Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Human Resource Development Review
This Article
Right arrow Full Text (PDF)
Right arrow All Versions of this Article:
1534484308324306v1
7/4/408    most recent
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Altman, B. A.
Right arrow Articles by Akdere, M.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Towards a Theoretical Model of Performance Inhibiting Workplace Dynamics

Brian A. Altman

University of Wisconsin-Milwaukee

Mesut Akdere

University of Wisconsin-Milwaukee

A construct and model of performance inhibiting workplace dynamics is introduced to conceptualize the adverse consequences on performance and quality of certain interpersonal interactions in the workplace and behavioral instructions leading to double binds. Results of a literature review are presented which provide evidence for the existence of a set of workplace interactions that are associated with reduced performance and quality. It is hypothesized that the negative influences on employee performance in the model occur by alteration of one or more of the following three of Swanson's performance variables at the individual level: mission/goal, capacity, or motivation. As a field that considers performance as an important outcome of its practice, human resource development scholars and practitioners need to understand such dynamics in order to eliminate or reduce their effects on employee performance.

Key Words: workplace dynamics • interpersonal interactions • double binds • performance • quality management

This version was published on December 1, 2008

Human Resource Development Review, Vol. 7, No. 4, 408-423 (2008)
DOI: 10.1177/1534484308324306
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?