An exploratory assessment of the purposes of performance appraisals in north and central america and the pacific rim

Milliman, John; Nason, Stephen W.; Zhu, Cherrìe Jiuhua; Cieri, Helen De

doi:10.1002/hrm.10021

Cited by 58 publications

(23 citation statements)

References 20 publications

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“…For that reason, we assume that one of the aims of performance appraisal is establishing and enhancing trust between employees and the organization. Thus, positive interactions and reciprocities between employees and the organization concerning performance appraisal are more important than any other institutional factors (Milliman, Nason, Zhu, & De Cieri, 2002). To be specific, studies empirically find a strong and positive relationship between perceived developmental performance appraisal use (e.g., performance feedback and identifying ratees’ training needs) and ratees’ performance appraisal acceptance or satisfaction (Boswell & Boudreau, 2000; Dipboye & de Pontbriand, 1981; Gosselin, Werner, & Halle, 1997).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies

Harrington

Lee

2014

Public Personnel Management

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While the recent literature acknowledges the importance of performance appraisal fairness in high-performing organizations, one of the major challenges facing human resource management (HRM) is establishing both an effective and a fair performance appraisal system; yet little is known about the key organizational and psychological factors that affect employees’ perception of performance appraisal fairness, especially in public organizations. In regards to employees’ perception of performance appraisal fairness, most studies have focused on the structural factors rather than the cognitive or psychological perspectives. Particularly, one of the key overlooked factors driving employees’ perceived fairness of performance appraisal is psychological contract fulfillment, which describes the expectations between an employee and the employer and what each gives and expects in return from the other. This study examines whether psychological contract fulfillments are associated with employees’ perceived fairness of performance appraisals in U.S. federal agencies. Using the Federal Employee Viewpoint Survey, this study finds that psychological contract fulfillments have a positive impact on federal employees’ perceived fairness of performance appraisals.

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Section: Theoretical Frameworkmentioning

confidence: 99%

What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies

Harrington

Lee

2014

Public Personnel Management

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“…Likewise, appraisees are also not always happy with the PASs. They generally show dissatisfaction toward the appraisal process and also to other human resource (HR) decisions which are made on the basis of appraisal ratings (Milliman, Nason, Zhu, & De Cieri, 2002). If employees perceive PAS unfair or they have negative attitudes toward the system, then there is a great possibility for development of such attitudes toward the whole organization (Whiting & Kline, 2007).…”

Section: Introductionmentioning

confidence: 99%

Purposes of Performance Appraisal System: A Perceptual Study of Civil Servants in District Dera Ismail Khan Pakistan

Ikramullah

Shah

Khan

et al. 2012

IJBM

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Performance Appraisal System (PAS) in the civil service of Pakistan has been established to fulfill various purposes. Previously, this aspect of PAS in the civil service has not been investigated. In this study we examine perceptions of the civil servants regarding various purposes of the PAS. Data was collected from the civil servants working in the two departments of far flung district Dera Ismail Khan, Khyber Pakhtunkhwa. The results show that appraisees have mixed responses regarding purposes of PAS. It implies that appraisees are not fully aware to all the purposes of PAS, with exception of a sole purpose i.e. support to promotion decisions. In the article we discuss the factors affecting appraisees' perceptions about purposes of the appraisal system. Subsequently, we proffer few recommendations for making the appraisal system purposeful in minds of appraisees. Finally, we give directions for future research in the PAS of civil service.

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“…Both Germany and France exhibit high individualism (Hofstede, 2001). Milliman and colleagues (2002b) suggest that highly individualistic societies value promotion and compensation outputs in a performance management process. For the German case, Festing and Barzantny (2008) find this issue slightly attenuated due to the importance of training and long-term development rooted in the German working environment.…”

Section: Country-specific Characteristics Of Performance Management: mentioning

confidence: 99%

Cross-cultural responses to performance appraisals in Germany and France

Bacouël-Jentjens¹,

Brandl

2015

Int'l Jnl of Cross Cultural Management

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This article examines the responses of subsidiaries in France and Germany to the performance appraisal system from their US parent company. In addition to existing research, we base our results on employee perception (and not human resources-specialist opinion) and analyse in detail cross-cultural differences with regards to the specific phases of a performance appraisal. Our results show that the taken-for-granted features of to the US-style performance evaluation process are not reflected in the same way in different cultural settings. Employee expectations in the French subsidiary focused strongly on the performance criteria and the evaluation process, whilst their German counterparts were more preoccupied by appraisal outcomes.

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An exploratory assessment of the purposes of performance appraisals in north and central america and the pacific rim

Cited by 58 publications

References 20 publications

What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies

What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies

Purposes of Performance Appraisal System: A Perceptual Study of Civil Servants in District Dera Ismail Khan Pakistan

Cross-cultural responses to performance appraisals in Germany and France

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