Psychological Management of Individual Performance

Psychological Management of Individual Performance

Psychological Management of Individual Performance

Psychological Management of Individual Performance


Psychological Management of Individual Performance is a unique combination of contributions from an academic and a practitioner for each topic.

Leading international authors come together in this integrative and comprehensive handbook, to combine academic research findings and to provide detailed practice-relevant information, on subjects such as performance concepts, work design, cognitive ability and personality as predictors of performance, performance appraisal and potential analysis, goal setting, training, mentoring, reward systems, strategic HRM as well as broader issues such as well-being and organizational culture.

This Handbook is a valuable resource for researchers, academics and advanced students in psychology and related fields; as well as consultants, practitioners and professionals in HR, who want to contribute to the enhancement and maintenance of high individual performance.


Individual performance is one of the key variables that work and organizational psychologists want to explain and predict in their research. Similarly, many intervention techniques and programs implemented within organizations aim at the improvement of individual performance. Unfortunately, topics and interventions that are relevant for individual performance are often scattered in various domains and discussed in isolation. This volume aims at an overview of issues relevant for individual performance in today's work organizations and summarizes psychological knowledge about individual performance at work. the book presents both research findings and practical applications within organizations and covers topics such as performance concepts and predictors for work performance, performance assessment methods, interventions for enhancing performance, and approaches for ensuring performance in a wider organizational context.

To compete in a global economy, organizations continue to undergo fundamental changes. We are witnessing developments toward learning organizations characterized by constant change processes and high degrees of flexibility. As illustrated by many of the chapters in this volume, these developments have implications for the management of individual performance. For example, broader role definitions emerging from these recent developments cause changes in what is meant by 'good performance'. the prediction of an individual's future performance in a job he or she has never done before becomes a major challenge. To help individuals to cope with the changing work requirements, it becomes increasingly important that organizations invest in training and comprehensive approaches to human resource management.

This volumes aims at a close link between academic research and practical implementation. Therefore, it follows a specific design: with the exception of the first chapter, which discusses performance concepts and theory, two chapters are devoted to each topic. in this 'dyadic' design, one chapter adopts the more academic perspective, while the other addresses the topic from a practitioner's point of view. More specifically, the authors of the academic chapters clarify concepts, describe models and theories; they summarize evidence from empirical research, develop and refine models on individual performance also suggest directions for future research. the authors who focus on the practitioner's perspective describe how today's organizations address the performance issue; present concepts and programs pursued in organizations, illustrate approaches in case studies, report from implementation experiences in organizations, and give guidelines on how to put specific approaches into practice. Although, the two perspectives often complement each other, the readers may occasionally detect some friction or even contradictory statements, which clearly shows that there is a need for an intensification of the debate between 'the academics' and 'the practitioners'. I hope, therefore, that this volume provides valuable input for this debate.

The volume comprises four parts. Each part addresses specific questions that academics and practitioners will face when dealing with individual performance at work.

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