Understanding Performance Appraisal: Social, Organizational, and Goal-Based PerspectivesSAGE, 03.01.1995 - 502 Seiten 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. |
Im Buch
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... Organization ? 324 How Appraisal Can Help the Organization 326 Increasing the Quality of Organizational Decisions Increasing the Quality of Individual Decisions Enhancing Attachments Between 326 327 the Organization and Its Members 329 ...
... Organization ? 324 How Appraisal Can Help the Organization 326 Increasing the Quality of Organizational Decisions Increasing the Quality of Individual Decisions Enhancing Attachments Between 326 327 the Organization and Its Members 329 ...
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Inhalt
Introduction | 1 |
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 |
Rater Goals | 215 |
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 Motivation | 241 |
Error and Accuracy Measures | 267 |
Criteria That Reflect the Uses of Ratings | 299 |
484 | |
497 | |
Andere Ausgaben - Alle anzeigen
Häufige Begriffe und Wortgruppen
accurate ratings ance appraisal anchoring and adjustment Applied Psychology appraisal process assessment Balzer Bobko Chapter Cleveland construct validity context correlation criteria decisions defined DeNisi dimensions discriminant validity effects employees environment evaluating performance example external factors Feldman function halo Ilgen important increase indifference curve individual influence interpersonal involved job performance Journal of Applied judgment Landy & Farr Longenecker low ratings Management by Objectives managers 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 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
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).