1990
DOI: 10.1037/0021-9010.75.4.371
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Employee reactions to contextual and session components of performance appraisal.

Abstract: A neglected area of performance appraisal research concerns the context within which the appraisal process occurs. For a sample of exempt employees, measures were developed that assessed system components of the appraisal context. The contribution of these variables (complexity, implementation, and follow-up) to the prediction of 2 measures of employee reactions to performance appraisal (review session satisfaction and appraisal system satisfaction) was compared with the contribution of a more frequently studi… Show more

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Cited by 144 publications
(145 citation statements)
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“…In a sample of managers, Russel and Goode (1988) reported that satisfaction with the supervisor was related to performance appraisal satisfaction. Giles and Mossholder (1990) also reported a high correlation (r = .61) between supervisory satisfaction and performance appraisal satisfaction (see also Jawahar, 2006).…”
Section: Relationship Qualitymentioning
confidence: 99%
“…In a sample of managers, Russel and Goode (1988) reported that satisfaction with the supervisor was related to performance appraisal satisfaction. Giles and Mossholder (1990) also reported a high correlation (r = .61) between supervisory satisfaction and performance appraisal satisfaction (see also Jawahar, 2006).…”
Section: Relationship Qualitymentioning
confidence: 99%
“…The fact that rating labels are misused is not a reason to avoid ratings. There is a large research literature in our field on how to improve reactions to performance evaluation (e.g., Bobko & Colella, 1994;Cawley, Keeping, & Levy, 1998;Dipboye & Pontbriand, 1981;Dorfman, Stephan, & Loveland, 1986;Giles & Mossholder, 1990;Ilgen, Peterson, Martin, & Boeschen, 1981;Pichler, 2012;Silverman & Wexley, 1984).…”
Section: Artificial Tradeoffs Are Driving Organizations To Abandon Ramentioning
confidence: 99%
“…However, the rating environment likely affects both rating practices and participant reactions. For example, recent research has shown that contextual variables (such as participation and rating frequency) affect ratee satisfaction (Dobbins, Cardy, & Platz-Vieno, 1990;Giles & Mossholder, 1990 Deming (1986) argues strongly that performance appraisal has serious negative consequences and urges organizations to cease all individual performance appraisals and to evaluate unit or plant level performance instead (Scholtes, 1987). This approach, reportedly in wide used in high involvement -high commitment facilities, focuses on assisting those whose performance is "out of the system."…”
Section: Suggestions For Directing Future Researchmentioning
confidence: 99%