Article one is a follow-up content analysis of the American Academic Journal of Organizational Behavior Management (JOBM). The Journal publishes research on management of organizational behavior, for managers and employees of companies and government organizations. The present analysis addresses all articles published in JOBM from 2010 to 2012. The purpose of the analysis is to do a follow up on the three previous reviews of JOBM, and the development according to the journal's original- and future goals. The present analysis has shown that JOBM continues to meet the original goals formulated by the journal's first editor Aubrey C. Daniels. Areas of improvement are also in accordance with the previous reviews. Furthermore, article two addresses the economic impact of a feedback-system that was implemented in a Norwegian bank to facilitate performance management. The department amended the managerial approach in 2011, from traditional management and leadership using past budgets, to managing behavior (best practices) and performance management. The IT-system made feedback on performances on set targets available at all times. The purpose of this article is to examine whether performance management, compared with traditional management, generates a greater economic effect for the bank. Sales figures from 2011 and 2012 were compared to figures from 2010 on the dependent variables; number of client meetings; approved loans and savings. The t-test showed that there were significant differences in the averages of the three dependent variables in both 2011 and 2012 compared with 2010. These findings suggest that systematic feedback on behavior and performance management is more economically efficient than traditional management
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机译：第一篇文章是《美国组织行为管理学术期刊》（JOBM）的后续内容分析。该杂志为公司和政府组织的经理和雇员出版有关组织行为管理的研究。本分析针对2010年至2012年期间发表在JOBM上的所有文章。该分析的目的是对JOBM的前三篇评论以及该杂志最初和未来的目标进行发展。目前的分析表明，JOBM继续实现了该杂志的第一任编辑Aubrey C. Daniels制定的最初目标。改进领域也与以前的审查一致。此外，第二条讨论了在挪威银行中实施的反馈系统对经济的影响，以促进绩效管理。该部门在2011年修改了管理方法，从传统的管理和使用过去预算的领导，转变为行为管理（最佳实践）和绩效管理。 IT系统始终可以就设定目标的绩效提供反馈。本文的目的是检验绩效管理与传统管理相比是否对银行产生更大的经济影响。 2011年和2012年的销售数字与2010年的因变量进行了比较；客户会议次数；批准的贷款和储蓄。 t检验表明，与2010年相比，2011年和2012年这三个因变量的平均值存在显着差异。这些发现表明，对行为和绩效管理的系统反馈比传统管理更经济
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