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Performance Appraisal System (performance + appraisal_system)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

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]

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]