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Paul E. Levy
University of Akron
PsychologyJob performancePerformance appraisalApplied psychologySocial psychology
85Publications
36H-index
5,142Citations
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Publications 86
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#2Paul E. LevyH-Index: 36
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#1Steven T. Tseng (University of Akron)H-Index: 2
#2Paul E. Levy (University of Akron)H-Index: 36
Abstract Performance management is a critical human resource management practice intended to facilitate performance and development in organizations. Unfortunately, recent discourse among researchers and practitioners suggest that current performance management practices in organizations are less than satisfactory and not effective. A popular recommendation to improve the performance management process is to focus less on the formal procedures and more on the manager-employee interactions embedd...
3 CitationsSource
#1Steven T. Tseng (University of Akron)H-Index: 2
#2Paul E. Levy (University of Akron)H-Index: 36
Last. Xiyang Zhang (University of Akron)
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Frequent feedback has garnered a lot of attention in organizations today. Also referred to as continuous, ongoing, informal, and real-time, frequent feedback is often suggested as a remedy for issues in performance management. Given the popularity of the frequent feedback trend in organizations, and in the interest of promoting evidence-based practices, a close look at the research and academic literature on this topic is critical. In this chapter, we seek to bring practice and research together...
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#1Jason J. DahlingH-Index: 17
#2Brian G. WhitakerH-Index: 8
Last. Paul E. LevyH-Index: 36
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#1Beth A. LinderbaumH-Index: 1
#2Paul E. LevyH-Index: 36
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#1Lauren A. Borden (University of Akron)H-Index: 2
#2Paul E. Levy (University of Akron)H-Index: 36
Last. Stanley B. Silverman (University of Akron)H-Index: 7
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Purpose The purpose of this study was to investigate the association between leader arrogance on subordinate outcomes of feedback seeking, morale, and burnout through its relationships with subordinate feedback environment perceptions. Additionally, perceived organizational support and subordinate feedback orientation are examined as moderators that influence the degree to which leader arrogance exerts its effects on these outcomes.
4 CitationsSource
#1Deidra J. Schleicher (A&M: Texas A&M University)H-Index: 18
#2Heidi M. Baumann (Bradley University)H-Index: 5
Last. Brenda A. Barros-Rivera (A&M: Texas A&M University)H-Index: 1
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It has been 13 years since the last comprehensive review of the performance management (PM) literature, and a lot has changed in both research and practice in that time. The current review updates (identifying new research directions post 2004) and extends this previous work by creating a systems-based taxonomy and conceptual model of PM. We then use this model to interpret and integrate the extensive work in this area and to identify fruitful and systems-based directions for future PM work. As ...
18 CitationsSource
#1Paul E. LevyH-Index: 36
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#1Paul E. LevyH-Index: 36
#2Steven T. TsengH-Index: 2
Last. Sarah B. LuekeH-Index: 1
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Abstract In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a)...
12 CitationsSource
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