Effects of introducing a performance management system on employees' subsequent attitudes and effort

Public Personnel Management

Volumn 28, Issue 3, 1999, Pages 423-452

  Taylor, Paul J ^a   Pierce, Jon L ^b  

^a UNIVERSITY OF WAIKATO   (New Zealand)

^b UNIVERSITY OF MINNESOTA DULUTH   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0033242112     PISSN: 00910260     EISSN: None     Source Type: Journal    
DOI: 10.1177/009102609902800308     Document Type: Article

References (74)

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18. 18 Ibid.
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28. 28 Heneman, Merit pay: Linking pay increases to performance ratings.
29. 29 Milkovich and Wigdor, Pay for performance: Evaluating performance appraisal and merit Pay.
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46. 46 Ibid.
47. 47 Pearce and Porter, Employee responses to formal performance appraisal feedback.
48. 48 Meyer, The pay-for-performance dilemma.
49. 49 Ibid.
50. 50 Pearce and Porter, Employee responses to formal performance appraisal feedback.
51. 51 Meyer, The pay-for-performance dilemma.
52. 52 Pearce and Porter, Employee responses to formal performance appraisal feedback.
53. 53 Homans, G.C. Social behavior: Its elementary forms, 1961.
54. 54 Meyer, The pay-for-performance dilemma.
55. 55 Pearce and Perry, Federal merit pay: A longitudinal analysis.
56. 56 Pearce and Porter, Employee responses to formal performance appraisal feedback.
57. 57 Milkovich and Wigdor, Pay for performance: Evaluating performance appraisal and merit pay.
58. 58 Heneman, Merit pay: Linking pay increases to performance ratings.
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67. 67 Pearce and Porter, Employee responses to formal performance appraisal feedback.
68. 68 Heneman, Merit pay: Linking pay increases to performance ratings.
69. 69 Lawler, Strategic pay.
70. 70 Milkovich and Wigdor, Pay for performance: Evaluating performance appraisal and merit pay.
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72. 72 Meyer, The pay-for-performance dilemma.
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