Performance appraisal process and system facets: relationship with contextual performance

Because appraisal-related interactions between supervisors and employees may influence more than task performance, the authors considered the potential effects of social and interpersonal processes in performance appraisal on contextual performance. They hypothesized that performance appraisal process and system facets were associated with employees' contextual performance as well as with their perceptions of appraisal accuracy. After controlling relevant variables, they found that appraisal process facets explained variance in contextual performance and perceived accuracy beyond that accounted for by the system facets. However, when the order of entry for the process and system variable sets was reversed, only for perceived appraisal accuracy, as hypothesized, did the system facets account for variance beyond that explained by the appraisal process facets.     

Predictors of Participation in Performance Appraisal: A Voluntary System in a Blue-Collar Work Environment

Organisations have long acknowledged the value of performance appraisal in both administration decisions and in motivating employees. However, it would appear that most empirical research has focused on compulsory systems designed for use with executives and managers (Bannister and Balkin 1990; Ilgen, Fisher and Taylor 1979; Klein 1989). The reluctance to implement appraisal systems with lower level and base-grade employees may be due to several factors, including employee and union resistance to compulsory systems of appraisal (Nankervis 1990). Faced with this problem, appraisal can be viewed by appraisees and appraisers as an `innovation'. In a climate with growing emphasis on participative management styles, self-regulated or voluntary systems of performance appraisal may become increasingly prevalent and important. Thus, 476 base-grade (shop floor) employees of an Australian government business enterprise completed a survey regarding issues such as attitude to performance appraisal, source credibility, system satisfaction, anticipated feedback, perceived consequences of participation and intention to enter the system. Roger's (1983) innovation-decision model was utilised in the structure and analysis of the data and provided useful insights regarding the factors which are related to participation in a voluntary system of performance appraisal. Findings indicated that attitude towards, and support of, performance appraisal in general, perception of consequences of performance appraisal, satisfaction with the supervisor, anticipated feedback, and awareness and knowledge of the system in place in the organisation, were important in predicting the decision to adopt or reject the performance appraisal scheme.     

The effects of appraisal system redesign on perceptions of and satisfaction with performance appraisal: A quasi-experiment

A case study investigation of the effects of a change in a performance appraisal system was described. The nature of a recently implemented appraisal system was briefly outlined. Five hundred forty-seven employees of a 300-bed hospital returned mail questionnaires which asked them to respond to questions about the hospital's performance appraisal system. Two groups of employees were formed on the basis of their experience or lack of experience with the new system. It was found that the employees who had experience with the new system had more favorable perceptions of their supervisors' appraisal behaviors and were more satisfied with the appraisal process.     

Relationship between trust in appraisal and appraisal effectiveness: A field study

The current study examined the influence of trust in the appraisal system on ratees' reactions to performance evaluations. One-hundred and sixty eight bank tellers completed an instrument that assessed their trust in the appraisal system, appraisal satisfaction, perceived utility of evaluations, behavioral intention to improve performance, and intention to leave the job. Trust and performance evaluations were significant predictors of ratee reactions to appraisals and intention to improve on performance weaknesses. In addition, performance ratings were a better predictor of intention to improve on performance weaknesses for ratees who had high trust in the appraisal system. Implications for future research and practice are discussed.An earlier version of this paper was presented at the Annual Meeting of the Society of Industrial and Organizational Psychology, Miami, Florida, April, 1990.     

Investigating Some Neglected Criteria: The Influence of Organizational Level and Perceived System Knowledge on Appraisal Reactions

Researchers have suggested that examining the factors which influence appraisal reactions is important because these reactions are critical criteria of appraisal effectiveness. The current field study investigates how organizational level and knowledge of the performance appraisal system may be related to employees' reactions toward the performance appraisal system. Inferences from past research suggest that supervisory employees' unique perspective on the appraisal system may lead to more positive evaluations. The present study attempts to better explain this relationship by investigating the effect of Perceived System Knowledge (PSK) as a mediator of this relationship. Results revealed that PSK completely mediated the relationship between organizational level and appraisal reactions.     

