Split Roles in Performance Appraisal

Meyer, Herbert H.; Kay, Emanuel; French, John R. P.

doi:10.1007/978-1-349-04809-0_6

Cited by 192 publications

(195 citation statements)

References 1 publication

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“…However, A1 had significantly higher performance than P. Thus, in light of the findings of this and the previous studies, it would appear that hard goals do in fact lead to higher performance than easy goals regardless of the method by which they -are set. These studies provide strong support for the early work by Meyer and his colleagues (French, Kay & Meyer, 1966;Meyer, Kay & French, 1965).…”

Section: Aksupporting

confidence: 69%

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The Motivational Effects of Participation Versus Goal Setting on Performance.

Latham

Steele

1983

Academy of Management Journal

117

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Section: Aksupporting

confidence: 69%

“…Meyer (French, Kay, & Meyer, 1965;Meyer, Kay, French, 1965) studied managers who received performance appraisals at the General Electric Company.…”

Section: Mo 1 the Motivational Effects Of Participation Versus Goal Smentioning

confidence: 99%

The Motivational Effects of Participation Versus Goal Setting on Performance.

Latham

Steele

1983

Academy of Management Journal

117

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“…Fifty years ago, Meyer, Kay, and French (1965) noted the incompatibility of using performance appraisal simultaneously to make decisions about rewards and to provide useful feedback and suggested that the different uses of performance appraisal should be separated by creating different evaluative mechanisms for rewards versus feedback. Murphy and Cleveland (1995) suggested that uses of performance appraisal to highlight differences between people (e.g., salary, promotion, validation) are fundamentally at odds with uses of appraisal to highlight differences within persons (e.g., identifying developmental strengths and weaknesses).…”

Section: Conflicting Purposesmentioning

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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“…The previous studies show that appraisal conducted for developmental purposes is less disposed to appraisal bias, and thus more accurate, compared to appraisal conducted for administrative purposes (Meyer, Kay, & French, 1965;Zedeck & Cascio, 1982). This is because raters have fewer needs to manipulate their appraisal related to developmental components of performance appraisal (Youngcourt, Leiva, & Jones, 2007).…”

Section: F Raters' Perceived Purposes Of Ap-praisalmentioning

confidence: 99%

Rater’s Intention Towards Appraising Accurately

Embi

Choon

2014

JGP

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most organizations is to provide utilizable performance information of the ratees in making human resource decisions whether it is for between person decisions (e.g., promotion and salary increments); within person decisions (e.g., feedback and identifying training needs); system maintenance (e.g., manpower planning and evaluation of human resource systems); or documentation (e.g., criteria for validity studies and meeting legal needs) (Cleveland, Murphy, & Williams, 1989). Any equal, accurate appraisal is better than inaccurate appraisal (DeNisi, 2011). Hence, raters' appraisal accuracy is deemed essential in making the performance appraisal perceived as objective, fair, and transparent by the ratees.The focus of performance appraisal accuracy research shifted its format from rating scales (Bernardin, La Shells, Smith, & Alvares, 1976;Landy & Farr, 1980;Thorndike, 1920) to rater trainings (Day & Sulsky, 1995), rater cognitive process (DeNisi, Cafferty, & Meglino, 1984;Feldman, 1981;Ilgen & Feldman, 1983), rater affects (Tsui & Barry, 1986), rater motivations (Banks & Murphy, 1985;Harris, 1994;Murphy & Cleveland, 1995), and also rater goals and intentions (Murphy, 2008;Murphy & Cleveland, 1995;Spence & Keeping, 2013). Past research indicated that performance appraisal accuracy was heavily investigated because accurate appraisal were likely to be perceived by ratees as fairer, acceptable and they tend to respond positively to feedback (Ilgen, Fisher, & Taylor, 1979). DeNisi (2011) found that the problem investigating performance appraisal accuracy as dependent variable in field setting lies in the difficulty to obtain "true scores" (direct measure of accuracy) and incorrect proxy to relate appraisal accuracy with rating errors (indirect measure of accuracy).Since it is difficult to directly measure accuracy and rating errors, it does not mean it is inaccurate. Therefore it is proposed Muhamad Ali Embi ABSTRACTThe aim of this article is to stimulate thoughts and introduce new prospects to the study of performance appraisal accuracy, especially in the raters' perspective. It focuses on a relatively understudied aspect of performance appraisal which is raters' intention towards appraising accurately. In order to understand the application of this aspect, this paper attempts to develop a conceptual framework based on hypotheses of the direct and indirect factors that predict the raters' intention to appraise accurately. It is hypothesized that the raters' experience in appraising, raters' perceived purposes of appraisal, and raters' perceived information adequacy for appraising will predict the raters' intention towards appraising accurately by influencing the raters' attitude towards appraising accurately, raters' perceived subjective norms towards appraising accurately, and raters' perceived behavioral control towards appraising accurately.

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Split Roles in Performance Appraisal

Cited by 192 publications

References 1 publication

The Motivational Effects of Participation Versus Goal Setting on Performance.

The Motivational Effects of Participation Versus Goal Setting on Performance.

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

Rater’s Intention Towards Appraising Accurately

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