Explaining U.S. Courts of Appeals Decisions Involving Performance Appraisal: Accuracy, Fairness, and Validation

Werner, Jon M.; Bolino, Mark C.

doi:10.1111/j.1744-6570.1997.tb00898.x

Cited by 90 publications

(71 citation statements)

References 34 publications

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“…Simplifying the cognitive demands and reducing, through simplification of the process and forms, the motivational barriers for managers is also likely to be helpful (Efron & Ort, 2010). Finally, performance review panels might be used, which would have similar advantages and disadvantages as promotion panels (Catano et al, 2007;Church, 1995;Gilliland & Langdon, 1998;Kozlowski, Chao, & Morrison, 1998;Vance, Winne, & Wright, 1983;Werner & Bolino, 1997). In our view, it is the consequences of leaders assigning and communicating evaluative judgments expressed as ratings that matter the most, not the ratings themselves.…”

Section: The Path Forwardmentioning

confidence: 99%

Getting Rid of Performance Ratings: Genius or Folly? A Debate

Adler¹,

Campion²,

Colquitt

et al. 2016

Ind. Organ. Psychol.

172

199

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Section: The Path Forwardmentioning

confidence: 99%

Getting Rid of Performance Ratings: Genius or Folly? A Debate

Adler¹,

Campion²,

Colquitt

et al. 2016

Ind. Organ. Psychol.

172

199

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“…This study used policy-capturing methodology (Roehling 1993;Werner and Bolino 1997) to identify case characteristics that are related to case outcomes. The current study is based on an analysis of a random sample of 45 cases from 273 cases from 2003 to 2007 that have been litigated based on individuals who were bullied and ultimately litigated.…”

Section: Study Methodologymentioning

confidence: 99%

Workplace Bullying: A Review of Litigated Cases

Martin

LaVan

2010

Employ Respons Rights J

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Using policy-capturing methodology, this study examined the nature of workplace bullying in a random sample of 45 litigated cases in the United States. Among the findings were that most of the cases were in the District Court. Nearly one-fifth of the cases involved physical violence, the majority of the cases were in the public sector, and the supervisor was the perpetrator in many of the cases. The presence of a policy banning workplace bullying was present in slightly more than one-third of the cases. A striking finding was that 73.3% of the cases were found in favor of the employer as the defendant. These findings support the fact that even though there are no specific workplace bullying laws in the U.S., victims of workplace bullying can be legally protected. Implications for managerial practice and future research are suggested.Key words workplace bullying . litigated cases . managerial style . judicial opinion Relevance of StudyThe role of organizational research is to identify relationships in organizational contexts and provide information for managerial decision-making. Given the pervasiveness of bullying and the potential negative effects of it, both from an individual and organizational basis, it becomes more imperative that research be conducted. To date, research on bullying has tended to be based on experimental designs, in which subjects are asked to report the existence of contextual factors relating to bullying in contexts that have been devised for the research study. Another stream of research is based on surveys in which likely victims or knowledgeable professionals (such as human resource professionals) are asked to report their experiences. Often, these are in one organizational setting and do not take into account

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“…Both practicing managers and the appraisal literature make the importance very clear of having these instructions and communication materials in place in order that users of the system (both appraisers and appraisees) are fully aware of the process, the timing of appraisals, how appraisal information will be used, and what is required of employees as part of the overall system (Grote, 1996(Grote, , 1998Hartle, 1995;Hartzell, 1995;Industrial Relations Review andReport, 1994a, 1994b;Kanin-Lovers, 1990;McDonald, 1991;Werner & Bolino, 1997;Yandrick, 1995).…”

Section: E3: Appraisal Guidelines and Notesmentioning

confidence: 97%

Mapping cognitions to better understand attitudinal and behavioral responses in appraisal research

Wright

2004

J Organ Behavior

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SummaryPerceptions are important in determining performance appraisal system success. The growing body of research in this area has clearly documented the differences in perceptions between appraisers and appraisees. However, many of these findings are predominately based on aspects of the system in judging its overall effectiveness and rely heavily on self-report questionnaire responses with weak methodological rigor. Not much is known about the deeper cognitive perceptions of appraisers and appraisees in better explaining their attitudinal and behavioral outcomes. This paper breaks away from conventional questionnaire-generated perceptions and applies a unique clinical cognitive mapping methodology called the repertory grid technique to elicit the personal constructs of how real respondents perceive appraisal systems based on their real-life experiences. The method allowed the investigation to go much deeper than past research into the core perceptions that influenced respondents' attitudes and subsequent behaviors. Though the findings showed some commonality in personal constructions of appraisal systems with those found in the literature, new constructs, core perceptual dimensions, and collective cognitive maps were elicited for the very first time, opening up new questions and issues for further research. Implications to theory and practice are also discussed.

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Explaining U.S. Courts of Appeals Decisions Involving Performance Appraisal: Accuracy, Fairness, and Validation

Cited by 90 publications

References 34 publications

Getting Rid of Performance Ratings: Genius or Folly? A Debate

Getting Rid of Performance Ratings: Genius or Folly? A Debate

Workplace Bullying: A Review of Litigated Cases

Mapping cognitions to better understand attitudinal and behavioral responses in appraisal research

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