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Journal articles on the topic 'Individual performance'

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Published: 4 June 2021
Last updated: 6 September 2023

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1

Lilley, Ruth. "Individual performance review." Nursing Management 4, no. 3 (June 1997): 20–21. http://dx.doi.org/10.7748/nm.4.3.20.s15.

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2

Boyle, Ian O'. "Individual Performance Management: A Review of Current Practices." Asia Pacific Management and Business Application 1, no. 3 (April 30, 2013): 157–70. http://dx.doi.org/10.21776/ub.apmba.2012.001.03.1.

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3

Boyle, Ian O'. "Individual Performance Management: A Review of Current Practices." Asia Pacific Management and Business Application 1, no. 3 (April 30, 2013): 157–70. http://dx.doi.org/10.21776/ub.apmba.2013.001.03.1.

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4

Teixeira Reis Neto, Mário, Cláudia Aparecida Avelar Ferreira, and Rejaine Nélia de Araújo. "Teorías de liderazgo y desempeño individual." Revista científica Pensamiento y Gestión, no. 47 (March 24, 2020): 148–79. http://dx.doi.org/10.14482/pege.47.6001.

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5

Suprayogi, Wahyu, Siti Nurjannah, Awaluddin Tjalla, Suparno, Susan Febriantina, Brata Sanjaya, Nafiudin, and Alfa Fawzan. "INDIVIDUAL PERFORMANCEE IN PERCEPTION THEORY OF WORK PERFORMANCE." JRMSI - Jurnal Riset Manajemen Sains Indonesia 14, no. 01 (April 1, 2023): 9–16. http://dx.doi.org/10.21009/jrmsi.014.1.02.

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Penelitian ini bertujuan untuk mengembangkan preposisi tentang kinerja individu, melalui pendekatan kajian teori. Studi ini mengelaborasi beberapa temuan dari para peneliti terdahulu sebagai rujukan dan mengeksplorasi grounded theory, dalam mengembangkan pengetahuan terkait dengan kinerja individu. Metode penelitian kualitatif dengan studi literatur dilakukan untuk memperoleh referensi model penelitian dalam menjelaskan faktor-faktor yang mempengaruhi kinerja individu. Hasil kajian memberikan rekomendasi bahwa aktualisasi peran pimpinan memberikan pengaruh, baik pengaruh secara langsung terhadap kinerja individu, maupun pengaruh secara tidak langsung melalui budaya organisasi dan komitmen individu.
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6

Ustrytska, N. "Judgment performance: individual problems." Analytical and Comparative Jurisprudence, no. 3 (February 20, 2022): 173–77. http://dx.doi.org/10.24144/2788-6018.2021.03.32.

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It is investigated that the peculiarities of criminal responsibility and punishment of minors are its individualization, which is based on the maximum consideration of biological, psychological and social immaturity of minors. That is why the state flexibly reacts to such age peculiarities and establishes special rules of criminal-legal influence on such persons. One of the manifestations of individualization of juvenile punishment is an exhaustive list of types of punishment that can be applied to them and the terms of their execution and serving. Attention is drawn to the impossibility of imposing any of the penalties listed in the sanction due to certain age restrictions, restrictions and property status of the person. Such legal restrictions on the application of juvenile punishment lead to unfavorable conditions compared to adults who have committed the same criminal offenses, as the only possible type of punishment is imprisonment. In other cases, on the contrary, the juvenile is not subject to appropriate measures of criminal law and, accordingly, there is a situation of impunity. Thus, at the present stage of development of criminal law, the regulation of the system of juvenile punishment requires its renewal. It is investigated that in the draft Criminal Code of Ukraine the types of punishment for minors are reduced to fines, fines and imprisonment (Article 3.10.3 of the draft Criminal Code). Such a system of punishments is also not without flaws, as a person who has no income or property is sentenced to imprisonment (crimes of 1-3 degrees) (Article 3.1.7 of the draft Criminal Code "Sanctions"). Punishments such as community service, correctional labor and arrest have become part of probation. In resolving problematic issues of the application of punishment to minors, it is expedient to turn to international standards in the field of protection of the rights and freedoms of minors. International recommendations are aimed at "restricting or imprisoning a minor only as a last resort and for a minimum period" and "the need for the widest possible application of educational, labor, supervisory, educational, socially oriented, preventive non-criminal measures."
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7

