A Study of Employee Performance Appraisal Systems in State Governments

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

doi:10.1177/027507407901300404

Cited by 2 publications

(1 citation statement)

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“…6 On the state level, one study found there to be broad and deep receptivity among state employees and supervisors to a performance ap praisal system , even though another study found employee performance appraisal systems to be inadequate in most cities and states surveyed. 7 For these reasons performance apprais al can be expected to occupy an increasingly central and crucial role in both public and pri vate organizations in the 1980's. 8 Yet despite these strong pressures, managers are often reluctant and anxious about the appraisal interview.…”

Section: Environmental Pressures Increasing the Use Of Performance Apmentioning

confidence: 99%

Effective Communication in the Performance Appraisal Interview

Kikoski

Litterer

1983

Public Personnel Management

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P erformance appraisal appears to be a simple management tool. Yet experience dem onstrates just the opposite. That members of an organization should know how they are performing is obvious. And that superiors should tell subordinates about their performance is equally obvious. Yet some superiors avoid this crucial task, while others ex perience anxiety and discomfort doing it. 1 There has been considerable progress in improving the instruments of performance ap praisal systems. The early, openly subjective judgment of personal traits has been replaced by decades of effort which strains toward today's more objective evaluation of job expectanries and performance. More traditional graphic rating scales, and rankings and checklists have been supplanted by field reviews, more sophisticated forced-choice questionnaires, and listings of critical incidents. More recently, assessment centers and management by objec tives have come into use. Most recently, behaviorally anchored rating scales have come to be utilized.Yet a paradox exists. A review of the literature indicates that much of the research and publications in this area have focused upon the empirical means by which to appraise per formance-the development of the methodologies and the construction of the instruments by which to more objectively and validly measure employee performance. But despite considera ble progress in a number of these areas, the delivery of performance appraisal still tends to be resisted, if not avoided by many managers. For the central source of difficulty still re mains. This occurs when the manager sits down to review face-to-face his subordinate's per formance. The appraisal interview itself is the Achilles' heel of the entire process.

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Section: Environmental Pressures Increasing the Use Of Performance Apmentioning

confidence: 99%