High Job Performance Through Co-Developing Performance Measures With Employees
研究员工参与制定绩效衡量指标如何通过提升感知指标质量和行为控制感来提高工作绩效，对管理者和组织行为研究者有参考价值。
According to various studies, employee participation in the development of performance measures can increase job performance. This study focuses on how this job performance elevation occurs. We hypothesize that when employees have participated in the development of performance measures, they perceive these measures to be of higher quality, which in turn elevates their attitudes toward, perceived social norms for, and perceived control over performing well in their jobs. Based on the theory of planned behavior, the latter three factors are hypothesized to increase job performance. Survey data from 95 employees as well as 88 of their managers were analyzed using structural equation modeling. Employee participation in developing performance measures is found to be related to job performance, via perceived measurement quality and employees’ perceived control over performing well. We discuss the practical and theoretical implications of these findings, including the limitations of this study's design, and sketch a number of future research paths in this area. © 2015 Wiley Periodicals, Inc.