1、英文 3700 单词， 22500 英文字符， 中文 6800 字 文献出处： Thomas W. Buchner. Performance management theory: A look from the performers perspective with implications for HRDJ. Human Resource Development International, 2007, 10(1):59-73. Performance Management Theory: A Look from the Performers Perspective with Implica
2、tions for HRD THOMAS W. BUCHNER ABSTRACT Performance management methods are receiving increased attention as organizations seek performance gains from their workforces during challenging economic times. In this paper, the construct of performance management is challenged along two lines: how applied
3、 models do not take full advantage of existing theories of work motivation; and how the impact of performance management will continue to be constrained as long it remains a predominantly top- down process. Several relevant theories of motivation are examined to illustrate gaps between theory and pr
4、actice and to provide a basis for looking at performance management from the performers perspective. Resulting implications for the human resource development (HRD) eld are discussed. KEY WORDS: Performance management, performance appraisal, motivation, self-management In recent years, challenging e
5、conomic conditions have stressed organizations, some to the breaking point. Rather than waiting for external improvements, such as market growth or technological advances, many organizations are looking internally for performance and productivity gains. Consequently, the concept of performance manag
6、ement is receiving increased attention as a route to improved results (Boxall and Purcell, 2003). At the same time, regrettably, lingering concerns over the eectiveness (Coens and Jenkins, 2000) and dissatisfaction (Bernardin et al., 1998) have not been resolved. Theoretical Questions Performance management is a topic of interest to human resource development (HRD) professionals, especially those engaged in helping organizations rethink and redesign their performance management system
