"This book examines the nature of musical performance. In it, Dorottya Fabian explores the contributions and limitations of some of these approaches to performance, be they theoretical, cultural, ...historical, perceptual, or analytical. Through a detailed investigation of recent recordings of J. S. Bach’s Six Sonatas and Partitas for Solo Violin, she demonstrates that music performance functions as a complex dynamical system. Only by crossing disciplinary boundaries, therefore, can we put the aural experience into words. A Musicology of Performance provides a model for such a method by adopting Deleuzian concepts and various empirical and interdisciplinary procedures. Fabian provides a case study in the repertoire, while presenting new insights into the state of baroque performance practice at the turn of the twenty-first century. Through its wealth of audio examples, tables, and graphs, the book offers both a sensory and a scholarly account of musical performance. These interactive elements map the connections between historically informed and mainstream performance styles, considering them in relation to broader cultural trends, violin schools, and individual artistic trajectories. A Musicology of Performance is a must read for academics and post-graduate students and an essential reference point for the study of music performance, the early music movement, and Bach’s opus."
This extensive overview of mental performance optimization techniques offers both a state-of-the-art reference resource and comprehensive tool for those engaged in the management and implementation ...of mental performance programs. The book is written by a combination of academic and operational experts from a wide range of high-performance domains, including the military, space programs, academia, executive coaching, and elite athlete coaching, who complement scientific analyses and overviews of current knowledge with their own experience. Divided into three parts, the book begins by providing a broad conceptual framework through which to embed the latter technical content. Part two looks specifically at the interventions, knowledge, skills, and techniques needed to improve mental performance for both individuals and teams. The final section pulls together the theory of the previous parts, taking a more practical approach by covering implementation, methodological plans on how to appraise new techniques, lessons learned based on the practical experience of the authors, and considerations regarding the necessary learning environment for mental performance improvement. Pairing an overview of all available neurological, cognitive, and psychological interventions aimed at improving mental performance with a review of their implementation, this is a go-to guide for practitioners involved in managing mental performance and program managers looking at the implementation of a mental performance policy across a wide range of domains. It will also be of interest for courses on performance psychology and human performance in both an academic and professional environment. The Open Access version of this book, available at http://www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.
This book's team of international authors presents the most comprehensive collection of writings on the subject of the human sense of touch published to date and cover the results of research as well ...as practical applications.
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We examine the influence of CEOs’ equity and cash grants’ vesting provisions that are based on (i) accounting performance metrics prepared under US generally accepted principles (GAAP), (ii) non‐GAAP ...performance metrics and (iii) key performance indicators (KPIs) on debt contracts. We find that grants with vesting provisions based on GAAP metrics and KPIs lead to a lower cost of debt, a lower likelihood of collateral requirements and less restrictive covenant terms. In contrast, performance‐based grants with non‐GAAP vesting provisions lead to a higher cost of debt, a higher likelihood of collateral requirements and more restrictive covenant terms. Supplementary analyses reveal that our results are incremental to other debtholder‐friendly features in the CEO contracts, such as grants with debt‐related performance measures and CEOs’ inside debt holdings, and robust to alternative variable definitions and specifications. Overall, our results suggest that debtholders understand the differing incentives associated with GAAP, non‐GAAP and KPI‐based performance measures, and incorporate these differences into debt contracts.
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Drawing on the ability-motivation-opportunity model, this meta-analysis examined the effects of three dimensions of HR systems—skills-enhancing, motivation-enhancing, and opportunity-enhancing—on ...proximal organizational outcomes (human capital and motivation) and distal organizational outcomes (voluntary turnover, operational outcomes, and financial outcomes). The results indicate that skill-enhancing practices were more positively related to human capital and less positively related to employee motivation than motivation-enhancing practices and opportunity-enhancing practices. Moreover, the three dimensions of HR systems were related to financial outcomes both directly and indirectly by influencing human capital and employee motivation as well as voluntary turnover and operational outcomes in sequence.
