Can performance appraisals motivate employees to improve performance? A Mexican study

Selvarajan, T.T.; Cloninger, Peggy A.

doi:10.1080/09585192.2011.637069

Cited by 72 publications

(91 citation statements)

References 75 publications

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“…Dorfman et al 1986;Farh et al 1991;Selvarajan and Cloninger 2011;Varma et al 2008;Zimmerman et al 2008). These theories have helped to lay a pathway for the purposes of PA to be used as EPA criteria.…”

Section: Pa Purposefulness and Ratee Reactionsmentioning

confidence: 99%

Effectiveness of Performance Appraisal: An Integrated Framework

Iqbal

Akbar

Budhwar

2014

Int J Management Reviews

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Based on a robust analysis of the existing literature on performance appraisal (PA), this paper makes a case for an integrated framework of effectiveness of performance appraisal (EPA).To achieve this, it draws on the expanded view of measurement criteria of EPA, i.e. purposefulness, fairness and accuracy, and identifies their relationships with ratee reactions. The analysis reveals that the expanded view of purposefulness includes more theoretical anchors for the purposes of PA and relates to various aspects of human resource functions, e.g. feedback and goal orientation. The expansion in the PA fairness criterion suggests certain newly established nomological networks, which were ignored in the past, e.g. the relationship between distributive fairness and organization-referenced outcomes. Further, refinements in PA accuracy reveal a more comprehensive categorization of rating biases. Coherence among measurement criteria has resulted in a ratee reactions-based integrated framework, which should be useful for both researchers and practitioners

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Section: Pa Purposefulness and Ratee Reactionsmentioning

confidence: 99%

Effectiveness of Performance Appraisal: An Integrated Framework

Iqbal

Akbar

Budhwar

2014

Int J Management Reviews

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“…Generally, the agreement among researchers in the field of performance appraisal is that assessing reflections and reactions of appraisal is very important (Selvarajan & Cloninger, 2012).. Employees should experience positive reflections of performance appraisal to reinforce the good traits (Cardy & Dobbins, 2008). Kuvaas, (2006) agrees that performance appraisal is a key concept human resources management and is one of the subjects which have been studied and investigated in the psychology of work extremely systems of performance appraisal for example were not comprehensively studied until the year 2000 when a study was done in a spinning factory in Scotland and brought forth a realistic platform for modern day performance appraisal studies.…”

Section: Background Of the Studymentioning

confidence: 99%

Antecedents of Performance Appraisal and Organizational Performance in Water and Sanitation Companies in Kenya: A Case of Murang’a Water and Sanitation Company limited

Njuguna¹

2015

IJBER

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Abstract:Performance appraisal serves a good number of purposes in organizations. In the context of socialization, performance appraisal provides important feedback about how well the individual is getting along in the organization. This general objective of this study was to assess the impact of performance appraisal on organizational performance in Murang'a water and Sanitation Company. The study also sought to establish the effects of goal setting in performance appraisal, feedback in performance appraisal and performance appraisal on the organizational performance on Murang'a water and Sanitation Company. This study employed a descriptive research survey. The census for this study was 94 employees working in Murang'a water and Sanitation Company. In addition the study used primary data collected using questionnaires; the questionnaires included structured and unstructured questions. Data collected was mainly quantitative in nature and was appropriately analyzed using descriptive statistics. The descriptive statistical tools helped in describing the data and determine the extent to be used. These included frequencies, percentages, mean and standard deviations. In addition, multiple regression analysis was used to establish the relationship between dependent and the independent variable. SPSS (Statistical Package for Social Sciences), was used in analysis. The study established that employees' knowledge and skills in performance appraisal influences the organizational performance in Murang'a water and Sanitation Company most followed by feedback in performance appraisal and goal setting in performance appraisal. The study therefore recommends that Murang'a water and Sanitation Company should set its goals with employees in mind. In addition, the organization should ensure that all employees understand the organization's goals.