Valid and more valid? Keys to understanding personal appraisal practices at work

Four empirical studies of the roles of self-report questionnaires, tests, and ratings in employment interviews, staff appraisal, and personnel validation surveys are presented in order to examine the number and relationships of psychological constructs derived from data provided by candidates, employees, and their assessors. Test results are related to different kinds of criteria, including job offers following interview, supervisor ratings on the job, and objective indices of work performance. From the practices reported and observed in these various contexts, a theory of personal appraisal mechanisms in occupational settings is derived using data reduction and linear regression methods. Applications of cognitive information processing theory to self-reports and ratings by individuals, and of exchange theory to the social context of panel discussions among assessors, provide a key to understanding why psychometric measures of personal qualities vary in their power to predict work performance in spite of consistent construct validity.     

DEVELOPMENT OF A BEHAVIORALLY BASED PERFORMANCE APPRAISAL SYSTEM

This paper describes the development of a behaviorally based performance appraisal system. Blanz and Ghiselli's Mixed Standard Scale was used as the basis for developing the performance appraisal system for assessing the performance of highway patrol personnel. However, the particular developmental procedures described here differ in some respects from those reported in the literature. Rather than developing rating items describing general traits such as "diligence,""initiative," or "enthusiasm" in behavioral terms, the items in the present scale were developed to describe proficiency levels of specific job tasks. This characteristic is expected to enhance the objectivity of the evaluation system for both appraisal and job counseling purposes. The appraisal instrument was subjected to a series of reliability and validity tests that demonstrated its high reliability and validity. Although the content of the appraisal sytem desribed here included highway patrol tasks, a similar system could be developed using the procedures described for a wide variety and level of jobs.     

建立县级领导干部绩效结构和考核指标体系的思考

县级领导干部的绩效考核一直是党和国家关注的焦点,而实践中县级领导干部的绩效考核多年来一直是个难点问题。该文通过回顾国内外绩效考核的相关理论和文献,对应该如何建立科学有效的县级领导干部绩效结构及考核指标体系进行了探讨,并进一步提出了其研究的创新和意义所在。     

PERFORMANCE APPRAISAL, PROMOTION AND THE COURTS: A CRITICAL REVIEW

Twenty-three Title VII court cases were reviewed in order to determine the standards set by the courts in their assessment of performance appraisal systems when used as the basis for promotion decisions. The topics covered were adverse impact determination, the courts' adjudication strategy, and the evidence needed to justify the performance appraisal procedures. Among the major findings was the courts': (1) failure to adhere to the "applicant flow technique" of adverse impact determination, (2) interest in assessing performance appraisal systems regardless of their adverse impact, (3) ignorance regarding acceptable validation procedures, and (4) focus on objectivity in lieu of validity. The discussion offered suggestions to employers for developing a professionally sound and legally defensible appraisal system.     

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

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).     

An assessment of manager/subordinate perceptions of performance appraisal effectiveness

This study postulates that performance appraisal will be effective to the extent that managers and subordinates have a shared perception of its purpose and function and the degree to which it meets the needs of both groups. A two part research project was conducted to: 1) identify manager/subordinate perceptions of the purposes served by the formal performance appraisal process; 2) determine the extent to which these purposes are being satisfied in organizational practice; and 3) assess if managers and subordinates have a shared perception of the effectiveness of the appraisal process. The sample for the study included 36 managers and 143 subordinates from a division of a large Midwest service organization. The results were mixed with regard to the appraisal system effectively accomplishing its diverse goals. However, in general, there was support for the notion that both managers and subordinates find the appraisal process to be a worthwhile organizational practice. Approximately 70% of the respondents indicated that they would participate in the appraisal program whether they were required to do so or not.     