Bromwich, Nicki. "Implementing individual performance review." British Journal of Nursing 2, no. 18 (October 14, 1993): 929–33. http://dx.doi.org/10.12968/bjon.1993.2.18.929.

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8

Ertug, Gokhan, Martin Gargiulo, Charles Galunic, and Tengjian Zou. "Homophily and Individual Performance." Organization Science 29, no. 5 (October 2018): 912–30. http://dx.doi.org/10.1287/orsc.2018.1208.

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9

Pontius, Frederick W. "Assessing Individual Filter Performance." Journal - American Water Works Association 92, no. 1 (January 2000): 18–20. http://dx.doi.org/10.1002/j.1551-8833.2000.tb08763.x.

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10

Kim, Ki Beom, and Hyung Rok Woo. "Construct Validation Study of Job Performance : Based on Individual Work Performance Questionnaire." Productivity Review 36, no. 5 (December 31, 2022): 5–29. http://dx.doi.org/10.15843/kpapr.36.5.2022.12.5.

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11

Veingerl Cic, Z., N. Vujica Herzog, and A. Macek. "Individual Work Performance Management Model." International Journal of Simulation Modelling 19, no. 1 (March 15, 2020): 112–22. http://dx.doi.org/10.2507/ijsimm19-1-507.

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12

Shah, Neha Parikh, Daniel Z. Levin, and Robert L. Cross. "Secondhand Closure and Individual Performance." Academy of Management Proceedings 2016, no. 1 (January 2016): 14892. http://dx.doi.org/10.5465/ambpp.2016.14892abstract.

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13

Grether, David M. "Individual Behavior and Market Performance." American Journal of Agricultural Economics 76, no. 5 (December 1994): 1079–83. http://dx.doi.org/10.2307/1243395.

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14

Riding, Richard. "Individual Differences and Educational Performance." Educational Psychology 25, no. 6 (December 2005): 659–72. http://dx.doi.org/10.1080/01443410500344712.

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15

Hofmann, David A., Rick Jacobs, and Steve J. Gerras. "Mapping individual performance over time." Journal of Applied Psychology 77, no. 2 (1992): 185–95. http://dx.doi.org/10.1037/0021-9010.77.2.185.

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16

Jane, Wen-Jhan. "Peer Effects and Individual Performance." Journal of Sports Economics 16, no. 5 (January 30, 2014): 531–39. http://dx.doi.org/10.1177/1527002514521429.

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17

Homroy, Swarnodeep, and Kwok Tong Soo. "Team diversity and individual performance." Manchester School 88, no. 4 (February 22, 2020): 507–30. http://dx.doi.org/10.1111/manc.12313.

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18

Tam, Carlos, and Tiago Oliveira. "Understanding mobile banking individual performance." Internet Research 27, no. 3 (June 5, 2017): 538–62. http://dx.doi.org/10.1108/intr-05-2016-0117.

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19

Salomon, Kathryn A., F. Richard Ferraro, Thomas Petros, Kyle Bernhardt, and Katlin Rhyner. "Individual Differences in Multitasking Performance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 59, no. 1 (September 2015): 887–91. http://dx.doi.org/10.1177/1541931215591263.

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20

Sloboda, John A. "Individual differences in music performance." Trends in Cognitive Sciences 4, no. 10 (October 2000): 397–403. http://dx.doi.org/10.1016/s1364-6613(00)01531-x.

