Understanding Performance Appraisal: Social, Organizational, and Goal-Based PerspectivesBased on a previous book by the same authors, Understanding Performance Appraisal delineates a social-psychological model of the appraisal process that emphasizes the goals pursued by raters, ratees, and the various users of performance appraisal. The authors apply this goal-oriented perspective to developing, implementing, and evaluating performance appraisal systems. This perspective also emphasizes the context in which appraisal occurs and demonstrates that the shortcomings of performance appraisal are in fact sensible adaptations to its various requirements, pressures, and demands. Relevant research is summarized and recommendations are offered for future research and applications. Graduate-level students, organizational development consultants and trainers, human resource managers, faculty and scholars, and psychologists in human resource management as well as other professionals who conduct research on performance appraisal programs will find this book not only interesting but also a valuable resource. |
Contents
Introduction | 1 |
Performance Appraisal | 13 |
Environmental Influences | 31 |
Organizational Influences | 57 |
Purposes of Performance Appraisals | 87 |
Obtaining Information About Performance | 110 |
Standards for Judging Performance | 148 |
External Standards and Performance Judgments | 156 |
Practicality Criteria | 314 |
Summary | 322 |
of Work and Organizations | 349 |
How Do These Changes Affect Performance Appraisal? | 360 |
The Changing Workforce | 367 |
Summary | 376 |
Directions for Research and Practice | 406 |
Judgment | 412 |
Precision of Standards | 170 |
Processes in Evaluative Judgment | 182 |
Rater Goals | 215 |
Rater Motivation | 241 |
Error and Accuracy Measures | 267 |
Criteria That Reflect the Uses of Ratings | 299 |
Evaluation | 422 |
Appendix | 433 |
Employee Comparison Methods | 439 |
| 484 | |
| 497 | |
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Common terms and phrases
accurate ratings anchoring and adjustment appraisal process assessing average Balzer Bernardin & Beatty Bobko Chapter Cleveland construct validity context contrast effects correlations criteria criterion defined DeNisi dimensions discriminant validity effects employees environment evaluating performance example external factors important in-group increase indifference curve individual influence interpersonal involved job analysis job performance judgments Landy & Farr Lawler lead leniency long-term memory Longenecker low ratings Management by Objectives managers methods motivation multiple Murphy negative norms noted observation operational definitions organization's organizational out-group outcomes PA system peers perceived perceptions performance appraisal system performance levels performance ratings performance standards person poor performance probably problem promotion psychology psychometric purpose of rating rater errors rater goals raters and ratees rating inflation relevant rewards role scale situation sources specific strategy studies subordinates suggests supervisor task theory tion true scores typically upward feedback validity values variables versus workers workgroup
Popular passages
Page 443 - Balzer, WK (1986). Biases in the recording of performance-related information: The effects of initial impression and centrality of the appraisal task. Organizational Behavior and Human Decision Processes, 37, 329-347. Balzer, WK, & Sulsky, LM (1992).