The Future of Performance Ratings: Collected Thoughts From Six Emerging Scholars

2016 ◽  
Vol 9 (2) ◽  
pp. 334-337
Author(s):  
Andrew M. Bleckman ◽  
Sarah N. Guarino ◽  
Wesley Russell ◽  
Eileen C. Toomey ◽  
Paul M. Werth ◽  
...  
Keyword(s):  
Performance Appraisal ◽  
Work Performance ◽  
Performance Ratings ◽  
Final Examination ◽  
Next Generation ◽  
General Survey ◽  
The Future ◽  
And Performance ◽  
Appraisal Processes

During the fall 2015 semester, I (i.e., the last author of this response) taught a doctoral seminar on performance appraisal. Although this course was a general survey of research and theory regarding work performance and performance appraisal processes and methods, we also talked extensively about the value of performance ratings to organizations, raters, and ratees. It was indeed serendipitous that this focal article came out when it did. As part of the final examination requirements (and, admittedly, as a pedagogical experiment), I asked the six PhD students in this course (i.e., the first six authors of this response) to read and respond to the Adler et al. (2016) debate regarding the relative merits of performance ratings. To highlight the perspectives of this next generation of industrial and organizational psychologists, I have collected here various representative comments offered by each of these emerging scholars on this issue.

scholarly journals Mediating Effects of Job Satisfaction and Organizational Commitment between Problems with Performance Appraisal and Organizational Citizenship Behavior

2020 ◽  
Vol 6 (3) ◽  
pp. 64 ◽  
Author(s):  
Khahan Na-Nan ◽  
Suteeluck Kanthong ◽  
Jamnean Joungtrakul ◽  
Ian David Smith
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Citizenship Behavior ◽  
And Performance

The objective of this study was to test the developed models with empirical evidence regarding job satisfaction (JS) and organizational commitment (OC) as mediators and influential variables concerning problems with performance appraisal and organizational citizenship behavior (OCB). The sample consisted of 450 employees who worked at the operational level in automobile parts manufacturing companies in the Navanakorn Industrial Estate, Thailand. The study’s instrument was applied from previous research and verified for content validity and reliability before collecting the data. Structural equation analysis of 5000 rounds of bootstrapping was used to examine the model developed from the empirical data and the influence of problem variables in appraising work performance. The developed model fitted well with the empirical evidence. JS and OC were identified as mediators among problem variables in appraising performance and OCB, while problem variables in appraising work performance influenced OCB through JS and OC. Findings from this study expand our knowledge of this field and are useful for effective human resource management and performance appraisal. The developed model explains the phenomena of problems with performance appraisal concerning fairness, JS, OC, and OCB. JS and OC are useful mediators to explain and expand knowledge in human resource management and performance appraisal.

Aplikasi Perekrutan dan Penilaian Karyawan Berbasis Web pada PT. XYZ

2018 ◽  
Vol 8 (2) ◽  
pp. 74-80
Author(s):  
Ririn Ikana Desanti ◽  
Andree E. Widjaja
Keyword(s):  
Performance Appraisal ◽  
Application Development ◽  
Analytic Hierarchy ◽  
Web Based ◽  
Employee Recruitment ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
And Performance ◽  
Appraisal Processes ◽  
Hierarchy Process

In a company, the process of employees recruitment and performance appraisal are very crucial. The recruitment is the first process which selects the potential employees that would meet the company’s pre-defined criteria. Meanwhile, the performance appraisal is a way to evaluate employees’ performances whether or not the employees have achieved the company’s goals. In PT. XYZ, both employee recruitment and performance appraisal processes were manually conducted. This manual process were indeed proned to many mistakes and unfair decisions. For that reason, an information system is indispensable to support the aforementioned processes. In this study, we have developed a web-based application which can support the recruitment and performance appraisal process. UML diagram version 2.4 and Rapid Application Development (RAD) with prototyping method were employed to support the development of our application. Analytic Hierarchy Process (AHP) method were also embedded in our application to select and rank the applicants based on several criteria in a more objective manner. The result of this study is a fully functional web-based application which is able to support, automate, as well as accelerate the recruitment and performance appraisal process at PT. XYZ. Index Terms—Recruitment, Performance Appraisal, Web-based Application, Analytical Hierarchy Process

Alcohol Abuse and Performance Appraisal Ratings

1989 ◽  
Vol 65 (3_suppl2) ◽  
pp. 1219-1224 ◽  
Author(s):  
James L. Jordan ◽  
Deovina B. Nasis
Keyword(s):  
Alcohol Abuse ◽  
Performance Appraisal ◽  
Performance Ratings ◽  
Male And Female ◽  
And Performance ◽  
Adult Volunteers

274 adult volunteers completed a questionnaire concerning how different behaviors and emotions, which may be attributed to alcohol abuse, would affect their performance appraisal ratings of an individual who exhibited those behaviors or emotions. The appearance of behaviors and emotions that might signify alcohol abuse resulted in lower ratings. There was no difference between supervising and non-supervising raters or between male and female raters. Problems in permitting the symptoms to affect performance ratings are discussed.