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21

Chinloy, Peter, and Daniel T. Winkler. "Contracts, Individual Revenue and Performance." Journal of Labor Research 33, no. 4 (June 13, 2012): 545–62. http://dx.doi.org/10.1007/s12122-012-9147-8.

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22

Sagar, Peter M., Mark N. Hartley, John MacFie, B. A. Taylor, and G. P. Copeland. "Comparison of individual surgeonʼs performance." Diseases of the Colon & Rectum 39, no. 6 (June 1996): 654–58. http://dx.doi.org/10.1007/bf02056945.

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23

Ayers, Rebecca S. "Aligning Individual and Organizational Performance." Public Personnel Management 44, no. 2 (March 13, 2015): 169–91. http://dx.doi.org/10.1177/0091026015575178.

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24

Dahlquist, Magnus, José Vicente Martinez, and Paul Söderlind. "Individual Investor Activity and Performance." Review of Financial Studies 30, no. 3 (November 7, 2016): 866–99. http://dx.doi.org/10.1093/rfs/hhw093.

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25

Webb, Nigel. "Individual performance review: An appraisal." Journal of Management in Medicine 2, no. 2 (February 1987): 115–25. http://dx.doi.org/10.1108/eb060467.

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26

Faber, Nadira S., Jan A. Häusser, and Norbert L. Kerr. "Sleep Deprivation Impairs and Caffeine Enhances My Performance, but Not Always Our Performance." Personality and Social Psychology Review 21, no. 1 (June 23, 2016): 3–28. http://dx.doi.org/10.1177/1088868315609487.

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What effects do factors that impair or enhance performance in individuals have when these individuals act in groups? We provide a framework, called the GIE ("Effects of Grouping on Impairments and Enhancements”) framework, for investigating this question. As prominent examples for individual-level impairments and enhancements, we discuss sleep deprivation and caffeine. Based on previous research, we derive hypotheses on how they influence performance in groups, specifically process gains and losses in motivation, individual capability, and coordination. We conclude that the effect an impairment or enhancement has on individual-level performance is not necessarily mirrored in group performance: grouping can help or hurt. We provide recommendations on how to estimate empirically the effects individual-level performance impairments and enhancements have in groups. By comparing sleep deprivation to stress and caffeine to pharmacological cognitive enhancement, we illustrate that we cannot readily generalize from group results on one impairment or enhancement to another, even if they have similar effects on individual-level performance.
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27

Martini, Luh Kadek Budi. "Effect of Individual Factors on Employee Work Behavior and Company Performance." Journal of Advanced Research in Dynamical and Control Systems 12, no. 01-Special Issue (February 13, 2020): 1014–19. http://dx.doi.org/10.5373/jardcs/v12sp1/20201155.

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28

Agustina, Granit, Rudi Suprianto Ahmadi, Herni Suryani, Arief Darmawan, and Feby Febrian. "THE EFFECT OF INDIVIDUAL AND ORGANIZATIONAL STRESSOR ON THE EMPLOYEES PERFORMANCE." International Journal of Psychosocial Rehabilitation 24, no. 03 (February 18, 2020): 475–83. http://dx.doi.org/10.37200/ijpr/v24i3/pr200804.

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29

Sharabati, Manal M. N. "End User Satisfaction and Individual Performance Assessments in e-Procurement Systems." International Journal of Computer Theory and Engineering 7, no. 6 (December 2015): 503–9. http://dx.doi.org/10.7763/ijcte.2015.v7.1010.

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30

DeNisi, Angelo S., and Robert D. Pritchard. "Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework." Management and Organization Review 2, no. 2 (July 2006): 253–77. http://dx.doi.org/10.1111/j.1740-8784.2006.00042.x.

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Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.
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31

McGEE, KATHY GREEN. "Performance appraisals can help increase communication and individual performance." Nursing Management (Springhouse) 23, no. 8 (August 1992): 36–37. http://dx.doi.org/10.1097/00006247-199208000-00013.

