and conflicting environmental constraints, goals,…
Descriptors: Citizen Participation, Educational Objectives, Evaluation Criteria, Extension Agents