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6.
The Tyranny of Metrics Muller, Jerry Z
2019, 2018., 20190430, 2018, 2019-04-30, 2018-01-23
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Today, organizations of all kinds are ruled by the belief that the path to success is quantifying human performance, publicizing the results, and dividing up the rewards based on the numbers. But in ...our zeal to instill the evaluation process with scientific rigor, we've gone from measuring performance to fixating on measuring itself. The result is a tyranny of metrics that threatens the quality of our lives and most important institutions. In this timely and powerful book, Jerry Muller uncovers the damage our obsession with metrics is causing--and shows how we can begin to fix the problem. Filled with examples from education, medicine, business and finance, government, the police and military, and philanthropy and foreign aid, this brief and accessible book explains why the seemingly irresistible pressure to quantify performance distorts and distracts, whether by encouraging "gaming the stats" or "teaching to test." That's because what can and does get measured is not always worth measuring, may not be what we really want to know, and may draw effort away from the things we care about. Along the way, we learn why paying for measured performance doesn't work, why surgical scorecards may increase deaths, and much more. But metrics can be good when used as a complement to--rather than a replacement for--judgment based on personal experience, and Muller also gives examples of when metrics have been beneficial. Complete with a checklist of when and how to use metrics, The Tyranny of Metrics is an essential corrective to a rarely questioned trend that increasingly affects us all. -- Inside jacket flaps.
Reviewing and updating performance measurement systems (PMS) based on internal and external environmental changes are as important as developing and implementing them. The results of an action ...research study carried out to improve the PMS of an energy company's maritime transportation area are presented. The findings of this longitudinal study illustrate the difficulty and complexity of reviewing and updating an energy company's PMS for its maritime transportation area. This difficulty is due to the involvement of PMS users, the assessment of performance measures, the establishment of targets, and data availability. The complexity is related to the changes in information technology when implementing changes in procedures for computing performance measures. This article contributes to a better understanding of the process of reviewing and updating a company's existing PMS.
► Our findings have shown the difficulty and complexity in reviewing and updating an existing PMS. ► The difficulty is related to the involvement of users of PMS, the assessment of performance measures, and data availability. ► Complexity is related to changes in information technology to implement the change in procedure for computing the measures.
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We review 100 years of research on performance appraisal and performance management, highlighting the articles published in JAP, but including significant work from other journals as well. We discuss ...trends in eight substantive areas: (1) scale formats, (2) criteria for evaluating ratings, (3) training, (4) reactions to appraisal, (5) purpose of rating, (6) rating sources, (7) demographic differences in ratings, and (8) cognitive processes, and discuss what we have learned from research in each area. We also focus on trends during the heyday of performance appraisal research in JAP (1970-2000), noting which were more productive and which potentially hampered progress. Our overall conclusion is that JAP's role in this literature has not been to propose models and new ideas, but has been primarily to test ideas and models proposed elsewhere. Nonetheless, we conclude that the papers published in JAP made important contribution to the filed by addressing many of the critical questions raised by others. We also suggest several areas for future research, especially research focusing on performance management.
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Performance measurement remains a vexing problem for business firms and other kinds of organisations. This book explains why: the performance we want to measure (long-term cash flows, long-term ...viability) and the performance we can measure (current cash flows, customer satisfaction, etc.) are not the same. The 'balanced scorecard', which has been widely adopted by US firms, does not solve these underlying problems of performance measurement and may exacerbate them because it provides no guidance on how to combine dissimilar measures into an overall appraisal of performance. A measurement technique called activity-based profitability analysis (ABPA) is suggested as a partial solution, especially to the problem of combining dissimilar measures. ABPA estimates the revenue consequences of each activity performed for the customer, allowing firms to compare revenues with costs for these activities and hence to discriminate between activities that are ultimately profitable and those that are not.