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,
Lisa M. Keeping and Paul E. Levy
Abstract
*1 A version of this article was presented at the thirteenth annual meeting of the Society
for Industrial and Organizational Psychology, Dallas, April 1998. We thank both Rosalie
Hall and Andee Snell for their assistance regarding data-analytic techniques and
strategies.
Abstract
A neglected area of performance appraisal research concerns the context within which the
appraisal process occurs. For a sample of exempt employees, measures were developed
that assessed system components of the appraisal context. The contribution of these
variables (complexity, implementation, and follow-up) to the prediction of 2 measures of
employee reactions to performance appraisal (review session satisfaction and appraisal
system satisfaction) was compared with the contribution of a more frequently studied set
of variables—supervisory behaviors in the review session. The relationship of a salary
linkage variable to the 2 outcome criteria also was assessed. The supervisory session
variables were related to session satisfaction, and the system contextual variables were
primarily related to system satisfaction. Salary linkage was associated with system
satisfaction.
Performance appraisal: Dilemmas and possibilities
Michael Beer
Abstract
This article attempts to summarize what is known about the underlying causes of
problems experienced with performance appraisal and to suggest some means for
overcoming these. The central thrust has been to find means for dealing with the main
barrier to effective appraisals—that is, avoidance by the supervisor and defensiveness
from the subordinate. We have suggested a number of ways in which supervisors and
subordinates might negotiate the difficult dilemma of discussing an evaluation of
performance in a nonevaluative manner.
Abstract
Performance appraisal research has recently focused on the role of the rater and on the
cognitive processing underlying the appraisal judgment task. Although recent appraisal
models basically propose that the human information processing involved is schematic in
nature, much of the support for this approach comes from social psychological findings
concerning person judgments. The present study is an attempt to investigate the operation
of schematic processes in the form of implicit personality theories related to performance
judgments. Performance and trait ratings made by 200 management students of college
professor vignettes were found to be influenced by the behaviors depicted in the
vignettes, but the pattern of results also supported the operation of implicit personality
theory in performance appraisal, even when ratee descriptions were artificially limited to
contain information that was solely behavioral in nature.
Abstract
Theories of motivation and common expectation argue that people who contribute more
to an undertaking should receive more from it. This expectation has significantly
influenced the design of compensation systems. Merit pay reflects this influence.
Nonetheless, in spite of intuitive appeal and apparent theoretical support, merit pay rarely
achieves its objectives. This article reviews five common implementation issues. It also
argues that merit plans underemphasize important attribution biases that affect
performance judgments. These biases suggest that such plans would still have limited
effectiveness, even if implementation problems were overcome. The article presents an
alternative focused on group accomplishment. © 1998 John Wiley & Sons, Inc.
Abstract
Daniel R. Ilgen , Richard B. Peterson, Beth Ann Martin and Daniel A. Boeschen
Abstract
Sixty supervisor-subordinate pairs were sampled before and after annual performance
appraisal interviews used to discuss the subordinates' goal accomplishments over the past
12 months. The pairs were randomly selected from exempt employees of an industry
headquartered in the Northwest. The data showed little agreement between superiors and
their subordinates on preappraisal conditions of interest but moderate agreement on the
affective orientation of the interview, objective qualities of it, and the nature of
subordinate performance. However, in spite of the agreement across pairs on the pattern
of performance discussions (reflected by supervisor-subordinate correlations), they did
not agree on the level of performance; mean differences between the groups still existed
after the sessions.
Abstract
Abdullah Pooyan
Bruce J. Eberhardt
Abstract