Efficiency Ratings and Performance Appraisals in the United States Federal Government

2016 ◽  
Vol 9 (2) ◽  
pp. 270-275
Author(s):  
Thomas A. Stetz ◽  
Todd L. Chmielewski
Keyword(s):  
Federal Government ◽  
Performance Appraisal ◽  
The United States ◽  
Performance Appraisals ◽  
Performance Ratings ◽  
Current State ◽  
Appraisal Systems ◽  
And Performance ◽  
State Of Affairs ◽  
United States Federal Government

As industrial–organizational (I-O) psychologists and longtime employees, we have developed and implemented appraisal systems and have been subjected to and have subjected others to appraisals. We have thus viewed performance appraisals from all angles, seeing the good, the bad, and the downright ugly. We believe that all of the points discussed by Adler et al. (2016) about retaining or eliminating performance ratings have merit and address the realities of the current state of affairs in performance appraisal practice and research. However, as Wiese and Buckley (1998) point out, organizations survived quite well for centuries without formal appraisal systems, which raises the question, “Why do formal performance appraisal systems exist?” One inescapable yet surprisingly undiscussed reason is that it is a legal and/or regulatory mandate for 4,185,000 U.S. federal government employees (Office of Personnel Management, 2015a). Eliminating performance ratings for these workers would literally require an act of Congress.

Perspectives on the Relationship Between Job Performance and Ratings of Job Performance

2008 ◽  
Vol 1 (2) ◽  
pp. 197-205 ◽  
Author(s):  
Kevin R. Murphy
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Performance Ratings ◽  
Future Research ◽  
Research And Practice ◽  
Organizational Interventions ◽  
Psychometric Models ◽  
And Performance ◽  
The Relationship ◽  
Dynamic Phenomena

The comments and suggestions prompted by K. R. Murphy’s (2008) description of alternate models of the relationship between job performance and ratings of job performance reflect 3 broad themes: (a) the relationship between performance appraisal and performance measurement, (b) the best psychometric models for understanding performance ratings, and (c) the appropriateness of static measures for dynamic phenomena. This paper comments on these 3 themes and suggests directions for future research and practice in performance appraisal that focuses on rater goals, organizational interventions to improve the accuracy and value of ratings, and assessments of the value of performance ratings as criteria.

scholarly journals Impact of performance appraisal reactions on affective organizational commitment and work performance

2017 ◽  
Vol 4 (3) ◽  
pp. 1-6 ◽  
Author(s):  
Kamil Husain
Keyword(s):  
Organizational Commitment ◽  
Performance Appraisal ◽  
Work Performance ◽  
Banking Sector ◽  
Positive Impact ◽  
Capital City ◽  
Affective Organizational Commitment ◽  
And Performance ◽  
High Level ◽  
The Relationship

The objective of the study is to examine the relationship between performance appraisal reactions and employees’ outcome in terms of affective organizational commitment and work performance in Pakistan’s 5 largest banks, which is situated at federal capital city, Islamabad, by using a data of 101 banking employees. The results of the survey show that performance appraisal reaction has a positive impact on organizational commitment, while it has a significant impact on work performance only for those employees whom have been receiving a high level of perceived regular feedback. This positivity describes the importance of performance appraisal reactions in high level of work performance, which was mediated by regular feedback. The results suggest that formal performance appraisal cannot compensate for low levels of regular feedback. The results derive substantial evidence of work performance by organizational commitment and performance appraisal in banking sector.

scholarly journals Pengaruh Persepsi Keadilan Distributif pada Penilaian Kinerja Terhadap Kinerja Karyawan yang Dimediasi oleh Kepuasan Penilaian Kinerja di PT. Dok dan Perkapalan Surabaya

2016 ◽  
Vol 5 (1) ◽  
pp. 1
Author(s):  
Fajru Achmi Fauziah Anang Kistyanto
Keyword(s):  
Distributive Justice ◽  
Path Analysis ◽  
Performance Appraisal ◽  
Direct Effect ◽  
Random Sampling ◽  
Work Performance ◽  
Simple Random Sampling ◽  
Analysis Method ◽  
And Performance ◽  
Performance Appraisal Satisfaction

The purpose of this research is to examine and analyze the effect of distributive justice onperformance appraisal to work performance through performance appraisal satisfaction (study onPT. Dok dan Perkapalan Surabaya). This type of research is a causality research studies, with thequantitative approach. This research was using simple random sampling. This research used asample of 137 respondents was drawn from employees of PT. Dok dan Perkapalan Surabaya inProduction Department. The result was based on path analysis method showed that there was asignificant direct effect distributive justice on performance appraisal to performance appraisalsatisfaction and performance appraisal satisfaction to work performance. But there was notsignificant direct effect distributive justice of performance appraisal on work performance. 

The Relation Between Financial Incentives, Motivation, and Performance

2017 ◽  
Vol 16 (2) ◽  
pp. 61-76 ◽  
Author(s):  
Anaïs Thibault Landry ◽  
Marylène Gagné ◽  
Jacques Forest ◽  
Sylvie Guerrero ◽  
Michel Séguin ◽  
...  
Keyword(s):  
Financial Incentives ◽  
Work Performance ◽  
Autonomous Motivation ◽  
Compensation Plans ◽  
Work Settings ◽  
Path Analyses ◽  
Three Samples ◽  
And Performance ◽  
Performance Results

Abstract. To this day, researchers are debating the adequacy of using financial incentives to bolster performance in work settings. Our goal was to contribute to current understanding by considering the moderating role of distributive justice in the relation between financial incentives, motivation, and performance. Based on self-determination theory, we hypothesized that when bonuses are fairly distributed, using financial incentives makes employees feel more competent and autonomous, which in turn fosters greater autonomous motivation and lower controlled motivation, and better work performance. Results from path analyses in three samples supported our hypotheses, suggesting that the effect of financial incentives is contextual, and that compensation plans using financial incentives and bonuses can be effective when properly managed.

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