Heidi M. Baumann – författare

New Frontiers in Performance Management Research offers a comprehensive exploration of the complexities, current evidence-based knowledge, and future research opportunities relating to performance management (PM) systems. The book is organized according to the tasks, people, context, and evaluation components of PM, across 18 different chapters written by experts with deep content knowledge in this area. In addition to these specific content chapters, the book begins with an introductory chapter that includes principles from the editors "PM belief system" that guide the book's overall approach and tone. Among others, these include the need to build a stronger evidence base regarding PM effectiveness and the important goal of integrating extant PM research with relevant ancillary literatures to advance understanding and future work in this area. The concluding chapter of the book synthesizes key contributions from various chapters, highlighting integrative themes such as recognizing the constructed nature of performance, prioritizing PM's strategic purpose, switching up the independent and dependent variables of PM research, and understanding managers' multiple roles within PM. The book aims to propel PM research forward by proposing new ideas, summarizing current scholarly knowledge, and providing evidence-based practices for managers and organizations. Through collaboration with a diverse group of authors, the book offers valuable insights and sets a future research agenda to build a cumulative and conclusive scientific knowledge base about PM, ultimately informing practice and enhancing organizational effectiveness.

New Frontiers in Performance Management Research offers a comprehensive exploration of the complexities, current evidence-based knowledge, and future research opportunities relating to performance management (PM) systems. The book is organized according to the tasks, people, context, and evaluation components of PM, across 18 different chapters written by experts with deep content knowledge in this area. In addition to these specific content chapters, the book begins with an introductory chapter that includes principles from the editors "PM belief system" that guide the book's overall approach and tone. Among others, these include the need to build a stronger evidence base regarding PM effectiveness and the important goal of integrating extant PM research with relevant ancillary literatures to advance understanding and future work in this area. The concluding chapter of the book synthesizes key contributions from various chapters, highlighting integrative themes such as recognizing the constructed nature of performance, prioritizing PM's strategic purpose, switching up the independent and dependent variables of PM research, and understanding managers' multiple roles within PM. The book aims to propel PM research forward by proposing new ideas, summarizing current scholarly knowledge, and providing evidence-based practices for managers and organizations. Through collaboration with a diverse group of authors, the book offers valuable insights and sets a future research agenda to build a cumulative and conclusive scientific knowledge base about PM, ultimately informing practice and enhancing organizational effectiveness.

New Frontiers in Performance Management Research offers a comprehensive exploration of the complexities, current evidence-based knowledge, and future research opportunities relating to performance management (PM) systems. The book is organized according to the tasks, people, context, and evaluation components of PM, across 18 different chapters written by experts with deep content knowledge in this area. In addition to these specific content chapters, the book begins with an introductory chapter that includes principles from the editors "e;PM belief system"e; that guide the book's overall approach and tone. Among others, these include the need to build a stronger evidence base regarding PM effectiveness and the important goal of integrating extant PM research with relevant ancillary literatures to advance understanding and future work in this area. The concluding chapter of the book synthesizes key contributions from various chapters, highlighting integrative themes such as recognizing the constructed nature of performance, prioritizing PM's strategic purpose, switching up the independent and dependent variables of PM research, and understanding managers' multiple roles within PM. The book aims to propel PM research forward by proposing new ideas, summarizing current scholarly knowledge, and providing evidence-based practices for managers and organizations. Through collaboration with a diverse group of authors, the book offers valuable insights and sets a future research agenda to build a cumulative and conclusive scientific knowledge base about PM, ultimately informing practice and enhancing organizational effectiveness.