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The Changing Nature of Performance: Implications for Staffing, Motivation, and Development Hardcover – April 9, 1999

ISBN-13: 978-0787946258 ISBN-10: 0787946257 Edition: 1st

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Product Details

  • Hardcover: 452 pages
  • Publisher: Pfeiffer; 1 edition (April 9, 1999)
  • Language: English
  • ISBN-10: 0787946257
  • ISBN-13: 978-0787946258
  • Product Dimensions: 6.3 x 1.4 x 9.4 inches
  • Shipping Weight: 1.7 pounds (View shipping rates and policies)
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #3,163,022 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

DANIEL R. ILGEN is a past president of SIOP and is currently the John A. Hannah Professor of Organizational Behavior at Michigan State University, teaching in the departments of Psychology and Management. His research has focused on the general area of work motivation and interpersonal behaviors at work. He is presently the editor of Organizational Behavior and Human Decision Processes.

ELAINE D. PULAKOS is the current president of SIOP, and she is also the Director of Personnel Decisions Research Institute's Washington DC office. Her research and consulting interests are focused on the areas of personnel selection and performance appraisal.

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9 of 10 people found the following review helpful By Turgay BUGDACIGIL on May 24, 2000
Format: Hardcover
As stated by series editor Sheldon Zedek,"the general purpose of this volume is to provide a discussion of the relationship between the changing nature of work and the understanding, measurement, and influence of human performance. More specifically, the volume addresses how seven key changes in the nature of work-changes in technology, job design, type of workforce, training methodology, external control, leadership, and work structure-affect how job performance is viewed and measured. Three HR domains are emphasized: staffing, motivation, and training and development...The goal of the volume is not only to present greater understanding of the changing nature of performance but also to offer concrete ways in which to deal with the change."
In this context, in Chapter Seven - 'Leadership and the Nature of Performance', Robert G. Lord and Wendy Gradwohl Smith argue that the relation between leadership and performance is likely to increase while at the same time exercising effective leadership may become more difficult because of: (1). increased diversity in experience and technical training will reduce the degree to which organizational members share common performance standards, (2). greater ethnic, racial, and gender diversiy will increase the potential tensions among team members due to less homogeneous values and beliefs.Thus, they argue that this increased diversity creates greater need for leaders to define performance and manage group conflict effectively, and hence they construct a leadership model. On the other side, they summarize some of the important trends noted by other authors of this book that will affect the relationship of leadership to performance as follows:
I. In the Past:
1. Work organization: (a). Map job onto employee, (b).
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The Changing Nature of Performance: Implications for Staffing, Motivation, and Development
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