Improving work reformance through appraisal

Celebrating 50 years: 50 years of knowledge sharing: Learning from a field moving forward

“…Some of these, like management by objectives (MBO) (e.g., Aplin & Schoderbek, 1976;Aplin, Schoderbek, & Schoderbek, 1979;Carvalho, 1972;Hollmann, 1976;Kleber, 1972;Mayer, 1978;Odiorne, 1974;Schuster & Kindall, 1974;Sokolik, 1978;West, 1977), performance appraisal (e.g., Cohen, 1980;Edwards & Goodstein, 1982;Fisher & Thomas, 1982;Kahalas, 1980;Kearney, 1978), and employee participation in decision making (e.g., Leidecker & Hall, 1974;McDaniel & Ashmos, 1980;McDonnell, 1976;Melcher, 1976) were not strictly new practices but became subjects of great interest during this period. Scholars contributed deep descriptions of these tools and their implementation, theorized on how they might impact behavior, and, on occasion, empirically analyzed this impact (e.g., Edwards & Goodstein, 1982;Fisher & Thomas, 1982).…”

Gaining Compliance and Losing Weight: The Role of the Service Provider in Health Care Services

“…Furthermore, patients without the ability to perform needed behaviors will become frustrated and will lose motivation. Performance of the role will suffer if the role is not clear, even if patients are motivated and possess the ability to perform the role (Kearney 1978).…”

Officer Performance Evaluation Systems. Lessons Learned from Experience

“…For example, an "upor-out" promotion policy, such as that used in the American military, will guarantee inflationary pressure on any appraisal system regardless of the format used. Simply put, the likelihood of obtaining an honest evaluation is reduced if the result is harm to another individual (Kearney, 1978). Research into alternatives to the up-or-out system may, in the long run, be as productive as appraisal research per se.…”