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32

Corkill, David. "Individual triage performance—A novel approach to improving performance." Australasian Emergency Nursing Journal 11, no. 4 (November 2008): 212–13. http://dx.doi.org/10.1016/j.aenj.2008.09.054.

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33

Thornock, Todd A. "How the timing of performance feedback impacts individual performance." Accounting, Organizations and Society 55 (November 2016): 1–11. http://dx.doi.org/10.1016/j.aos.2016.09.002.

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34

LI, Le, Yang Yang Zhang, and Niu Yue. "Evaluating the Effectiveness of Individual Performance - Based Pay in Organizational Reward Management." International Journal of Science and Research (IJSR) 12, no. 2 (February 5, 2023): 268–72. http://dx.doi.org/10.21275/sr23129104534.

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35

Lailatur Rizki, Via. "Individual Characteristics And Discipline Of Performance." Jurnal Ilmu Manajemen Advantage 4, no. 1 (January 12, 2021): 40–44. http://dx.doi.org/10.30741/adv.v4i1.605.

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This article analyze the individual characteristics and police work discipline on the performance of traffic police. Lumajang. This article used a quantitative approach and the testing of hypotheses, a population that is used is the police of traffic police, Lumajangthe sample collection and use of census. The method of analysis of the data used in the article it is multiple regression analysis. The result showed that significant individual characteristics have a positive impact on the performance of traffic police precinct Lumajang. Work discipline have a positive impact on the performance of traffic police precinctLumajang.
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36

Clarke, Stephen, Justin G. Oakley, David A. Neil, and Joseph E. Ibrahim. "Public reporting of individual surgeon performance." Medical Journal of Australia 183, no. 10 (November 2005): 543. http://dx.doi.org/10.5694/j.1326-5377.2005.tb07161.x.

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37

Hendra, Hendra, and Yunsuk Cha. "Does Job Resources Affect Individual Performance?" Journal of Human Resource Management Research 29, no. 1 (March 31, 2022): 57–78. http://dx.doi.org/10.14396/jhrmr.2022.29.1.57.

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38

Petryk, Vladyslav Ihorovych. "INDIVIDUAL PERFORMANCE STYLE OF MARTIN FROST." European Journal of Arts, no. 4 (2021): 96–102. http://dx.doi.org/10.29013/eja-21-4-96-102.

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39

E.C Voon, Joyce, Boo Ho Voon, and Ai Kiat Teo. "Individual Service Excellence for Better Performance." Journal of Creative Practices in Language Learning and Teaching (CPLT) 9, no. 2 (December 8, 2021): 126. http://dx.doi.org/10.24191/cplt.v9i2.16445.

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An individual's attitude is imperative in sustaining his/her performance. One has to believe and do the right things all the times for excellence. However, there are many aspects that the individual needs to recognize and do excellently well. This paper presents an attitudinal measurement on service excellence attitudes and links it to the students’ MUET performance. The multi-item measurement scale was systematically developed and empirically tested for reliability and validity. The individual’s service excellence scale was called MyServEx (My Service Excellence) which consisted of 6 dimensions and 32 items. The MyServEx (Self) was empirically tested and the survey data were obtained from the MUET students to investigate the role of attitudes in leveraging the English language performance. The teachers can understand the students better and creatively help them. The limitations and future direction for research were also discussed
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40

Goodhue, Dale L., and Ronald L. Thompson. "Task-Technology Fit and Individual Performance." MIS Quarterly 19, no. 2 (June 1995): 213. http://dx.doi.org/10.2307/249689.

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41

Sutton, R. Anderson. "Individual Variation in Javanese Gamelan Performance." Journal of Musicology 6, no. 2 (1988): 169–97. http://dx.doi.org/10.2307/763713.

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42

Shu, Pei-Gi, Shean-Bii Chiu, Hsuan-Chi Chen, and Yin-Hua Yeh. "Does Trading Improve Individual Investor Performance?" Review of Quantitative Finance and Accounting 22, no. 3 (May 2004): 199–217. http://dx.doi.org/10.1023/b:requ.0000025760.91840.8d.

