Performance Appraisers as Test Developers<sup />

Banks, Cristina G.; Roberson, Loriann

doi:10.5465/amr.1985.4277371

Cited by 18 publications

(5 citation statements)

References 34 publications

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“…Performance appraisal process has multiple purposes but these can be divided in four large groups (Baron and Kreps 1999;Schoenfeldt et al 2006 Companies and organizations can obtain information to make decisions in the above-mentioned elements by using performance appraisal. Martínez (2007) Little by little, organizations and companies have been introducing different methods of performance appraisal to reach such survival and success (see Banks and Roberson 1985;Bretz et al 1992;Miner 1988, among others).…”

Section: Performance Appraisalmentioning

confidence: 98%

“…Performance appraisal is one of the procedures most used by companies and organizations to evaluate their employees (Banks and Roberson 1985;Baron and Kreps 1999;Bernardin et al 1995;Bretz et al 1992;Fletcher 2001;Miner 1988;Murphy and Cleveland 1991). Performance appraisal is a formal system of assessment which is used by companies for estimating employees' contributions to organization's goals, behavior and results during a period of time.…”

Section: Performance Appraisalmentioning

confidence: 98%

“…This methodlogy has been extensively used since the 80's, for evaluating supervisors and managers. Some 360°assessment advantages over the classical system with just supervisors as appraisers are (see Banks and Roberson 1985;Edwards and Ewen 1996;Schoenfeldt et al 2006):…”

Section: °Appraisal or Integral Evaluationmentioning

confidence: 98%

“…In order to achieve this aim, companies have introduced different methods to evaluate relationships between their established objectives and human resources. One of the procedures quite often used by companies to evaluate their employees is performance appraisal (Banks and Roberson 1985;Baron and Kreps 1999;Bernardin et al 1995;Bretz et al 1992;Fletcher 2001;Miner 1988;Murphy and Cleveland 1991).…”

Section: Introductionmentioning

confidence: 98%

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A multi-granular linguistic model for management decision-making in performance appraisal

2009

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The performance appraisal is a relevant process to keep and improve the competitiveness of companies in nowadays. In spite of this relevance, the current performance appraisal models are not sufficiently well-defined either designed for the evaluation framework in which they are defined. This paper proposes a performance appraisal model where the assessments are modelled by means of linguistic information provided by different sets of reviewers in order to manage the uncertainty and subjectivity of such assessments. Therefore, the reviewers could express their assessments in different linguistic scales according to their knowledge about the evaluated employees, defining a multi-granular linguistic evaluation framework. Additionally, the proposed model will manage the multi-granular linguistic labels provided by appraisers in order to compute collective assessments about the employees that will be used by the management team to make the final decision about them.

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Section: Performance Appraisalmentioning

confidence: 98%

Section: Performance Appraisalmentioning

confidence: 98%

Section: °Appraisal or Integral Evaluationmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 98%

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A multi-granular linguistic model for management decision-making in performance appraisal

2009

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“…Performance appraisal is used for the evaluation of employees estimating their contributions to the goals of the organization, behavior and results. This evaluation process has been accomplished from different points of view can be found in [1], [7], among others.…”

Section: Introductionmentioning

confidence: 99%

Performance appraisal with heterogenous information

Calle

García-Lapresta

Liu

et al. 2008

2008 3rd International Conference on Intelligent System and Knowledge Engineering

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Performance appraisal is a process used for some firms in order to evaluate the employees' efficiency and productivity for planning their promotion policy. Initially this process was carried out just by the executive staff, but recently it has evolved to an evaluation process based on the opinion of different reviewers, supervisors, collaborators, clients and the employee himself (360-degree method). In such a evaluation process the reviewers evaluate some indicators related to the employee performance appraisal. The sets of Reviewers involve in the evaluation process might have different degree of knowledge about the evaluated employee. It then seems suitable to offer a flexible framework in which different reviewers can express their assessments in different domains according to their knowledge, i.e., an heterogeneous evaluation framework. The final aim is to design an performance appraisal model in such a framework that computes a final evaluation for each employee. That will be used by the management team to make their decisions regarding their incentive and promotion policy.

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Appraising the performance of police patrol officers: The Florida experience

Gianakis

1992

Journal of Criminal Justice

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Performance Appraisers as Test Developers

Cited by 18 publications

References 34 publications

A multi-granular linguistic model for management decision-making in performance appraisal

A multi-granular linguistic model for management decision-making in performance appraisal

Performance appraisal with heterogenous information

Appraising the performance of police patrol officers: The Florida experience

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