Ethical dilemmas in performance appraisal

Banner, David K.; Cooke, Robert Allan

doi:10.1007/bf00381756

Cited by 22 publications

(14 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This was at any rate related to some externally measurable aspect of one's job, unlike the appraisals asked for by General Lewis Cass in the 1913 US Army, where each man had to be described as 'a good natured man* or 'a knave despised by all'. This crude division heralds the worst kind of appraisal interview in an industrial context, where the manager gets a form from personnel, rates the subordinate on such subjective, potentially ambiguous criteria as 'initiative', 'intelligence', etc., tells the employee in the ensuing interview where he is deficient, and the whole process degenerates into a 'moraledepleting, tension-producing exercise in frustration' (Banner and Cooke, 1984).…”

Section: Separating Personality and Job Performance Judgementsmentioning

confidence: 99%

Teacher assessment: a review of the performance appraisal literature with special reference to the implications for teacher appraisal

Whyte

1986

Research Papers in Education

View full text Add to dashboard Cite

Section: Separating Personality and Job Performance Judgementsmentioning

confidence: 99%

Teacher assessment: a review of the performance appraisal literature with special reference to the implications for teacher appraisal

Whyte

1986

Research Papers in Education

View full text Add to dashboard Cite

“…; Landy et al . ; Pulakos ; Scullen and Mount ), from developmental PM functions such as employee motivation and education (Banner and Cooke ; Cheng ) . However, even HRM research into PM's developmental functions is typically set within a strategic‐organizational framework.…”

Section: Hrm and Pmmentioning

confidence: 99%

“…For example, HRM researchers typically distinguish administrative PM functions, which drive human resource decisions such as salary and promotion (Brown and Warren 2011;Cleveland et al 1989;Landy et al 1982;Pulakos 2009;Scullen and Mount 2000), from developmental PM functions such as employee motivation and education (Banner and Cooke 1984;Cheng 2013). 3 However, even HRM research into PM's developmental functions is typically set within a strategic-organizational framework.…”

Section: Hrm and Pmmentioning

confidence: 99%

“…It is well‐documented that the primary aim of HRM's initial PM research phase (1920–1980/90) was to make performance appraisal more accurate (Banner and Cooke ; Budworth and Mann ; DeNisi and Pritchard ). While researchers noted PM's importance to organizations (McGregor ; Thorndike ), in practice ‘researchers and organizations focused an inordinate amount of energy on developing the “right” rating format and procedure to increase rater accuracy’ (Longenecker and Ludwig , p. 961).…”

Section: Hrm and Pmmentioning

confidence: 99%

See 1 more Smart Citation

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Tweedie

Wild

Rhodes³

et al. 2018

Int J Management Reviews

View full text Add to dashboard Cite

While performance management (PM) is pervasive across contemporary workplaces, extant research into how performance management affects workers is often indirect or scattered across disciplinary silos. This paper reviews and synthesizes this research, identifies key gaps and explores ‘recognition theory’ as a nascent framework that can further develop this important body of knowledge. The paper develops in three main stages. The first stage reviews ‘mainstream’ human resource management (HRM) research. While this research analyses workers’ reactions to performance management in some depth, its focus on serving organizational goals marginalizes extra‐organizational impacts. The second stage reviews more critical HRM research, which interprets performance management as a disciplinary, coercive or inequitable management device. While this literature adds an important focus on organizational power, there is scope to analyse further how PM affects workers’ well‐being. To develop this strand of PM research, the third stage turns to the emerging field of recognition theory independently developed by Axel Honneth and Christophe Dejours. The authors focus especially on recognition theory's exploration of how (in)adequate acknowledgement of workers’ contributions can significantly affect their well‐being at the level of self‐conception. Although recognition theory is inherently critical, the paper argues that it can advance both mainstream and critical performance management research, and also inform broader inquiry into recognition and identity at work.

show abstract

“…The use of performance appraisals in the United States Army can be traced back to 1813 when General Lewis Cass provided an assessment of his subordinate officers to the War Department (Banner and Cooke (1984)). These assessments were subjective evaluations in which Cass described each officer as anywhere from "a good-natured man" to "a knave despised by all."…”

Section: Performance Appraisal Systemsmentioning

confidence: 99%

Simulation-based analysis and optimization of the United States Army performance appraisal system.

Evans¹

View full text Add to dashboard Cite

From 2010 to 2016, the total number of active duty United States Army personnel decreased by over 17%. The Department of Defense uses a variety of instruments to downsize the services, of which the most immediate and impactful is through decreased promotion rates. The Defense Officer Personnel Management Act of 1980 mandates the termination of officers twice not selected for promotion. As such, the promotion rates to the rank of lieutenant colonel (LTC) for 2015 and 2016 were the lowest over the past two decades. Central to each promotion board is the analysis of officer evaluation reports (OERs), the military version of performance appraisals. The biases associated with evaluating employees are well documented, particularly in management literature. These biases can often create a disconnect between the actual performance level of an employee and the management's perception of the employee's performance level. The performance appraisal system in the United States Army is a forced distribution system that restricts the number of above average evaluations raters are allowed to give subordinates. This structure, combined with human behavior and system dynamics, creates an additional bias not currently addressed in literature. v Military personnel systems have long been the subjects for manpower modeling, or workforce planning, due to their size relative to most civilian organizations. Techniques for manpower modeling include dynamic programming, goal programming, Markovian models, and simulation. These techniques assist policy makers with matching the supply of personnel with the available jobs. Rather than analyzing the aggregate requirements by occupation and seniority, this study determines the extent to which the current system promotes the best people into the available jobs. While this is often a subjective measurement, the use of discrete event simulations allows us to quantify the effects of the current system and analyze future policy decisions. In this dissertation, a discrete event simulation framework is considered to replicate the dynamics, structure, and regulatory constraints placed on the officers in the U.S. Army. Using performance appraisal data provided by the United States Army Human Resources Command, we create a multi-objective response function in order to quantify the human behavior associated with evaluating subordinates. We are able to minimize the squared error of our system output with the multi-objective response function using simulation-optimization techniques. Utilizing simulation-optimization techniques for model validation enables estimating unknown input parameters, such as human behavior, based on historical data. Furthermore, the model allows users to analyze the effects of current constraints on the evaluation system and the effects of proposed personnel policy changes. The effectiveness of the performance appraisal system is based on its ability to vi accurately evaluate the officers' performance levels. The model output is analyzed by the number of misidentified individuals a...

show abstract

Ethical dilemmas in performance appraisal

Cited by 22 publications

References 2 publications

Teacher assessment: a review of the performance appraisal literature with special reference to the implications for teacher appraisal

Teacher assessment: a review of the performance appraisal literature with special reference to the implications for teacher appraisal

How Does Performance Management Affect Workers? Beyond Human Resource Management and Its Critique

Simulation-based analysis and optimization of the United States Army performance appraisal system.

Contact Info

Product

Resources

About