Performance

Paper Summary:

The paper states that performance is very complex and dynamic concept that impacts organizations and individuals at multiple levels.
The paper continues and relates that the continuous change in the working environment has resulted in several trends occurring with respect to performance, the importance of continuous learning, the role of pro-activity, performance in teamwork, the impact of globalization and technology. Moreover the paper confirms that several studies have underlined the impact of employees' well-being on performance.

From the Paper:

"Another important theory with great implications for practice is the action theory approach developed by Frese & Zapf (1994). From this point of view, it is important to view the performance process as being composed of: goal development, information search, planning, execution of the action and its monitoring, and feedback processing can be distinguished (Frese & Zapf, 1994; Hacker, 1998). In practice, taking these findings into consideration one should always acknowledge that high performance is dependent on establishing on high goals, a good mental model, detailed planning, and good feedback processes. (Frese and Sonnentag, 2002). Moreover, in practice, have been developed specific interventions to performance enhancement, based on the process regulation perspective.
A different approach than performance regulation has its roots in the behavior modification perspective. This approach is concerned with the interventions from outside the individual, such as positive reinforcement. Such premises are the basis for motivation by means of incentives, practiced in organizations. However, the reinforcements may consist of financial interventions or non-financial interventions of which the most common are: performance feedback, social rewards such as attention and recognition."

Sample of Sources Used:

• Borman, W. C., & Brush, D. H. 1993. More progress toward a taxonomy of managerial performance requirements. Human Performance, 6, 1-21.
• Campbell, J. P. 1990. Modeling the performance prediction problem in industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology, Vol. 1, pp. 687-732,. Palo Alto: Consulting Psychologists Press.
• Vinchur, A. J., Schippmann, J. S., Switzer, F. S., & Roth, P. L. 1998. A meta-analytic review of predictors of job performance for salespeople. Journal of Applied Psychology, 83, 586-597
• Kanfer, R., & Heggestad, E. D. 1997. Motivational traits and skills: A person-centred approach to work motivation. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior, Vol. 19, pp. 1-56, Greenwich, CT: JAI Press.
• Wall,T. D., Corbett, M., Martin, R., Clegg, C.W.,&Jackson, P. R. 1990. Advanced manufacturing technology, work design, and performance: A change study. Journal of Applied Psychology, 75, 691-697.

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