Hostname: page-component-6bf8c574d5-7jkgd Total loading time: 0 Render date: 2025-02-23T20:37:14.859Z Has data issue: false hasContentIssue false
  • English
  • Français

From Elusive to Obvious: Improving Performance Management Through Specificity

Published online by Cambridge University Press:  07 January 2015

Katherine A. Frear  and
Samantha C. Paustian-Underdahl
Katherine A. Frear*
Affiliation:
University of North Carolina at Charlotte
Samantha C. Paustian-Underdahl
Affiliation:
University of North Carolina at Charlotte
*
E-mail: kcallas@uncc.edu, Address: Department of Psychology, University of North Carolina at Charlotte, Colvard South 4018, 9201 University City Blvd., Charlotte, NC 28223
Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 4 , Issue 2 , June 2011 , pp. 198 - 200
Copyright
Copyright © Society for Industrial and Organizational Psychology 2011 

References

Austin, J. T., & Villanova, P. (1992). The criterion problem: 1917–1992. Journal of Applied Psychology, 77, 836–874. Google Scholar
Baron, J. N., Hannan, M. T., Hsu, G., & Koçak, Ö. (2007). In the company of women: Gender inequality and the logic of bureaucracy in start-up firms. Work and Occupations, 34, 35–66. Google Scholar
Gorman, E. (2005). Gender stereotypes, same-gender preferences, and organizational variation in the hiring of women: Evidence from law firms. American Sociological Review, 70, 702–728. Google Scholar
Guion, R. M. (1998). Assessment, measurement, and prediction for personnel decisions. Mahwah, NJ: Erlbaum. Google Scholar
Pulakos, E. D., & O’Leary, R. S. (2011). Why is performance management broken? Industrial and Organizational Psychology: Perspectives on Science and Practice, 4, 146–164.Google Scholar