Improving Performance Appraisal at Work

Tziner, Aharon; Rabenu, Edna

doi:10.4337/9781788115216

Cited by 17 publications

(36 citation statements)

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“…However, effort may be more internal and less outwardly visible than time. For example, many managers observe the amount of time that employees are present at work as an indication of their performance, especially when it is difficult or complicated to assess the output (Tziner and Rabenu, 2011 ). In addition to the differences between industries, they may be cultural as well.…”

Section: Discussionmentioning

confidence: 99%

Organizing the Confusion Surrounding Workaholism: New Structure, Measure, and Validation

et al. 2017

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Since “workaholism” was coined, a considerable body of research was conducted to shed light on its essence. After at least 40 years of studying this important phenomenon, a large variety of definitions, conceptualizations, and measures emerged. In order to try and bring more integration and consensus to this construct, the current research was conducted in two phases. We aimed to formulate a theoretical definitional framework for workaholism, capitalizing upon the Facet Theory Approach. Two basic facets were hypothesized: A. Modalities of workaholism, with three elements: cognitive, emotional, and instrumental; and B. Resources of workaholism with two elements: time and effort. Based on this definitional framework, a structured questionnaire was conceived. In the first phase, the new measure was validated with an Israeli sample comparing two statistical procedures; Factor Analysis (FA) and Smallest Space Analysis (SSA). In the second phase, we aimed to replicate the findings, and to contrast the newly-devised questionnaire with other extant workaholism measures, with a Romanian sample. Theoretical implications and future research suggestions are discussed.

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Section: Discussionmentioning

confidence: 99%

Organizing the Confusion Surrounding Workaholism: New Structure, Measure, and Validation

et al. 2017

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“…Traditionally, in the workplace, the relationship between employers and employees was marked by a top-down hierarchical arrangement whereby the association between the two parties was largely formal and authoritarian (Tziner and Rabenu, 2018). Workers were instructed to do a job for which they received due compensation and job security, and loyalty to the organization was a given.…”

Section: Introductionmentioning

confidence: 99%

A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples

et al. 2021

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In an increasingly competitive work world, managers—whose links with subordinates, and their perceptions thereof, are critical components in that relationship—need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

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“…Workers' stress contemplating that their work from home is underappreciated. When managers cannot see their employees' work, they tend to undervalue it and appraise it severely (Murphy & Cleveland, 1995;Tziner & Rabenu, 2018). This phenomenon is especially true for contextual performance, invisible to the superior when employees work from home.…”

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“…Moreover, when managers attempt to appraise their workers through electronic monitoring, the very acts of digital supervision, and being under constant surveillance and appraisal, can cause employees additional stress, over and above the issues of trust (see above). Indirectly, these measures could descend to the resolution of checking how long employees spent at lunch (or even in the bathroom) or whether they read all the pages of a report, a degree of oversight that creates not only stress but also damage to workers' performance (Tziner & Rabenu, 2018).…”

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confidence: 99%