Advances in the Science of Performance Appraisal: Implications for Practice

Latham, Gary P.; Mann, Sara

doi:10.1002/9780470696378.ch7

Cited by 42 publications

(50 citation statements)

References 172 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The primary purpose of a PA is to provide an employee with feedback (Cleveland, Murphy, & Williams, ; Latham & Mann, ). Feedback is defined as “actions taken by an employee's supervisor to provide information regarding task performance” (Kluger & DeNisi, , p. 255).…”

Section: Literature Review and Hypothesismentioning

confidence: 99%

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

Budworth¹,

Latham

Manroop

2014

Hum Resour Manage

Self Cite

View full text Add to dashboard Cite

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment fi rm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform signifi cantly better on the job four months later than employees (n = 75) who received the company's traditional performance appraisal interview. The fi nding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal. MARIE-HÉLÈNE BUDWORTH is an associate professor at the School of HRM at York University. Her program of research is focused on individual development within the context of work. Much of her work uses social cognitive theory to understand how people learn, acquire knowledge, make choices, and negotiate with one another in order to succeed. Her work has been published in

show abstract

Section: Literature Review and Hypothesismentioning

confidence: 99%

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

Budworth¹,

Latham

Manroop

2014

Hum Resour Manage

Self Cite

View full text Add to dashboard Cite

show abstract

“…However, the focus of research and practice is changing from the exclusive use of performance appraisal to more comprehensive and developmentally focused performance management processes (e.g., Aguinas, 2009). This trend is so pervasive that Latham and Mann (2006) speculated their review of the performance appraisal literature would be "the last review of the literature where performance appraisal is in the title" (p. 296).…”

mentioning

confidence: 96%

“…However, the long-standing attitude that either you do performance appraisal or you do performance management is disappearing. It seems to be finally accepted that the evaluative component associated with performance appraisal and the developmental aspects of associated with performance management should be intertwined (Latham & Mann, 2006).…”

mentioning

confidence: 99%

Square Pegs and Round Holes: Ruminations on the Relationship Between Performance Appraisal and Performance Management

Gravina

Siers

2011

Journal of Organizational Behavior Management

View full text Add to dashboard Cite

Models of comprehensivePerformance Management systems include both employee development and evaluative components. The Organizational Behavior Management discipline focuses almost exclusively on the developmental component, while the Industrial and Organizational Psychology discipline is focused on use of performance appraisals. Performance appraisals have several well-documented shortcomings. Despite those limitations, an examination of Performance Management models suggests that they often include an appraisal component. However, there is little consensus on how Performance Management should incorporate appraisals. The authors argue that performance data should be an output of a Performance Management process, not as an input or starting-point for developmental activities. This emphasizes goal-setting, feedback, and coaching throughout the year, and performance data are aggregated to provide enough information about performance to facilitate administrative decision-making when needed. An optimal performance management system that serves both the developmental and administrative functions can be created by carefully combining the approaches of both disciplines.

show abstract

“…The final factor, involves employee's belief that their views are taken into account (Latham & Mann, 2006) and can involve participation in the performance management implementation process. Latham & Mann (2006) suggest that employees often believe that PMS is implemented for all the wrong reasons, by the management, that is, the management is trying to use this process as a way to hold them account and subsequently much easier to discipline them, hence the perception that it is not fair. This perceived lack of procedural fairness can have ranging negative implications for organisations.…”

Section: Understanding Of Available Literature On Existing Perceptionmentioning

confidence: 99%

“…Krell (2011) suggest that the way PMS is perceived by the employees, especially if there is an element of biasness during the implementation process, can degrade the effectiveness of a crucial business process-one directly related to employee performance management. Latham & Mann (2006) states that effective performance management systems must be perceived as fair, and that the factors contributing to fairness include distributive fairness, procedural fairness and voice. Distributive and procedural fairness are associated with both task and contextual performance (Cropanzano, Bowen, & Gilliland, 2007).…”

Section: Understanding Of Available Literature On Existing Perceptionmentioning

confidence: 99%

Implementation Challenges of Performance Management System in the South African Mining Industry

Seotlela

Miruka²

2014

MJSS

View full text Add to dashboard Cite

This study looked at the general understanding of employees regarding PMS, planning prior to implementation of the system, challenges encountered during implementation and general employees perceptions. Implementation of PMS is seen as an efficient vehicle to successfully deliver on the strategic objectives and goals for many organisations. However, various studies conducted on the implementation of any new system or change initiatives revealed that it leads to challenges for many organisations. This study has investigated implementation challenges encountered during the implementation of PMS. The researcher used single method qualitative case study approach. Primary data was collected through key informants and focus groups interviews and secondary data through internal documents analysis. The researcher used non-probability quota sampling in order to select 24 participants for the 4 focus groups. Senior managers were also interviewed as key informants.The data gathered was analysed against literature reviewed. The study identified various challenges and key factors that were negatively impacting on the successful implementation of PMS. The researcher has established that that the major hindrance regarding successful implementation of PMS was failure from the management to start with change management process and training of employees prior to implementation of the system.

show abstract

Advances in the Science of Performance Appraisal: Implications for Practice

Cited by 42 publications

References 172 publications

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

Square Pegs and Round Holes: Ruminations on the Relationship Between Performance Appraisal and Performance Management

Implementation Challenges of Performance Management System in the South African Mining Industry

Contact Info

Product

Resources

About