管理人员绩效评估的初步探索

本文在回顾了国外绩效评估研究状况的基础上 ,提出应加强管理人员绩效评估的研究。作者在文中提出了一个由任务绩效、管理成效、工作行为三方面构成的管理人员绩效评估思路 ,并通过为某国有商业银行的省级分行领导的绩效评估实践中 (总样本量为 14 ,171) ,初步验证了这一思路     

COMPARISONS OF MANAGERIAL AND EMPLOYEE SATISFACTION WITH A PERFORMANCE APPRAISAL SYSTEM

Questionnaires were administered to managers and employees in a large multinational corporation to assess satisfaction with various aspects of a performance appraisal system. Comparisons of managers' and employees' satisfaction were made by conducting factor analyses for each sample. The results indicate moderate similarity between the two groups. However, two significant differences were revealed by the analysis. First, there is evidence that employees perceive certain aspects of the appraisal system in a global way, whereas managers differentiate among various components and see them as distinct entities. Second, the relative importance of the factors differs between the two groups. The largest portion of variance accounted for in the employee sample pertained to general satisfaction with the system whereas for managers it pertained to the types of ratings made on the appraisal form. The results are discussed in terms of the different perspectives managers and employees have in the appraisal process.     

Predictors of employee satisfaction with the performance appraisal process

Several studies have documented the importance of the performance appraisal interview in the appraisal process. However, interactions between the rater and ratee prior to the end of the performance evaluation period have been given little attention. The present study investigated the impact of several aspects of the appraisal process on three outcome measures: satisfaction with the appraisal process, fairness of ratings and motivation to improve performance. The findings suggest the importance of viewing the performance appraisal process from a systematic perspective, rather than as a single event.     

Procedural fairness in performance appraisal: Beyond the review session

Utilizing an organizational justice perspective, this cross-organizational study developed procedural fairness dimensions for the appraisal review session and two contextual domains of the performance appraisal process. The contextual domains were: (a) the structure, policies, and support characterizing the formal appraisal system, and (b) the appraisal-related interactions that occur throughout the year between supervisors and subordinates. In addition, relationships of the three procedural variable sets and their respective individual variables with three fairness (two distributive justice and one global) criteria were assessed. Procedures from the session and system domains were found to be most useful for predicting the fairness criteria.     

Creativity and performance appraisal: Shall never the twain meet?

This article explores the need for performance appraisal systems that are designed to meet the unique motivational and performance needs of creative employees. The dimensions and special needs of creative behavior are drawn from the literature and defined; the state of performance appraisal is reviewed; and a preliminary investigation to determine what can be learned on the subject from the current practice of performance appraisal is reported. Implications for further research and improvement in the practice of performance appraisal for creative employees are discussed.     

THE IMPACT OF PERFORMANCE APPRAISAL METHODS ON AGE DISCRIMINATION IN EMPLOYMENT ACT CASES

This study investigated the impact of personal and organizational factors and performance appraisal methods on 53 Age Discrimination in Employment Act (ADEA) federal court cases. Discriminant analysis suggested that the employer was most likely to be the successful party when the employee was younger, particularly between 40-49 years old. Appraisal system characteristics which in previous studies were found to be significantly related to case outcome, were not reported in these case decisions. Traditional legal case analysis was used to explore the relationship of performance appraisal methods and the personnel action giving rise to the complaint.     

绩效考核满意度对工作退缩行为的影响:有调节的中介效应

绩效考核满意度对员工工作行为的影响和作用机制一直是组织行为领域研究的重点。本研究采用《绩效考核满意度量表》、《在职行为量表》等研究工具,抽取419名在职员工,考察绩效考核满意度与工作退缩行为之间的关系以及组织公平感、道德型领导在其二者关系上的作用机制。结果发现:(1)绩效考核满意度与工作退缩行为之间存在显著负相关。(2)道德型领导调节绩效考核满意度和组织公平感之间的关系。(3)道德型领导调节绩效考核满意度和工作退缩行为之间的关系。(4)道德型领导和绩效考核满意度的交互作用通过分配公平、程序公平影响工作退缩行为。     

Factors Influencing Employee Beliefs That Pay Is Tied to Performance

The unique relationship of perceived pay level equity, perceived appraisal accuracy, merit increase satisfaction, trust in supervisor, and trust in top management to employee beliefs that pay is tied to performance was investigated in a sample of 658 managerial, professional, and clerical employees. Pay level equity, merit increase satisfaction, and trust in top management exhibited a significant unique relationship. Post hoc analysis found appraisal accuracy exhibited a significant unique relationship with belief that pay is tied to performance among employees receiving a lower or higher than expected performance appraisal, but not among employees receiving the expected performance appraisal.