Understanding Performance Appraisal: Social, Organizational, and Goal-Based PerspectivesSAGE Publications, 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
Ergebnisse 1-3 von 82
Seite 135
... sources will either bypass the natural lines of authority ( evaluations from upper management ) , circumvent them ... sources other than the supervisor ( especially sources at or below the level of the person being evaluated ) in ...
... sources will either bypass the natural lines of authority ( evaluations from upper management ) , circumvent them ... sources other than the supervisor ( especially sources at or below the level of the person being evaluated ) in ...
Seite 143
... sources will often disagree . We do not regard this disagreement as a problem to be resolved but rather as an indication of the benefit of multiple sources . If all sources agreed , there would be no reason to collect information from ...
... sources will often disagree . We do not regard this disagreement as a problem to be resolved but rather as an indication of the benefit of multiple sources . If all sources agreed , there would be no reason to collect information from ...
Seite 144
... sources may have insights regarding an individual's strengths and weaknesses but peers may represent the single best informed source . Disagreement among sources may depend on the structure of the organi- zation . For example , some ...
... sources may have insights regarding an individual's strengths and weaknesses but peers may represent the single best informed source . Disagreement among sources may depend on the structure of the organi- zation . For example , some ...
Inhalt
Introduction | 1 |
Performance Appraisal | 13 |
SupervisorSubordinate Relationship | 40 |
Urheberrecht | |
20 weitere Abschnitte werden nicht angezeigt.
Andere Ausgaben - Alle anzeigen
Häufige Begriffe und Wortgruppen
accurate ratings ance anchoring and adjustment appraisal process assessment average Balzer Bobko Chapter Cleveland construct validity context contrast effects correlations criteria defined DeNisi dimensions discriminant validity effects employees environment evaluating performance example external factors feedback important in-group indifference curve individual influence interpersonal involve job analysis job performance Journal of Applied judgment Landy & Farr leniency long-term memory Longenecker low ratings Management by Objectives managers motivation multiple Murphy negative norms noted observation operational definitions organization organization's organizational Organizational Behavior out-group outcomes PA system peers performance appraisal system performance levels performance ratings performance standards person personnel poor performance probably problem promotion psychometric purpose of rating rater errors rater goals rating accuracy rating inflation relevant rewards role scale situation sources specific strategy studies suggests Sulsky task theory tion true halo true scores typically upward feedback utility validity values variables versus workers workgroup