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Appraisal System (appraisal + system)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Kinds of Appraisal System

  • performance appraisal system
    		•

    Selected Abstracts

    Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

    INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 3 2001
    Aharon Tziner
    Data collected in seven separate samples in three countries (the USA, Canada and Israel) were used to examine the relationships between perceptions of one's organization (climate, commitment), beliefs about appraisal systems (self-efficacy, uses of appraisal) and raters' orientations to appraisal systems (confidence and comfort) and specific rating behaviors. We obtained good fits for structural models suggesting that attitudes and beliefs accounted for substantial variance in raters' likelihood of giving high or low ratings, willingness to discriminate good from poor performers, and willingness to discriminate among various aspects of job performance when completing actual performance ratings. Proximal attitudes and beliefs (i.e., those directly related to the performance appraisal system) appear to have stronger links to rating behavior than do more distal attitudes (i.e., attitudes toward the organization in general). [source]

    The relationship between performance appraisal criterion specificity and statistical evidence of discrimination

    HUMAN RESOURCE MANAGEMENT, Issue 2 2003
    H. W. Hennessey Jr.
    Plaintiffs' expert witnesses in EEO cases involving performance appraisals often claim that adverse impact is a result of the type of rating format used. Their theory is that more specific rating criteria will lead to lessened adverse impact. We tested that theory by comparing data from a simple category-based rating system against data from a standards-based Work Planning and Review appraisal system with over 248,000 performance appraisals of state employees. Using logistic regression and statistical definitions of prima facie discrimination, we found no support for the hypothesis that adverse impact is materially affected by criterion specificity. © 2003 Wiley Periodicals, Inc. [source]

    Self-Monitoring and Performance Appraisal Satisfaction: An Exploratory Field Study

    HUMAN RESOURCE MANAGEMENT, Issue 4 2001
    Janice S. Miller
    Members of 12 project teams in five organizations participated in a study that assessed their self-monitoring characteristics and level of satisfaction with their performance appraisal system. Overall, taking part in self-ratings and upward appraisals of team leaders was associated with greater levels of appraisal satisfaction than was participating in peer evaluations. Self-monitoring level was negatively associated with appraisal satisfaction after controlling for level of ratings generated by peers, self, and leader. The paper discusses results, and offers practical implications in light of the social and interpersonal context that surrounds performance evaluation. © 2001 John Wiley & Sons, Inc. [source]

    Merit pay preferences among public sector employees

    HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2001
    Michelle Brown
    Organisations have choices about methods of pay, and employee pay adjustment preferences are an important consideration in this decision-making process. Of particular organisational interest currently are pay systems that seek to link increases with individual performance, usually referred to as merit pay. Researchers have shown that pay adjustment systems that are incompatible with employee preferences can be costly for organisations, and have identified a range of demographic factors that predict support for merit adjustments. This article extends this line of research by investigating the impact of a performance appraisal system and a range of situational factors on the level of support for merit pay in a large public sector research organisation in Australia. The study finds that higher levels of perceived job security are associated with support for merit pay, while good promotional opportunities are associated with lower levels of support. Those who saw the outcomes of the current performance appraisal system as fair were unlikely to support merit pay. [source]

    Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

    INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 3 2001
    Aharon Tziner
    Data collected in seven separate samples in three countries (the USA, Canada and Israel) were used to examine the relationships between perceptions of one's organization (climate, commitment), beliefs about appraisal systems (self-efficacy, uses of appraisal) and raters' orientations to appraisal systems (confidence and comfort) and specific rating behaviors. We obtained good fits for structural models suggesting that attitudes and beliefs accounted for substantial variance in raters' likelihood of giving high or low ratings, willingness to discriminate good from poor performers, and willingness to discriminate among various aspects of job performance when completing actual performance ratings. Proximal attitudes and beliefs (i.e., those directly related to the performance appraisal system) appear to have stronger links to rating behavior than do more distal attitudes (i.e., attitudes toward the organization in general). [source]

    Sensemaking and the Distortion of Critical Upward Communication in Organizations

    JOURNAL OF MANAGEMENT STUDIES, Issue 4 2006
    Dennis Tourish
    abstract Most research into feedback has focused on communication from managers to non-managerial staff. To a lesser extent, it has more recently addressed upward and 360 degree appraisal systems. In contrast, the role of informal upward communication continues to be largely neglected, especially when it concerns the transmission of opinions critical of managerial orthodoxy. There has been little examination of the sensemaking heuristics employed by both managers and non-managerial staff that stimulates the former to disregard much of the already muted critical upward communication they receive, and the latter to suppress its transmission in the first place. We therefore suggest that managers often over commit to particular courses of action, irrespective of whether they bode ill or well for the organization concerned. In so doing, they frequently demonize those who belong to stigmatized outgroups or who hold contrary value systems. We argue that the consequent elimination of critical upward communication (CUC) leads to iatrogenic phenomena , i.e. organizational problems that are derived from the treatment regime that has been prescribed, rather than from a pre-existing condition. Implications for practice and further research are considered. [source]