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ORGB 319v9/10: Motivation and Productivity Report a Broken Link

ORGB 319 introduces the concept of performance management and the design and implementation of performance management systems to increase the value of human capital for the purpose of providing a unique competitive advantage for organizations in any industry. Performance management systems provide key tools for transforming people’s skills and motivation into a strategic business advantage. Performance management is a continuous process of identifying, measuring, and developing individual and team performance that aligns with organizational goals.

Assignments 1 and 3 in this course require you to read and critically review a journal article. For each of these assignments, read and develop a critical review for one article from the list provided.

Lesson 6: Gathering Performance Information

Buckingham, M. & Goodall, A. (2019). The feedback fallacy. Harvard Business Review, 97(2), 92–101.
Di Fiore, A., & Souza, M. (2021, January 12). Are peer reviews the future of performance evaluations? Harvard Business Review Digital Articles.

Assignment 1 (Choose 1)

Aguinis, H., & Pierce, C. A. (2008). Enhancing the relevance of organizational behavior by embracing performance management research. Journal of Organizational Behavior, 29(1), 139–145.
Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard Business Review, 93(4), 40–50.
Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10), 58–67.
Kerr, S. (1995). An academy classic: On the folly of rewarding A, while hoping for B. The Academy of Management Executive, 9(1), 7–14.
Liu, Y., Combs, J. G., Ketchen, D. J., Jr., & Ireland, R., D. (2007). The value of human resource management for organizational performance. Business Horizons, 50(6), 503–511.
Rynes, S. L., Gerhart, B., & Minette, K. A. (2004). The importance of pay in employee motivation: Discrepancies between what people say and what they do. Human Resource Management, 43(4), 381–394.
Werbel, J., & Balkin, D. B. (2010). Are human resource practices linked to employee misconduct?: A rational choice perspective. Human Resource Management Review, 20(4), 317–326.

Assignment 3 (Choose 1)

Beckton, J. B., & Schraeder, M. (2004). Participant input into rater selection: Potential effects on the quality and acceptance of ratings in the context of 360-degree feedback. Public Personnel Management, 33(1), 23–32.
Budworth, M. H., Latham, G. P., & Manroop, L. (2015). Looking forward to performance management: A field test of the feedforward interview for performance Management. Human Resource Management 54(1), 45–54.
DeNisi, A. S., & Kluger, A. N. (2000). Feedback effectiveness: Can 360-degree appraisals be improved? The Academy of Management Executive, 14(1), 129–139.
Gardner, H. K., & Matviak, I. (2022). Performance management shouldn't kill collaboration. Harvard Business Review, 100(5), 118–127.
Ibarra, H. & Scoular, A. (2019). The leader as coach. Harvard Business Review, 97(6), 110–119.
Kerr, S. (1999). Organizational rewards: Practical, cost-neutral alternatives that you may know, but don't practice. Organizational Dynamics, 28(1), 61–70.
Murphy, K. R., Cleveland, J. N., Skattebo, A. L., & Kinney, T. B. (2004). Raters who pursue different goals give different ratings. Journal of Applied Psychology, 89(1), 158–164.
Naquin, C. E., & Tynan, R. O. (2003). The team halo effect: Why teams are not blamed for their failures. Journal of Applied Psychology, 88(2), 332–340.
Rowland, C. A., & Hall, R. D. (2012). Organizational justice and performance: Is appraisal fair? EuroMed Journal of Business, 7(3), 280–293.