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43

Ribeiro, Neuza, Ana Patrícia Duarte, and Rita Filipe. "How authentic leadership promotes individual performance." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 1585–607. http://dx.doi.org/10.1108/ijppm-11-2017-0318.

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Purpose The purpose of this paper is to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)’s mediating roles. Design/methodology/approach The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower’s level of creativity, individual performance and OCB. Findings The findings show that AL has a positive impact on OCB (i.e. altruism, sportsmanship, civic virtue, conscientiousness and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue and courtesy, also play a mediating role in this relationship. Research limitations/implications Additional studies with larger samples are needed to determine more clearly not only AL’s influence on individual performance but also other psychosocial variables affecting that relationship. Practical implications Organizations can increase employees’ creativity, OCB and individual performance by encouraging managers to adopt more AL styles. Originality/value This study is the first to integrate AL, creativity, OCB and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e. leader-follower dyads) to minimize the risk of introducing common-method variance.
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44

Shaughnessy, Brooke A., Darren C. Treadway, Jacob W. Breland, and Pamela L. Perrewé. "Informal Leadership Status and Individual Performance." Journal of Leadership & Organizational Studies 24, no. 1 (August 6, 2016): 83–94. http://dx.doi.org/10.1177/1548051816657983.

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45

Stasson, Mark F., and Scott D. Bradshaw. "Explanations of Individual-Group Performance Differences." Small Group Research 26, no. 2 (May 1995): 296–308. http://dx.doi.org/10.1177/1046496495262007.

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46

Risher, Howard. "Individual Performance Goals Can Be Problematic." Compensation & Benefits Review 45, no. 2 (March 2013): 63–66. http://dx.doi.org/10.1177/0886368713495156.

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47

Koopmans, Linda, Claire M. Bernaards, Vincent H. Hildebrandt, Wilmar B. Schaufeli, C. W. de Vet Henrica, and Allard J. van der Beek. "Conceptual Frameworks of Individual Work Performance." Journal of Occupational and Environmental Medicine 53, no. 8 (August 2011): 856–66. http://dx.doi.org/10.1097/jom.0b013e318226a763.

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48

Greenberg, Caprice C., Hala N. Ghousseini, Sudha R. Pavuluri Quamme, Heather L. Beasley, and Douglas A. Wiegmann. "Surgical Coaching for Individual Performance Improvement." Annals of Surgery 261, no. 1 (January 2015): 32–34. http://dx.doi.org/10.1097/sla.0000000000000776.

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49

Sutton, R. Anderson. "Individual Variation in Javanese Gamelan Performance." Journal of Musicology 6, no. 2 (April 1988): 169–97. http://dx.doi.org/10.1525/jm.1988.6.2.03a00030.

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50

Bernhardt, Kyle A., Kathryn A. Salomon, F. Richard Ferraro, RaeEllen J. Crockett, Heather K. Terrell, Thomas Petros, and Joseph J. Vacek. "Individual Differences in Dynamic Multitasking Performance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 60, no. 1 (September 2016): 1255–59. http://dx.doi.org/10.1177/1541931213601292.

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The current study examined whether individual differences in memory, attention, and visuospatial ability are significant predictors of multitasking ability (multitasking performance baseline level) and multitasking adaptability (the capacity to adapt to dynamic changes in task demands). Participants were administered a neuropsychological battery to measure individual differences in cognitive abilities. Then, participants performed the Multi-Attribute Task Battery-II (MATB) comprising of three workload conditions. Results indicated that participants scoring higher on measures of attention performed better on the MATB during the baseline condition (ability). However, higher scores on measures of delayed memory predicted better performance during more demanding MATB conditions (adaptability), while visuospatial ability predicted worsened performance during more demanding MATB conditions. Additionally, higher global neuropsychological functioning predicted better MATB performance during all conditions.
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