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The effects of attitude, subjective norm and self-efficacy on intention to benchmark: a comparison between managers with experience and no experience in benchmarking

Article Abstract:

Competitive benchmarking is a management technique used for comparing company performance. Results of a study indicate that attitude and subjective norm were significant predictors on managers' intentions to benchmark. However, self-efficacy was not a significant predictor. Attitudinal beliefs toward the technique was the strongest predictor of benchmarking intentions among managers with benchmarking experience while normative beliefs about the views of key groups was the strongest predictor for managers without benchmarking experience.

Author: Mann, Leon, Wearing, Alexander J., Hill, Matt
Publisher: John Wiley & Sons, Inc.
Publication Name: Journal of Organizational Behavior
Subject: Social sciences
ISSN: 0894-3796
Year: 1996
Beliefs, opinions and attitudes, Executives, Benchmarks, Benchmarking

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Opening Pandora's box: studying the accuracy of managers' perceptions

Article Abstract:

An analysis of existing studies on managers' perceptions showed that managers' perceptions may be inaccurate due to differences between managers' perceptions about their environments and objective measures of these environments. Thus, researchers need to focus their efforts on studying the factors influencing perceptions. More studies which compare subjective and objective data must also be conducted to determine if inaccurate managerial perceptions stem from the managers themselves or research methods.

Author: Starbuck, William H., Mezias, John M.
Publisher: John Wiley & Sons, Inc.
Publication Name: Journal of Organizational Behavior
Subject: Social sciences
ISSN: 0894-3796
Year: 1996
Management research

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Development and validation of a questionnaire for measuring perceived political considerations in performance appraisal

Article Abstract:

The Questionnaire of Political Considerations in Performance Appraisal is developed and administered to managers to determine perceptions about the extent to which organizational politics influence performance appraisals. Results show that the questionnaire can be considered extremely accurate with an internal consistency of 0.97 and stability of 0.86. The convergent and discriminant validities of the questionnaire were also verified.

Author: Latham, Gary P., Tziner, Aharon, Price, Bruce S., Haccoun, Robert
Publisher: John Wiley & Sons, Inc.
Publication Name: Journal of Organizational Behavior
Subject: Social sciences
ISSN: 0894-3796
Year: 1996
Employee performance appraisals, Performance appraisals

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Subjects list: Analysis, Organizational behavior
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