Performance Management

Performance Management



Performance Management

Introduction

Aim

In the human side of the company [McGregor, 1960] emphasized the importance of examining the underlying assumptions that the managers keep their subordinates. McGregor uses these assumptions in a broad sense to separate managers into two camps: Theory X and Theory Y manager. McGregor believes the overwhelming majority of managers, the allocation of the theory of X, that they believe that their employees would not like to work to avoid responsibility and the desired security above all. As such, rather than trust in people to motivate themselves, theory X were forced managers to adopt coercive measures, controlling, and sometimes even threatening methods when they try to motivate their staff ([Heil, et al., 2000]).

In contrast, McGregor complained of a lack of management theory Y, which means that their employees enjoy the work believed, sought to develop their skills and helped a worthy business goals. Instead of resorting to authoritarian methods, such as managers assumed an integrated strategy to create an environment where their employees their own objectives, by their efforts to achieve the objectives of the organization ([McGregor, 1960], [Shane, 1975]). An acceptance of the Theory X and Theory Y is that the main source of motivation on your own (eg the need self-actualization) or external (eg, monetary incentives and controlling) had to be made to the employees.

Objectives

Nevertheless, despite the rhetoric of the PA and its impact on motivation, commitment and job performance, this relationship is generally assumed, not tested. Thus, quoted in a recent review of the AP study, Levy and Williams (2004) for further field research on the relationship between the reactions of the AP, staff attitudes and behavior. To learn more about these relationships, this study examines the hypothesis argue that to provide the motivation and commitment of the relationship between the perception of the PA and work performance. In terms of moderation, it cannot expect all employees the same way, PA (Fletcher, 2002) to respond. On the contrary, the results depend largely on the PA individual psychological factors (Fletcher, 2002, Ilgen et al, 1979; Klein and Snell, 1994). In addition, because studies of individual differences that influence the relationship between PA and work performance, can establish terms and conditions under which the PA is more or less effective, this type of research can yield the results of practical importance (Fletcher, 2001).

The purpose of this study was to test two different models of relations between the PA as part of the MTP and the execution of the work is: mediation and moderation models. There is a strong belief that as long as employees accept or satisfied with the PA or PA, if properly handled, the PA is positive to the performance are related (eg Muczyk and Gable, 1987;. Pettijohn et al, 2001a).

Research method

In McGregorian traditional identification of the underlying assumptions of the theory of subordinate managers, this study extends the research [Heath, 1999], exploring the perception of the manager to see if their employees are motivated primarily by internal or external ...