Performance Appraisal Process Research in the 1980s: What Has It Contributed to Appraisals in Use?

Ilgen, Daniel R.; Barnes-Farrell, Janet L.; McKellin, David B.

doi:10.1006/obhd.1993.1015

Cited by 192 publications

(157 citation statements)

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“…According to [53], raters must have the competencies, skills and motivation to conduct effective performance appraisals. The findings also suggest that how organizations manage and implement their performance appraisal system will influence the employees' reactions towards the system and organization [54]. The findings could serve as input to policy makers and HR practitioners.…”

Section: Conclusion and Recommendationsmentioning

confidence: 84%

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Hii¹,

Ahmad²

2015

IJSSH

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Abstract-The current performance appraisal system in the Malaysian public service (SSM) has placed heavy emphasis on rater competency in conducting the performance appraisal in a fair manner and to provide accurate ratings. The public sector has voiced out dissatisfaction with the SSM and the way it is being implemented. This study investigated raters' associated factors such as self-efficacy (PASE), knowledge (PSK), discomfort (PAD) which may impact rater competency. Rater PASE, PAD and PSK were found to significantly affect rater competency. IndexTerms-Performance appraisal self-efficacy, performance appraisal discomfort, perceived system knowledge, rater competency.

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Section: Conclusion and Recommendationsmentioning

confidence: 84%

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Hii¹,

Ahmad²

2015

IJSSH

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“…The criticality of the perception of fairness is indicated by the argument that it may be as important as the perception of accuracy in influencing the success of the appraisal process (Ilgen, Barnes-Farrell, and McKellin, 1993). Two major organizational concerns are whether employees believe that the process is fair and whether they believe that the results are fair (Thomas and Bretz, 1994).…”

Section: Hypothesis 3 As the Evaluation Is Perceived As Being Increamentioning

confidence: 99%

Characteristics of performance appraisals and their impact on sales force satisfaction

Pettijohn

d'Amico

2001

Human Resource Dev Quarterly

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Sales managers seem to be on a never-ending quest to improve the productivity of their personnel. Contests, commissions, territory redesign, training, sales meetings, travel, and various recognition awards are a few of the methods that have been used to coax performance improvements from a sales force. Although each of these methods of performance enhancement can provide tangible and intangible benefits to the firm, most businesses already use one other method of enhancing sales performance: the performance evaluation (Dubinsky and Barry, 1982). Dubinsky, Skinner, and Whittler (1989) contend that appraisals can be used to determine rewards, provide managerial feedback, help to monitor the effectiveness of human resource management decisions, help to evaluate training and development needs, and provide human resource planning and budgeting information. In the realm of sales management, performance appraisals have been described as the most important factor influencing sales behavior (DeCarlo and Leigh, 1996). Along these lines, Morris, Davis, Allen, Avila, and Chapman (1991, p. 25) argue that "performance appraisals have become one of the sales manager' s most critical responsibilities," with an organization' s success or failure conceivably determined based on the ways in which performance is managed (Mucsyk and Gable, 1987).The purpose of this research is to explore the potential relationship between characteristics of the appraisal process and the resulting level of

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“…This article is intended solely for the personal use of the individual user and is not to be disseminated broadly. (Hammond, 2010); rating process models (Ilgen et al, 1993;Lord & Maher, 1990) Higher validity for higher levels of structure in interviews: meta-analysis (Huffcutt & Arthur, 1994 Information source Socioanalytic theory (Hogan & Shelton, 1998); self-other knowledge asymmetry model (Vazire, 2010); realistic accuracy model (Funder, 1999); social relations model (Kenny, 1994) Other-reports of personality add to self-reports: metaanalyses (Connelly & Ones, 2010;Oh et al, 2011) Use of psychologist and peer assessors leads to higher validities: meta-analysis (Gaugler et al, 1987).…”

Section: Response Formatmentioning

confidence: 99%

The effects of predictor method factors on selection outcomes: A modular approach to personnel selection procedures.

Lievens¹,

Sackett²

2017

Journal of Applied Psychology

110

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Past reviews and meta-analyses typically conceptualized and examined selection procedures as holistic entities. We draw on the product design literature to propose a modular approach as a complementary perspective to conceptualizing selection procedures. A modular approach means that a product is broken down into its key underlying components. Therefore, we start by presenting a modular framework that identifies the important measurement components of selection procedures. Next, we adopt this modular lens for reviewing the available evidence regarding each of these components in terms of affecting validity, subgroup differences, and applicant perceptions, as well as for identifying new research directions. As a complement to the historical focus on holistic selection procedures, we posit that the theoretical contributions of a modular approach include improved insight into the isolated workings of the different components underlying selection procedures and greater theoretical connectivity among different selection procedures and their literatures. We also outline how organizations can put a modular approach into operation to increase the variety in selection procedures and to enhance the flexibility in designing them. Overall, we believe that a modular perspective on selection procedures will provide the impetus for programmatic and theory-driven research on the different measurement components of selection procedures.

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Performance Appraisal Process Research in the 1980s: What Has It Contributed to Appraisals in Use?

Cited by 192 publications

References 0 publications

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Characteristics of performance appraisals and their impact on sales force satisfaction

The effects of predictor method factors on selection outcomes: A modular approach to personnel selection procedures.

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