Page 153 - Psychological Management of Individual Performance
P. 153

references                                                        135
                        Tang, T. L.-P., Baldwin, L., & Frost, A. G. (1997). Locus of control as a moderator of the self
                           reported performance feedback–personal sacrifice relationship. Personality and Individual
                           Differences, 22, 201–211.
                        Taylor, M. S., Fisher, C. D., & Ilgen, D. R. (1984). Individuals’ reactions to performance feedback
                           in organizations: A control theory perspective. In K. M. Rowland & G. R. Ferris (Eds.),
                           Research in personnel and human resources management. Greenwich, CT: JAI Press.
                        Townley, B. (1999). Practical reason and performance appraisal. Journal of Management Studies,
                           36, 287–306.
                        Tziner, A., Latham, G. P., Price, B. S., & Haccoun, R. (1996). Development and validation of
                           a questionnaire for measuring perceived political considerations in performance appraisal.
                           Journal of Organizational Behavior, 17, 179–190.
                        VandeWalle, D., & Cummings, L. L. (1997). A test of the influence of goal orientation on the
                           feedback seeking process. Journal of Applied Psychology, 82, 390–400.
                        Varma, A., Denisi, A. S., & Peters, L. H. (1996). Interpersonal affect and performance appraisal:
                           A field study. Personnel Psychology, 49, 341–360.
                        Van Vianen, A. E. M. (1999). Managerial self efficacy, outcome expectancies, and work-role
                           salience as determinants of ambition for a managerial position. Journal of Applied Social
                           Psychology, 29, 639–665.
                        Waldersee, R. (1994). Self efficacy and performance as a function of feedback sign and anxiety:
                           A service experiment. Journal of Applied Behavioral Science, 30, 346–356.
                        Wexley, K. N., Alexander, R. A., Greenwalt, J. P., & Couch, M. A. (1980). Attitudinal congruence
                           and similarity as related to interpersonal evaluations in manager-subordinate dyads. Academy
                           of Management Journal, 23, 320–330.
                        Wexley, K. N., & Pulakos, E. D. (1983). The effect of perceptual congruence and sex on
                           subordinates’ performance appraisals of their managers. Academy of Management Journal,
                           26, 666–676.
                        Williams, R. (1998). Performance Management. London: International Thomson Business Press
                           (Essential Business Psychology Series).
                        Woehr, D. J., & Huffcutt, A. I. (1994). Rater training for performance appraisal: A quantitative
                           review. Journal of Occupational and Organizational Psychology, 67, 189–206.
   148   149   150   151   152   153   154   155   156   157   158