Understanding Performance Appraisal: Social, Organizational, and Goal-Based PerspectivesA social-psychological model of organizational appraisal processes which emphasizes the goals pursued by raters, ratees and other users of performance appraisal is described in this book. The authors suggest ways in which this goal-oriented perspective might be applied in developing, implementing and evaluating performance appraisal systems. The model emphasizes the context in which appraisal occurs and takes as a starting point the assumption that many of the apparent shortcomings of performance are, in fact, sensible adaptations to the various requirements, pressures and demands of that context. |
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Inhalt
Introduction | 1 |
Performance Appraisal | 13 |
Environmental Influences | 31 |
Organizational Influences | 57 |
Purposes of Performance Appraisals | 87 |
Obtaining Information About Performance | 110 |
Standards for Judging Performance | 148 |
Processes in Evaluative Judgment | 182 |
Does Performance Appraisal | 324 |
of Work and Organizations | 349 |
Designing Implementing | 379 |
Directions for Research and Practice | 406 |
Judgment | 412 |
Evaluation | 422 |
Appendix | 433 |
Employee Comparison Methods | 439 |
Rater Goals | 215 |
Rater Motivation | 241 |
Error and Accuracy Measures | 267 |
Criteria That Reflect the Uses of Ratings | 299 |
484 | |
497 | |
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Häufige Begriffe und Wortgruppen
acceptable accuracy accurate actual applied appraisal system aspects assessing attention average behavior believe Chapter Cleveland cognitive communication concerned considered context criteria decisions defined depend described determine dimensions direct discussed effects employees environment error estimates evaluation evidence example expected external factors feedback function give goals halo identify important increase indicate individual inflation influence involved job performance judgments lead less levels managers mean measures methods motivation Murphy needed negative norms noted objective observation obtained organization organizational outcomes particular perceived performance appraisal person poor performance positive possible practice present probably problem promotion question range raters ratings reasons receive refers relevant reports represent require rewards role scale Second similar situation social sources specific standards structure studies subordinates suggests supervisor Table task theory tion true typically utility validity values variables workers
Beliebte Passagen
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).