A continuous performance management approach: Effects of daily performance management behaviors on leader‐member exchange, next‐day job attitudes, and job performance
本研究通过两周的每日调查，发现日常绩效管理行为能提升员工次日的工作满意度、工作投入和工作绩效，其机制是通过增强领导-成员交换关系，但工作压力大时效果减弱。
Abstract Building on the trend of performance management (PM) moving towards more frequent and the research gap for the effectiveness of the modern form of PM, we adopt an experience sampling method to study daily PM behaviors continuously for two weeks. Our theoretical model was tested using 906 observations from 97 full‐time employees, providing initial evidence for daily PM's effectiveness in increasing employee next‐day job attitudes and job performance. Moreover, we also revealed the relationship‐based mechanism underlying the effects of daily PM. Specifically, our findings suggest that daily PM behaviors increase employee next‐day job satisfaction, job engagement, and job performance because PM behaviors make employees perceive a higher leader‐member exchange relationship. Importantly, we found the boundary conditions for PM behaviors in increasing this exchange relationship quality. The relationship was weaker when work stressors (i.e., workload and cognitive stressors) were high rather than low. We discuss theoretical and practical implications, limitations, and future research directions.