The Relationship Among Perceptual Similarity, Sex, and Performance Ratings in Manager-Subordinate Dyads.

1983 ◽  
Vol 26 (1) ◽  
pp. 129-139 ◽  
Author(s):  
E. D. Pulakos ◽  
K. N. Wexley
Keyword(s):  
Performance Ratings ◽  
Perceptual Similarity ◽  
And Performance ◽  
The Relationship

Academic Job Involvement and Performance: Another Look

1985 ◽  
Vol 57 (3) ◽  
pp. 1007-1012 ◽  
Author(s):  
Samuel Rabinowitz
Keyword(s):  
Business Students ◽  
Job Involvement ◽  
Performance Ratings ◽  
Final Grade ◽  
Upper Level ◽  
And Performance ◽  
The Relationship

The relationship between academic job involvement and performance was explored in a sample of 80 upper-level business students. Data relating to academic job involvement (a modification of a job-involvement measure), final grade, GPA, performance ratings for self and peers, number of absences, and effort were collected. Significant correlations were .24 between academic job involvement and final grade, -.26 number of absences, and .34 effort. These results are discussed in light of prior research and implications for further exploration are identified.

Effect of Reciprocal Leniency on the Relation between Consideration Scores from the Leader Behavior Description Questionnaire and Performance Ratings

1987 ◽  
Vol 60 (2) ◽  
pp. 479-487 ◽  
Author(s):  
H. John Bernardin
Keyword(s):  
Leader Behavior ◽  
Response Style ◽  
Performance Ratings ◽  
Questionnaire Form ◽  
Behavior Description ◽  
And Performance ◽  
The Relationship

This study tested the hypothesis that “reciprocal leniency” moderated the relationship between Consideration scores on the Leader Behavior Description Questionnaire—Form XII and performance ratings. Reciprocal leniency was defined as a response style in which scores on the questionnaire are affected by harsh, lenient, or fair ratings made by the supervisor. Results partially supported the hypothesis.

Perceived Goal-Difficulty, Locus of Control, and Performance Ratings

1988 ◽  
Vol 63 (2) ◽  
pp. 475-482 ◽  
Author(s):  
William J. Bigoness ◽  
Kimberlee M. Keef ◽  
Philip B. Du Bose
Keyword(s):  
Locus Of Control ◽  
Performance Ratings ◽  
Inverse Relation ◽  
Significant Relation ◽  
Entire Sample ◽  
Control Scale ◽  
Goal Difficulty ◽  
Nurses Perceptions ◽  
And Performance ◽  
The Relationship

This study examined the moderating effect of locus of control upon the relationship between perceived goal-difficulty and performance ratings. Across the entire sample of 108 registered nurses, perceived goal difficulty was not significantly related to performance, whether assessed by self-ratings or supervisors' ratings. Locus of control, however, significantly moderated the relation between perceived goal-difficulty and self-ratings of performance. Among nurses who scored lower on the locus of control scale, indicating an internal orientation, there was a positive and statistically significant relation between perceived goal-difficulty and self-ratings of performance. On the other hand, among nurses scoring higher on the locus of control scale, indicating an external orientation, there was an inverse relation between perceived goal difficulty and self-ratings of performance. In addition, locus of control was weakly associated with supervisors' evaluations, self-evaluations, and nurses' perceptions of goal-difficulty. Magnitudes of rs ranged from −.19 to .15.

A Meta-Analysis of the Relationship Between Rater Liking and Performance Ratings

2013 ◽  
Vol 26 (5) ◽  
pp. 409-429 ◽  
Author(s):  
Ashley W. Sutton ◽  
Sean P. Baldwin ◽  
Lauren Wood ◽  
Brian J. Hoffman
Keyword(s):  
Meta Analysis ◽  
Performance Ratings ◽  
And Performance ◽  
The Relationship

Employee performance appraisals

2019 ◽  
Vol 27 (5) ◽  
pp. 38-40
Keyword(s):  
Employee Performance ◽  
Performance Appraisals ◽  
Performance Ratings ◽  
Content Type ◽  
The Social ◽  
Pertinent Information ◽  
And Performance ◽  
The Individual ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Traditional ritualistic annual appraisals are no longer favored, with many companies loosening the relationship between performance ratings and pay. The social and psychological aspects of appraisals are often overlooked. A balance of informal and formal processes is important, with continual feedback and dialogue. The skillset of managers is key to ensuring employees feel satisfied with the process and view outcomes as being fair. A good employment relationship thus leads to increased employee cooperation and performance, and increased outcomes for both the individual and the organization. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The Influence of a Merit Pay Guide Chart on Employee Attitudes toward Pay at a Transit Authority

1996 ◽  
Vol 25 (1) ◽  
pp. 103-117 ◽  
Author(s):  
K. Dow Scott ◽  
Steven E. Markham ◽  
Michael J. Vest
Keyword(s):  
Regression Analysis ◽  
Merit Pay ◽  
Employee Attitudes ◽  
Performance Ratings ◽  
Future Research ◽  
Pay Satisfaction ◽  
The Public ◽  
And Performance ◽  
The Impact ◽  
The Relationship

The influence of the merit pay guide chart on managerial, professional, technical, and clerical attitudes toward pay is examined in a large transit authority. Although findings indicate that both instrumentality and merit pay satisfaction are influenced by a merit pay guide chart (i.e. position in range and performance ratings) and the size merit increases, the relationship are not necessarily in the predicted direction. Regression analysis indicated that the impact of guide chart ratings on merit pay satisfaction is considerably more than on instrumentality belief. Employees who received merit increases larger than suggested by the guide chart are more satisfied with their merit pay increase than those who receive what is specified or less than what is specified. Implications for future research and compensation practices in the public sector are discussed.

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