Feedback and Administrative Behavior in the Public Sector

Yeager, Samuel J.; Rabin, Jack; Vocino, Thomas

doi:10.2307/3109932

Cited by 14 publications

(12 citation statements)

References 12 publications

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“…Likewise, Ilgen and Feldman (1983) contended that it is not possible for any organization to function successfully if it doesn't differentiate between good and poor performer in work settings. Moreover, PAS plays very important role in an organization because it gives sound base to record performance on a rating form, establishes mechanism for performance feedback, and justifies the decisions which are made on the basis of performance evaluations (Yeager, Rabin, & Vocino, 1985).…”

Section: Performance Appraisal Systemmentioning

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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Section: Performance Appraisal Systemmentioning

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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“…are important, they can also be valuable for feedback and &dquo;developmental purposes&dquo; (Daley, 1992). This is especially true given the findings that suggest systematic feedback plays an essential role in effective organizational functioning (Yeager, Rabin & Vocmo, 1985) and in supervisory and managerial development (Hazucha, Hezlett & Schneider, 1993). This is especially true given the findings that suggest systematic feedback plays an essential role in effective organizational functioning (Yeager, Rabin & Vocmo, 1985) and in supervisory and managerial development (Hazucha, Hezlett & Schneider, 1993).…”

Section: Valuable Feedbackmentioning

confidence: 93%

Professional Notes

Coggburn

1998

Review of Public Personnel Administration

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In an effort to remedy this situation, many organizations are experimenting with more comprehensive and sophisticated review techniques (e.g., &dquo;global&dquo; or 360 degree performance evaluation, team appraisals, peer appraisals, and subordinate appraisals) .2 Common to these approaches is the attempt to incorporate multiple perspectives on performance, with the desired result being more comprehensive, accurate, and useful performance appraisals.

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“…Feedback adequacy concerns the supervisor's reactions to and evaluations of job performance and relates positively to a wide range of employee attitudes and behaviors (Wright and Davis 2003;Yeager, Rabin, and Vocino 1985). Supervisors who provide ethical guidance to their employees may do so through feedback.…”

Section: Literature Reviewmentioning

confidence: 99%

The Relative Effects of a Supervisory Emphasis on Ethical Behavior Versus Political Responsiveness

et al. 2007

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This exploratory study examines the effects of a supervisory emphasis on ethical guidance versus political responsiveness in a sample of public finance employees. Supervisors can encourage employees to act both ethically and responsively, or they can emphasize political responsiveness without setting ethical limits. Employees' perceptions of the resulting balance affects their decision-making and their attitudes toward their job. Supervisors set the ethical tone in organizations.Ethical behavior dominates public organization issues today. Recent actions on the part of highly visible leaders, including presidents, governors, senators, corporate executives, financial managers, accountants, stock analysts, and investment bankers, have spurred concerns about ethical management.

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Feedback and Administrative Behavior in the Public Sector

Cited by 14 publications

References 12 publications

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

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

Professional Notes

The Relative Effects of a Supervisory Emphasis on Ethical Behavior Versus Political Responsiveness

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