The Influence of Organizational Constituent Groups on Rater Attitudes toward Performance Appraisal Compliance

Robinson, Robert K.; Fink, Ross L.; Allen, Billie Morgan

doi:10.1177/009102609602500202

Cited by 2 publications

(3 citation statements)

References 8 publications

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“…A review of literature also reveals numerous rater-related factors which have influenced performance ratings: for example, raters' self-efficacy (see [11], self-monitoring (see [7], [8], [12], [13]) and rater trust or confidence in the appraisal system (see [8], [14]). A frequently studied factor is rater orientation to performance appraisal such as PAD (see [8] and [15]- [17].…”

Section: A Performance Appraisal System Studiesmentioning

confidence: 99%

“…A frequently studied factor is rater orientation to performance appraisal such as PAD (see [8] and [15]- [17]. Others have focused on accountability (see [10], [14]; PSK [18], perceived use(s) of performance appraisal [19], perceived effectiveness of performance appraisal [20]. The amount and level of training received and experience on the task are also said to be factors that influence rating accuracy [21].…”

Section: A Performance Appraisal System Studiesmentioning

confidence: 99%

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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: A Performance Appraisal System Studiesmentioning

confidence: 99%

Section: A Performance Appraisal System Studiesmentioning

confidence: 99%

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Hii¹,

Ahmad²

2015

IJSSH

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“…Additional findings indicate that leaders who are seen as challenging the status quo and encouraging subordinates' independent action are rated lower by their supervisor managers although their subordinates may rate them higher (Salam, Cox, & Sims, 1997); that supervisors generally have the greatest influence on rater compliance with rating procedures (Robinson, Fink, & Allen, 1996); that highly influential supervisors generally rate those employees that are highly compliant more favorably (Ralston & Waters, 1996); that assignees are generally rated more favorably by supervisors from the same nationality or race (Caligiuri & Day, 2000;Mount, Sytsma, Hazucha, & Holt, 1997); and that there is a tendency for supervisors to inflate subordinate ratings associated with high rater negative affectivity, low documentation of subordinates' work behaviors, and high appraisal visibility (Fried, Levi, Ben-David, & Tiegs, 1999). Interestingly there were three additional studies that focused specifically on communication issues.…”

Section: Ratermentioning

confidence: 99%

A Review, an Integration, and a Critique of Cross-Disciplinary Research on Performance Appraisals, Evaluations, and Feedback: 1980-1990

Wanguri

1995

Journal of Business Communication

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Performance related pay and the performance appraisal system continue to have a strong presence in corporate America. The presence of the performance appraisal system ranges from more traditional paper-and-pen systems to the emergence of eAppraisal, a web-based software designed by Halogen to facilitate the appraisal process. The current study investigates trends in this area. Ninety-eight empirical studies on performance appraisals, published between 1990 and 2000, in business, communication, and psychology journals, were reviewed and integrated. This review examined published empirical studies in four categories: performance appraisal systems and practices, rating instruments, raters, and ratees. Results of this synthesis revealed the following: (a) Effective performance appraisal systems feature opportunities for employee "voice"; (b) PRP systems are being implemented with increasing frequency internationally; (c) BOS are superior to BARS and GRS in terms of goal specificity; (d) all types of appraisal systems are subject to rating distortion; (e) multirater, SAM, and peer review feedback programs should be used most frequently for developmental purposes and performance improvement; (f) perceived accuracy of performance feedback is an important component of the evaluation process; (g) acceptance of subordinate feedback is related to subordinate awareness of the supervisor's job; (h) supervisors tend to rate more favorably subordinates from the same nationality or race; (i) organizations should consider culture in terms of human resource development; and (j) variables that affect perceptions of ratees include age, power, pregnancy, and smoking habits. These findings reflected the following five trends: (a) quantitative studies that investigated counterrational dimensions in the performance appraisal process, (b) quantitative studies that investigated interaction effects between rater and ratee characteristics, (c) quantitative studies that investigated preferences of raters and ratees, (d) quantitative studies that investigated communication transactions, and (e) quantitative studies that investigated international applications. The researcher recommends continued research in the areas of counterrational dimensions, interaction effects, participant preferences, communication transactions, and international applications of the performance appraisal process. Wa n g u r i , D . M . ( 2 0 1 4 ) . A R e v i e w, a n I n t e g r a t i o n , a n d a C r i t i q u e o f C r o s s -D i s c i p l i n a r y R e s e a r c h o n P e r f o r m a n c e

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The Influence of Organizational Constituent Groups on Rater Attitudes toward Performance Appraisal Compliance

Cited by 2 publications

References 8 publications

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

A Review, an Integration, and a Critique of Cross-Disciplinary Research on Performance Appraisals, Evaluations, and Feedback: 1980-1990

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