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A multilevel leadership process framework of performance management. HUMAN RESOURCE MANAGEMENT REVIEW 2019. [DOI: 10.1016/j.hrmr.2018.10.001] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/10/2023]
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Ali Z, Mahmood B, Mehreen A. Linking succession planning to employee performance: The mediating roles of career development and performance appraisal. AUSTRALIAN JOURNAL OF CAREER DEVELOPMENT 2019. [DOI: 10.1177/1038416219830419] [Citation(s) in RCA: 15] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Affiliation(s)
- Zulqurnain Ali
- School of Management, University of Science and Technology of China, Hefei, China
| | | | - Aqsa Mehreen
- School of Public Affairs, University of Science and Technology of China, Hefei, China
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The Evolution and Devolution of 360° Feedback. INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY-PERSPECTIVES ON SCIENCE AND PRACTICE 2016. [DOI: 10.1017/iop.2016.93] [Citation(s) in RCA: 38] [Impact Index Per Article: 4.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/06/2022]
Abstract
In the 25+ years that the practice of 360° Feedback has been formally labeled and implemented, it has undergone many changes. Some of these have been positive (evolution) in advancing theory, research, and practice, and others less so (devolution). In this article we offer a new definition of 360° Feedback, summarize its history, discuss significant research and practice trends, and offer suggestions for all user communities (i.e., researchers, practitioners, and end users in organizations) moving forward. Our purpose is to bring new structure, discussion, and some degree of closure to key open issues in this important and enduring area of practice.
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Use the Best; Leave the Rest: The Productivity Measurement and Enhancement System (ProMES) for Performance Ratings. INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY-PERSPECTIVES ON SCIENCE AND PRACTICE 2016. [DOI: 10.1017/iop.2016.15] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Abstract
Adler et al. (2016) effectively discuss the shortcomings of performance ratings as well as performance management solutions. However, they leave out one important performance management solution from their review and discussion, the Productivity Measurement and Enhancement System (ProMES; Pritchard, 1990; Pritchard, Harrell, DiazGranados, & Guzman, 2008; Scaduto, Hunt, & Schmerling, 2015). We intend to respond to Adler et al. by explaining how ProMES could make up for some of the shortcomings described in performance ratings and performance management, as well as challenge the field to further consider this well-researched and established evidence based solution as a viable alternative.
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