Correlates of performance appraisal satisfaction among supervisory and nonsupervisory employees

Pooyan, Abdullah; Eberhardt, Bruce J.

doi:10.1016/0148-2963(89)90020-9

Cited by 50 publications

(50 citation statements)

References 9 publications

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“…There have also been earlier studies that supported supervisory employees' enhanced experience with the system provides them with a unique perspective and knowledge that may influence how they react and evaluate the appraisal system (e.g. [44], [45]). In the development of the PSK construct, and [18] suggested that the extent to which individuals believe that they understand the overall role and process of the organization's performance appraisal may be very important in determining how they view the organization in general and the appraisal process in particular.…”

Section: Perceived System Knowledge (Psk)mentioning

confidence: 99%

“…Supervisory employees have different perspectives from which to judge and understand the PAS, which implies they have different levels of knowledge of the appraisal system [44], [45]. A PSK scale was developed which measures the level of understanding and knowledge an employee reports having about the standards, criteria, and objectives of his/her performance appraisal system [18].…”

Section: Perceived System Knowledge (Psk)mentioning

confidence: 99%

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Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Hii¹,

Ahmad²

2015

IJSSH

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Abstract-The current performance appraisal system in the Malaysian public service (SSM) has placed heavy emphasis on rater competency in conducting the performance appraisal in a fair manner and to provide accurate ratings. The public sector has voiced out dissatisfaction with the SSM and the way it is being implemented. This study investigated raters' associated factors such as self-efficacy (PASE), knowledge (PSK), discomfort (PAD) which may impact rater competency. Rater PASE, PAD and PSK were found to significantly affect rater competency. IndexTerms-Performance appraisal self-efficacy, performance appraisal discomfort, perceived system knowledge, rater competency.

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Section: Perceived System Knowledge (Psk)mentioning

confidence: 99%

Section: Perceived System Knowledge (Psk)mentioning

confidence: 99%

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Hii¹,

Ahmad²

2015

IJSSH

View full text Add to dashboard Cite

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“…While this discovery is not new given past findings (Bernardin & Beatty, 1984;Ilgen, Peterson, Martin, & Boeschen, 1981;Longenecker & Nykodym, 1996;Mount, 1983Mount, , 1984Pooyan & Eberhardt, 1989), the present investigation was able to go much deeper into the core perceptual dimensions (two principal components) from which respondents make their appraisal constructions. This discovery allows us to get up close and personal about what superordinate dimensions influence employees' attitudinal and behavioral responses.…”

Section: Discussionmentioning

confidence: 79%

“…Gosselin, Werner, and Halle (unpublished, 1994) and later Gosselin, Werner, and Halle (1997) found ratees also preferred prior knowledge of their supervisor's expectations, receiving more informal feedback throughout the year, and for appraisals to be developmentally orientated (Boswell & Boudreau, 2000). Mount's (1983Mount's ( , 1984) studies (later replicated by Pooyan & Eberhardt, 1989, with similar results) shine more light on the differences in satisfaction levels between managers and employees. Overall, managers were significantly more satisfied with appraisals than employees on 13 of the 19 common dimensions outlined in his surveys (Laumeyer & Beebe, 1988;Longenecker & Nykodym, 1996).…”

Section: Past Research In Appraiser/appraisee Perceptionsmentioning

confidence: 70%

“…Numerous research projects have investigated the differences in perceptions held by managers (appraisers) and subordinates (appraisees) about performance appraisals (Dipboye & de Pontbriand, 1981;Greenberg, 1986;Greller, 1975;Laumeyer & Beebe, 1988;Longenecker & Nykodym, 1996;Mount, 1983Mount, , 1984Moussavi & Ashbaugh, 1995;and Pooyan & Eberhardt, 1989). Nemeroff and Wexley (1979), for example, investigated the relative importance placed by managers and staff on different feedback characteristics and interview outcomes.…”

Section: Past Research In Appraiser/appraisee Perceptionsmentioning

confidence: 99%

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Mapping cognitions to better understand attitudinal and behavioral responses in appraisal research

Wright

2004

J Organ Behavior

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SummaryPerceptions are important in determining performance appraisal system success. The growing body of research in this area has clearly documented the differences in perceptions between appraisers and appraisees. However, many of these findings are predominately based on aspects of the system in judging its overall effectiveness and rely heavily on self-report questionnaire responses with weak methodological rigor. Not much is known about the deeper cognitive perceptions of appraisers and appraisees in better explaining their attitudinal and behavioral outcomes. This paper breaks away from conventional questionnaire-generated perceptions and applies a unique clinical cognitive mapping methodology called the repertory grid technique to elicit the personal constructs of how real respondents perceive appraisal systems based on their real-life experiences. The method allowed the investigation to go much deeper than past research into the core perceptions that influenced respondents' attitudes and subsequent behaviors. Though the findings showed some commonality in personal constructions of appraisal systems with those found in the literature, new constructs, core perceptual dimensions, and collective cognitive maps were elicited for the very first time, opening up new questions and issues for further research. Implications to theory and practice are also discussed.

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The role of perceived system knowledge in predicting appraisal reactions, job satisfaction, and organizational commitment

Levy

Williams

1998

J. Organiz. Behav.

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SummaryThere is a very large research base in Applied Psychology on the importance of aective reactions on organizational functioning. Likewise, performance appraisal has been a heavily researched area within the ®eld. The present ®eld studies attempt to bridge our understanding of these two areas by studying the relationship between performance appraisal process variables and employee aective reactions. In particular, the current studies examine the eects of a relatively new performance appraisal variable, Perceived System Knowledge (Williams and Levy, 1992), on appraisal reactions and job attitudes. In both studies, there was a strong relationship between employees' levels of perceived system knowledge and their appraisal reactions and job attitudes. In Study 1, when controlling for performance rating, PSK was positively related to appraisal reactions, job satisfaction, and organizational commitment. The ®ndings from Study 1 were replicated in the second study which employed a longitudinal design. In addition, Study 2 found a relationship between PSK and fairness perceptions. Implications for these results and suggestions for approaching performance appraisal from an organizational perspective are proposed.

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Correlates of performance appraisal satisfaction among supervisory and nonsupervisory employees

Cited by 50 publications

References 9 publications

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Rater Competency in Conducting Performance Appraisal in the Malaysian Public Sector

Mapping cognitions to better understand attitudinal and behavioral responses in appraisal research

The role of perceived system knowledge in predicting appraisal reactions, job satisfaction, and organizational commitment

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