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361 BIBLIOGRAPHY 1. Aguinis, H. and Pierce, C.A. (2008), “Enhancing the Relevance of Organizational Behavior by Embracing Performance Management Research”, Journal of Organizational Behavior, Volume 29 Issue 1, Pages 139 – 145. 2. Aharon Tziner, Kevin R. Murphy, and Jeanette N. Cleveland (2005), “Contextual and rater factors affecting rating behaviour”, Group & Organization Management, Vol. 30, pp. 89 - 98. 3. Aidemark (2001), “The meaning of Balanced Scorecards in the Healthcare Organisation”, Blackwell Publishers Ltd, USA. 4. Allan J. (2003), “What is the purpose?” Klumer Academic Publisers. 5. Amaratunga D, Baldry D. and Sarshar M. (2001), “Process improvement through performance measurement: the balanced scorecard methodology”, work study, 50, 179-188. 6. Ami B. Curtis, Richard D. Harvey & Daran Ravden (2005), “Sources of Political Distortions in Performance Appraisals: Appraisal Purpose and Rater Accountability”, Group & Organization Management, February, vol. 30: pp. 42 –60. 7. Arain F. & Tipu S. (2007a), “Significance of Project Management Education”, Proceedings of the International Conference on Interdisciplinarity in Built Environment Procurement. September 23-26, Hunter Valley Garden, Australia, 359 – 369. 8. Armstrong M. (1994), “Performance Management”, Kogan Page, London. 9. Armstrong M. and Murlis, H. (1994), “Reward Management: A Handbook of Remuneration Strategy and Practice”, Institute of Personnel Management, London. 10. Armstrong M. (2000), “Performance Management: Key strategies and practical guidelines”, 2nd edition, Kogan Page, London. 11. Armstrong, K., and Ward, A. (2005), “What Makes for Effective Performance Management?” Corporate Partners Research Programme, London.

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Page 1: BIBLIOGRAPHY - Shodhgangashodhganga.inflibnet.ac.in/bitstream/10603/5904/22/22_bibliography.pdf · Measures of Work Motivation as Predictors of Leader’s Influence Tactics”, The

361

BIBLIOGRAPHY

1. Aguinis, H. and Pierce, C.A. (2008), “Enhancing the Relevance of Organizational

Behavior by Embracing Performance Management Research”, Journal of

Organizational Behavior, Volume 29 Issue 1, Pages 139 – 145.

2. Aharon Tziner, Kevin R. Murphy, and Jeanette N. Cleveland (2005), “Contextual

and rater factors affecting rating behaviour”, Group & Organization Management,

Vol. 30, pp. 89 - 98.

3. Aidemark (2001), “The meaning of Balanced Scorecards in the Healthcare

Organisation”, Blackwell Publishers Ltd, USA.

4. Allan J. (2003), “What is the purpose?” Klumer Academic Publisers.

5. Amaratunga D, Baldry D. and Sarshar M. (2001), “Process improvement through

performance measurement: the balanced scorecard methodology”, work study, 50,

179-188.

6. Ami B. Curtis, Richard D. Harvey & Daran Ravden (2005), “Sources of Political

Distortions in Performance Appraisals: Appraisal Purpose and Rater

Accountability”, Group & Organization Management, February, vol. 30: pp. 42

–60.

7. Arain F. & Tipu S. (2007a), “Significance of Project Management Education”,

Proceedings of the International Conference on Interdisciplinarity in Built

Environment Procurement. September 23-26, Hunter Valley Garden, Australia,

359 – 369.

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Remuneration Strategy and Practice”, Institute of Personnel Management,

London.

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guidelines”, 2nd edition, Kogan Page, London.

11. Armstrong, K., and Ward, A. (2005), “What Makes for Effective Performance

Management?” Corporate Partners Research Programme, London.

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