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
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Seite 123
... subordinates are unlikely to spend that time in passive observation . Rather , they are likely to have definite goals when observing subordinates ' performance and are likely to use observa- tion as a means of answering specific ...
... subordinates are unlikely to spend that time in passive observation . Rather , they are likely to have definite goals when observing subordinates ' performance and are likely to use observa- tion as a means of answering specific ...
Seite 136
... Subordinates as Sources Involving subordinates in evaluation is a potentially serious violation of the status hierarchy ( Dornbusch & Scott , 1975 ; Thompson , 1967 ) . There is evidence that both subordinates and superiors are ...
... Subordinates as Sources Involving subordinates in evaluation is a potentially serious violation of the status hierarchy ( Dornbusch & Scott , 1975 ; Thompson , 1967 ) . There is evidence that both subordinates and superiors are ...
Seite 172
... subordinates and supervisors are likely to have different standards . In general , the answer seems to be yes ( Long , 1986 ) . Supervisors and subordinates clearly disagree in their assessments of subordinate perform- ance ( see ...
... subordinates and supervisors are likely to have different standards . In general , the answer seems to be yes ( Long , 1986 ) . Supervisors and subordinates clearly disagree in their assessments of subordinate perform- ance ( see ...
Inhalt
Introduction | 1 |
Performance Appraisal | 13 |
Environmental Influences | 31 |
Urheberrecht | |
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Häufige Begriffe und Wortgruppen
accurate ratings anchoring and adjustment Applied Psychology appraisal process assessment Balzer Bobko Chapter Cleveland construct validity context contrast effects correlations criteria criterion decisions defined DeNisi dimensions discriminant validity effects employees environment evaluating performance example external factors feedback Feldman Ilgen impact important in-group increase indifference curve individual influence interpersonal involved job performance Journal of Applied judgment Landy & Farr Lawler leniency long-term memory Longenecker low ratings Management by Objectives managers motivation multiple Murphy negative norms noted observation organization's organizational Organizational Behavior out-group outcomes PA system peers perceived perceptions performance appraisal system performance levels performance ratings performance standards person personnel poor performance probably problem promotion psychometric purpose of rating rater errors rater goals raters and ratees rating accuracy rating inflation relevant rewards role scale social sources specific strategy studies subordinates suggests supervisor task theory tion upward feedback validity values variables versus workers workgroup