Chapter 12. Performance Management Practices and Motivation

  1. David Holman2,
  2. Toby D. Wall,
  3. Chris W. Clegg,
  4. Paul Sparrow3 and
  5. Ann Howard4
  1. Robert D. Pritchard and
  2. Stephanie C. Payne

Published Online: 13 MAY 2008

DOI: 10.1002/9780470713365.ch12

The New Workplace: A Guide to the Human Impact of Modern Working Practices

The New Workplace: A Guide to the Human Impact of Modern Working Practices

How to Cite

Pritchard, R. D. and Payne, S. C. (2002) Performance Management Practices and Motivation, in The New Workplace: A Guide to the Human Impact of Modern Working Practices (eds D. Holman, T. D. Wall, C. W. Clegg, P. Sparrow and A. Howard), John Wiley & Sons, Ltd, Chichester, UK. doi: 10.1002/9780470713365.ch12

Editor Information

  1. 2

    University of Sheffield, UK

  2. 3

    University of Manchester, UK

  3. 4

    Development Dimensions International, New Jersey, USA

Author Information

  1. Department of Psychology, Texas a & M University, TX, USA

Publication History

  1. Published Online: 13 MAY 2008
  2. Published Print: 1 JAN 2002

ISBN Information

Print ISBN: 9780471485438

Online ISBN: 9780470713365

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Keywords:

  • organizational performance;
  • work motivation;
  • performance management;
  • organization engages;
  • management practices

Summary

This chapter contains section titled:

  • Performance Management Defined

  • Extent of Use

  • Performance Management Practices and Behavior

  • A Theory of Motivation

  • Implications from the Theory

  • Performance Management Practices and the Motivation Theory

  • More Complex Practices

  • Conclusions

  • References