A Study of Employee Appraisal Systems of Major Cities in the United States

Lacho, Kenneth J.; Stearns, G. Kent; Villere, Maurice F.

doi:10.1177/009102607900800206

Cited by 22 publications

(10 citation statements)

References 1 publication

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“…The councillors also take a short-term perspective and do not project the performance requirements of a CEO far enough into the future. The imprecise and inconsistent nature of performance evaluation is consistently cited as a significant process limitation (Lacho, Stearns and Villere 1979;Hatry 1981;Moore and Staton 1981).…”

Section: Nature Of Performance Evaluation Processmentioning

confidence: 99%

“…These two findings may be related but they may also be linked to the difficulty of quantification and accuracy in performance measures. Lacho, Stearns and Villere (1979) are of the view that termination decisions based on inaccurate measures may leave the organisation open to legal action.…”

Section: Impact Of Performance Evaluation On Hr Factorsmentioning

confidence: 99%

“…Daley (1992), in a study of North Carolina municipalities, found only marginal use of PA evidence for dismissal decisions 'most probably because they may lead to grievances or even to litigation' (Daley 1992, 44). Similarly, concern is raised in other studies regarding the accuracy of measuring job factors (Lacho, Stearns and Villere 1979;Hatry 1981;Moore and Staton 1981), the potential legal implications of basing termination and reward decisions on performance measures (Lacho, Stearns and Villere 1979), and whether the intent of the process is judgmental or developmental (Daley 1992).…”

mentioning

confidence: 99%

“…Key benefits of evaluation were identified as participation (Moore and Staton 1981), feedback (Ammons 1987) and goal clarity (Moore and Staton 1981). Negatives included difficulties in developing objectives (Lacho, Stearns and Villere 1979;Hatry 1981;Moore and Staton 1981), a lack of service efficiency objectives (Hatry 1981) and its limited purpose in staff development and training (Lacho, Stearns and Villere 1979;Daley 1992). Many observers identified that greater benefits were achieved through more collaborative (Moore and Staton 1981;Ammons 1987) and more frequent evaluations (more than one a year) (Ammons 1987;Daley 1992).…”

mentioning

confidence: 99%

“…In contrast, it has been the norm for well over 20 years in many local government administrations in the United States (US) (Lacho, Stearns and Whelan 1991) and more recently in the United Kingdom (Keen and Vickerstaff 1997) 4 and Europe (Hegewisch and Larsen 1996). For example, performance appraisal (PA) has been used to determine merit pay rises, promotion, dismissal and demotion (Lacho, Stearns and Villere 1979;Roberts 1995;Roberts and Pavlak 1996).…”

mentioning

confidence: 99%

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Performance Contract Management in Regional Local Government - Victoria

Pullin

Haidar

2003

asia pac j hum res

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The Victorian Local Government Act, 1989 introduced fixed-term performance contracts for all senior management staff. As a result, issues such as promotion, training, remuneration and contract renewal can now be directly influenced by performance evaluation. This paper examines the performance evaluation process in practice in order to determine its outcomes. We found considerable commitment by CEOs and senior officers to the system but quantitative outcomes were more difficult to identify. The study is set in six local government units in Gippsland, Victoria.

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Section: Nature Of Performance Evaluation Processmentioning

confidence: 99%

Section: Impact Of Performance Evaluation On Hr Factorsmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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Performance Contract Management in Regional Local Government - Victoria

Pullin

Haidar

2003

asia pac j hum res

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Application of the multitrait-multirater approach to performance appraisal in social service organizations

Malka¹

1990

Evaluation and Program Planning

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Understanding frame-of-reference training: The impact of training on the recall of performance information.

Woehr¹

1994

Journal of Applied Psychology

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Research on the cognitive mechanisms underlying frame-of-reference (FOR) rater training is extended by examining the impact of FOR training on the recall of performance information. It was hypothesized that the shared performance schema fostered by FOR training would serve as the basis for information processing, resulting in better recall for behavioral performance information as well as more accurate ratings of individual ratees. FOR-trained subjects (A" = 174) produced more accurate performance ratings, as measured by L. Cronbach's (1955) differential accuracy and differential elevation components, than did control-trained subjects (N = 142). FOR-trained subjects also recalled more behaviors, representing more performance dimensions, and exhibited less evaluative clustering and a larger relationship between memory and judgment. No differences were found between control and FOR subjects on measures of recognition accuracy. Implications for the evaluative judgment process are discussed. Special thanks go to Sylvia Roch for all of her assistance on this article.

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A Study of Employee Appraisal Systems of Major Cities in the United States

Cited by 22 publications

References 1 publication

Performance Contract Management in Regional Local Government - Victoria

Performance Contract Management in Regional Local Government - Victoria

Application of the multitrait-multirater approach to performance appraisal in social service organizations

Understanding frame-of-reference training: The impact of training on the recall of performance information.

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