Linkages Between Performance Appraisal System Effectiveness and Rater and Ratee Acceptance

Roberts, Gary E.

doi:10.1177/0734371x9201200303

Cited by 38 publications

(31 citation statements)

References 25 publications

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“…These hypothesized eects are consistent with previous studies which found that a comprehensive measurement of organizational processes and feedback signi®cantly enhanced work group productivity Ekeberg, 1988, 1989;Jones, Buerkle, Hall, Rupp and Matt, 1993). In an extensive study of 240 municipal government performance appraisal systems, Roberts (1992) found that rater and ratee acceptance are signi®cantly related to performance appraisal eectiveness. He concluded that acceptance determines to a large extent how the system can motivate employees, enhance productivity, reduce absenteeism, and help remove incompetent employees.…”

Section: The Present Studysupporting

confidence: 86%

“…This includes the level of acceptance of the appraisal results and the perceived fairness and accuracy of the ratings. Most studies on appraisal acceptance indicate that employee acceptance will be maximized if the evaluation process is perceived to be accurate, the procedures are implemented fairly, the appraisal goals are congruent with personal goals, and the raters do not exceed their perceived authority (Carroll and Schneier, 1982;Farh, Werbel and Bedeian, 1988;Roberts, 1992). Satisfaction has been used frequently as a dependent variable in the studies on employee reactions to appraisal (e.g.…”

Section: The Present Studymentioning

confidence: 98%

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Total quality management and performance appraisal: an experimental study of process versus results and group versus individual approaches

Lam

Schaubroeck

1999

J. Organiz. Behav.

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SummaryThis study investigated the eect of a process versus a results focus as well as a group versus individual-based approach to performance appraisals. Four experimental conditions were investigated, with dependent variables of appraisal satisfaction, perceived accuracy of the performance appraisal, expectations of performance improvement, and actual performance. The results showed that a process focus appraisal had a more positive impact than an exclusively results-oriented appraisal on ratee appraisal satisfaction, perceived appraisal accuracy, and expectations of performance improvement. Subjects receiving process appraisal feedback also showed a greater improvement in actual performance during a subsequent trial compared to subjects that did not receive process feedback. No dierences were found between the group-and the individual-based performance appraisal conditions. Implications of these ®ndings for appraisal processes in general, and total quality initiatives in particular, are discussed.

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Section: The Present Studysupporting

confidence: 86%

Section: The Present Studymentioning

confidence: 98%

Total quality management and performance appraisal: an experimental study of process versus results and group versus individual approaches

Lam

Schaubroeck

1999

J. Organiz. Behav.

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“…Our concern is with employee attitudes to appraisal rather than with the attitudinal or behavioural outcomes of appraisal. Nevertheless, it is important to recognize that employee acceptance or con dence in appraisal has been identi ed as a signi cant determinant of the effectiveness of the appraisal system (Roberts, 1992), which has in turn been found to in uence perceived organizational effectiveness and job satisfaction (Milliman et al, 1995). Thus, our ndings are also likely to have implications for such outcomes.…”

Section: Con Dence In the Utility Of Appraisalmentioning

confidence: 78%

Performance appraisal and culture: practice and attitudes in Hong Kong and Great Britain

Snape¹,

Thompson²,

Yan³

et al. 1998

The International Journal of Human Resource Management

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This article compares the practice of and attitudes towards performance appraisal for managerial and professional staff in Hong Kong and Britain, and considers the extent to which actual practice and employee preferences are in alignment. Findings suggest that appraisal may be more widespread in Hong Kong than in Britain. However, British appraisal tends to be more participative and to place greater emphasis on discussing objectives, development and career plans. Hong Kong appraisals appear to be more directive and Hong Kong respondents perceive a higher level of 'negative' appraiser behaviour. In spite of this, Hong Kong respondents show if anything slightly more con dence in the utility of appraisal than do British respondents. They show stronger support for appraisal's use for reward and punishment and less support for the objectives-setting and training and development uses than do the British sample. Hong Kong respondents are more likely than their British counterparts to favour involving a more senior manager in appraisal, and they are less likely to prefer more frequent appraisals. There was little evidence that Hong Kong respondents had a stronger preference for group-based appraisal criteria, although they did show more support than the British sample for the use of personality as a basis for appraisal. Overall, the suggestion is that appraisal has been adopted in Hong Kong organizations but that the practice of appraisal has been adapted to suit the cultural characteristics of the society.

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“…Employee perceptions towards performance appraisals are a crucial element in determining the long-term effectiveness of the system (Laumeyer & Beebe, 1988;Longenecker & Nykodym, 1996;Roberts, 1992). Simply put, if employees are unhappy with appraisals they will not see the added value (Bernardin & Beatty, 1984;Cayer, DiMattia, & Wingrove, 1988;Dipboye & de Pontbriand, 1981;Dobbins, Cardy, & Platz-Vieno, 1990).…”

Section: Introductionmentioning

confidence: 96%

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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Linkages Between Performance Appraisal System Effectiveness and Rater and Ratee Acceptance

Cited by 38 publications

References 25 publications

Total quality management and performance appraisal: an experimental study of process versus results and group versus individual approaches

Total quality management and performance appraisal: an experimental study of process versus results and group versus individual approaches

Performance appraisal and culture: practice and attitudes in Hong Kong and Great Britain

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

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