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“…Raters' perceived purposes of appraisal tend to influence raters' attitude towards appraising accurately because raters tend to think of the appraisal outcomes prior to appraising and this will influence their appraisal (Cleveland & Murphy, 1992). For example, raters' perceived administrative and developmental purposes of appraisal will have positive attitude towards appraising accurately because it is perceived more accurate by ratees compared to administrative purposes alone (O'Donnell, 1990;Selvarajan & Cloninger, 2011). Furthermore,raters' perceived purposes of appraisal will form distinct subjective norms towards influencing raters' intention to appraise accurately.…”

Section: F Raters' Perceived Purposes Of Ap-praisalmentioning

confidence: 99%

“…Harris (1994: 740) categorized the negative consequences into five categories, namely damage to rater-ratee relationship, demoralization of ratees, criticism from raters' subordinate, criticism from raters' supervisor, and interference with other tasks. On the other hand, several researchers found positive consequences of accurate appraisal such as increasing utilization of performance information, providing more accurate feedback, improving ratees' performance (Latham & Wexley, 1994), increasing ratees' perception of fairness (Narcisse & Harcourt, 2008;Roberson & Stewart, 2006;Taylor, Tracy, Renard, Harrison, & Carroll, 1995), increasing ratees' acceptance of performance appraisal system (Jiing-Lih, Werbel, & Bedeian, 1988;Roberts, 1992), increasing ratees' participation in appraisal process (Miller & Thornton, 2006), stronger motivational effect to improve peformance of ratees (Roberson & Stewart, 2006;Selvarajan & Cloninger, 2011), encouraging ratees to possess positive reactions towards performance appraisal (Lam & Schaubroeck, 1999), contributing to performance appraisal system effectiveness, increase ratees' trustworthy towards appraisal (O'Reilly & Anderson, 1980), and increasing ratees' satisfaction towards appraisal system (Selvarajan & Cloninger, 2011)..…”

Section: A Raters' Attitude Towards Appraising Accuratelymentioning

confidence: 99%

Rater’s Intention Towards Appraising Accurately

Embi

Choon

2014

JGP

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most organizations is to provide utilizable performance information of the ratees in making human resource decisions whether it is for between person decisions (e.g., promotion and salary increments); within person decisions (e.g., feedback and identifying training needs); system maintenance (e.g., manpower planning and evaluation of human resource systems); or documentation (e.g., criteria for validity studies and meeting legal needs) (Cleveland, Murphy, & Williams, 1989). Any equal, accurate appraisal is better than inaccurate appraisal (DeNisi, 2011). Hence, raters' appraisal accuracy is deemed essential in making the performance appraisal perceived as objective, fair, and transparent by the ratees.The focus of performance appraisal accuracy research shifted its format from rating scales (Bernardin, La Shells, Smith, & Alvares, 1976;Landy & Farr, 1980;Thorndike, 1920) to rater trainings (Day & Sulsky, 1995), rater cognitive process (DeNisi, Cafferty, & Meglino, 1984;Feldman, 1981;Ilgen & Feldman, 1983), rater affects (Tsui & Barry, 1986), rater motivations (Banks & Murphy, 1985;Harris, 1994;Murphy & Cleveland, 1995), and also rater goals and intentions (Murphy, 2008;Murphy & Cleveland, 1995;Spence & Keeping, 2013). Past research indicated that performance appraisal accuracy was heavily investigated because accurate appraisal were likely to be perceived by ratees as fairer, acceptable and they tend to respond positively to feedback (Ilgen, Fisher, & Taylor, 1979). DeNisi (2011) found that the problem investigating performance appraisal accuracy as dependent variable in field setting lies in the difficulty to obtain "true scores" (direct measure of accuracy) and incorrect proxy to relate appraisal accuracy with rating errors (indirect measure of accuracy).Since it is difficult to directly measure accuracy and rating errors, it does not mean it is inaccurate. Therefore it is proposed Muhamad Ali Embi ABSTRACTThe aim of this article is to stimulate thoughts and introduce new prospects to the study of performance appraisal accuracy, especially in the raters' perspective. It focuses on a relatively understudied aspect of performance appraisal which is raters' intention towards appraising accurately. In order to understand the application of this aspect, this paper attempts to develop a conceptual framework based on hypotheses of the direct and indirect factors that predict the raters' intention to appraise accurately. It is hypothesized that the raters' experience in appraising, raters' perceived purposes of appraisal, and raters' perceived information adequacy for appraising will predict the raters' intention towards appraising accurately by influencing the raters' attitude towards appraising accurately, raters' perceived subjective norms towards appraising accurately, and raters' perceived behavioral control towards appraising accurately.

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Can performance appraisals motivate employees to improve performance? A Mexican study

Cited by 72 publications

References 75 publications

Effectiveness of Performance Appraisal: An Integrated Framework

Effectiveness of Performance Appraisal: An Integrated Framework

Antecedents of Performance Appraisal and Organizational Performance in Water and Sanitation Companies in Kenya: A Case of Murang’a Water and Sanitation Company limited

Rater’s Intention Towards Appraising Accurately

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