Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/71021
Authors: 
Helmig, Bernd
Michalski, Silke
Lauper, Patricia
Year of Publication: 
2008
Citation: 
[Journal:] Zeitschrift für Personalforschung (ZfP) [ISSN:] 1862-0000 [Publisher:] Rainer Hampp Verlag [Place:] Mering [Volume:] 22 [Year:] 2008 [Issue:] 1 [Pages:] 58-82
Abstract: 
In jüngster Zeit wird in der Personalmanagementforschung vermehrt darauf hingewiesen, dass Forschungsfragen zum Themengebiet Performance Management in Bezug auf öffentliche und Nonprofit Organisationen bislang noch wenig erforscht sind (Brandl et al. 2006). In der Folge entwickelte sich ein wissenschaftlicher Diskus zum Thema Performance Management in Nonprofit Organisationen (vgl. Drost 2007; Jäger/Beyes 2007; Weibler 2007 sowie Brandl et al. 2007), der zum Anlass genommen wird, Ergebnisse einer Untersuchung zur Einführung eines Mitarbeiterbeurteilungssystems an einer Universität (Performance Appraisal) zu präsentieren.
Abstract (Translated): 
Currently performance management in nonprofit organizations is a widely discussed issue in the German speaking literature (vgl. Drost 2007; Jäger/Beyes 2007; Weibler 2007; Brandl et al. 2007). This article contributes to this debate by presenting and discussing results of an empirical study into the acceptance of a newly introduced performance appraisal system at the University of Fribourg, Switzerland. The research suggests that acceptance depends to a great extent on the perceived equity, the personal goals discussed during the interview, and the potential of the system for personal improvement.
Subjects: 
performance management
performance appraisal
public & nonprofit-management
universities
Document Type: 
Article

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