Understanding Performance Appraisal: Social, Organizational, and Goal-Based Perspectives
Based on a previous book by the same authors, Understanding Performance Appraisal delineates a social-psychological model of the appraisal process that emphasizes the goals pursued by raters, ratees, and the various users of performance appraisal. The authors apply this goal-oriented perspective to developing, implementing, and evaluating performance appraisal systems. This perspective also emphasizes the context in which appraisal occurs and demonstrates that the shortcomings of performance appraisal are in fact sensible adaptations to its various requirements, pressures, and demands. Relevant research is summarized and recommendations are offered for future research and applications. Graduate-level students, organizational development consultants and trainers, human resource managers, faculty and scholars, and psychologists in human resource management as well as other professionals who conduct research on performance appraisal programs will find this book not only interesting but also a valuable resource.
Was andere dazu sagen - Rezension schreiben
Es wurden keine Rezensionen gefunden.
Purposes of Performance Appraisals
Obtaining Information About Performance
Standards for Judging Performance
Processes in Evaluative Judgment
l2 Does Performance Appraisal
of Work and Organizations
I4 Designing Implementing
l5 Directions for Research and Practice
Employee Comparison Methods
Andere Ausgaben - Alle anzeigen
accurate ratings ance appraisal Applied Psychology appraisal process assessment Balzer Bernardin Chapter Cleveland construct validity context correlation criteria decisions defined DeNisi dimensions discriminant validity effects employees environment evaluating performance example external factors Feldman function halo Hillsdale Ilgen important increase indifference curve individual influence interpersonal involved job performance Journal of Applied judgments Landy & Farr Lawler Longenecker low ratings Management by Objectives measures methods motivation multiple Murphy negative norms noted observation organization's Organizational Behavior outcomes PA system peers perceived perceptions performance appraisal system performance evaluation performance levels performance ratings performance standards person Personnel Psychology poor performance probably problem promotion psychometric rater errors rater goals raters and ratees rating accuracy rating inflation rating scales relevant rewards role situation social Social Psychology sources specific strategy studies subordinates suggests supervisor task telecommuting theory tion upward feedback validity variables versus workers workgroup
Seite 443 - Balzer, WK (1986). Biases in the recording of performance-related information: The effects of initial impression and centrality of the appraisal task. Organizational Behavior and Human Decision Processes, 37, 329-347. Balzer, WK, & Sulsky, LM (1992).