A continuous performance management approach: Effects of daily performance management behaviors on leader‐member exchange, next‐day job attitudes, and job performance.
Building on the trend of performance management (PM) moving towards more frequent and the research gap for the effectiveness of the modern form of PM, we adopt an experience sampling method to study daily PM behaviors continuously for two weeks. Our theoretical model was tested using 906 observation...
| Publicado en: | Applied Psychology: An International Review Vol. 74; no. 1; pp. 1 - 28 |
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| Autores principales: | , |
| Formato: | questionnaire/scale research tables/charts Journal Article |
| Publicado: |
Wiley-Blackwell
Feb2025
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=183845572&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 183845572 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 0269994X 7QO jtl: Applied Psychology: An International Review issn: 0269994X maglogo: Y pubinfo: dt: Feb2025 vid: 74 iid: 1 pid: 480 pub: Wiley-Blackwell place: Malden, Massachusetts artinfo: ui: 183845572 183845572 183845572 10.1111/apps.12596 183845572 ppf: 1 ppct: 27 formats: tig: atl: A continuous performance management approach: Effects of daily performance management behaviors on leader‐member exchange, next‐day job attitudes, and job performance. aug: au: Zhang, Xiyang Qian, Jing affil: Tianjin University, Tianjin, China sug: subj: Job Performance Evaluation Leaders Management Styles Interpersonal Relations Job Satisfaction Employee Attitudes Human Leadership Work Environment Motivation Funding Source Psychological Tests Work Experiences Models, Theoretical Nonexperimental Studies Employer-Employee Relations Workload Stress, Occupational Prevention and Control Cognition Productivity ab: Building on the trend of performance management (PM) moving towards more frequent and the research gap for the effectiveness of the modern form of PM, we adopt an experience sampling method to study daily PM behaviors continuously for two weeks. Our theoretical model was tested using 906 observations from 97 full‐time employees, providing initial evidence for daily PM's effectiveness in increasing employee next‐day job attitudes and job performance. Moreover, we also revealed the relationship‐based mechanism underlying the effects of daily PM. Specifically, our findings suggest that daily PM behaviors increase employee next‐day job satisfaction, job engagement, and job performance because PM behaviors make employees perceive a higher leader‐member exchange relationship. Importantly, we found the boundary conditions for PM behaviors in increasing this exchange relationship quality. The relationship was weaker when work stressors (i.e., workload and cognitive stressors) were high rather than low. We discuss theoretical and practical implications, limitations, and future research directions. pubtype: Academic Journal doctype: questionnaire/scale research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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