Managing the Interpersonal Aspect of Performance Management

Ock, Jisoo; Oswald, Frederick L.

doi:10.1017/iop.2015.8

Cited by 8 publications

(7 citation statements)

References 33 publications

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“…The degree to which a career appraisal is effective is reflected by the satisfaction of employees and their behavior at work (Aleassa, 2014; Sudin, 2011; Kuvaas, 2006). Career appraisal and advice should contain fair, constructive and unbiased feedback in order to be optimally effective (Ock and Oswald, 2015; Steelman et al , 2004) because employees expect fair and constructive feedback about their performance (Kuvaas, 2006). Shortly, as evident by the related literature, employees are very sensitive about their appraisal (Ismail and Rishani, 2018) (e.g.…”

Section: Review Of Related Literaturementioning

confidence: 99%

Expectations do not always hurt! Tying organizational career expectations to employment mode

Ahmad

Bilal

Hai

2019

APJBA

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Purpose The past decade has witnessed a surge in research focused on universal career development needs. In contrast, the purpose of this paper is to offer a contingency perspective based on self-efficacy theory by examining the relationship between the employees’ perceived mode of employment and expectations of career development opportunities attached to the employer. The authors hypothesized that perceived mode of employment determines employees’ expectations about receiving career development opportunities offered by the employer. Design/methodology/approach Responses from 203 banking employees were obtained through a structured questionnaire. Perceived employment mode was identified through Ward’s method of cluster analysis. The proposed hypothesis was tested by using one-way analysis of variance. Findings Employees across all modes of employment (knowledge-based, job-based, contract-based and alliance-based) were found to be similar with respect to their need for career development programs. However, employees positioned in knowledge-based and alliance-based modes were also interested in career appraisal and career training. Originality/value The study contributes to the existing body of knowledge on career management by imparting preliminary insights into the way employees’ expectations of organizational career management opportunities vary according to their perceived mode of employment based on self-efficacy theory.

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Section: Review Of Related Literaturementioning

confidence: 99%

Expectations do not always hurt! Tying organizational career expectations to employment mode

Ahmad

Bilal

Hai

2019

APJBA

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“…Instead, evaluators will engage in self-serving behavior by inflating performance ratings of employees who are favored due to their extra-role contributions, regardless of their in-role contributions. Scholars affirm that this form of rating inflation is a norm consistent behavior that is infrequently scrutinized by others in such environments (Mero, Guidice, & Brownlee, 2007; Ock & Oswald, 2015).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Workplace Politics and Performance Appraisal

Rosen

Kacmar

Harris

et al. 2016

Journal of Leadership & Organizational Studies

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Drawing from Johns’s theory of self-serving behavior, we identified workplace politics as a contextual factor that affects the relative costs and benefits associated with supervisor rating behaviors. Our investigation tested these ideas by considering how politics influence the way in which raters combine information when evaluating subordinate performance. Specifically, we examined the three-way interaction of in-role behavior, extra-role behavior, and politics perceptions on overall ratings of performance in a two-study, multilevel investigation. Across two studies, results generally were consistent with the hypothesized three-way interaction, such that the joint effects of extra-role and in-role behavior on performance ratings varied across levels of politics. Implications of these findings and future research directions are discussed.

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“…This process is not started from a clear planning [7] b. Management performance is considered as annual events or routine and not an ongoing process [8] c. Instruments, mechanisms and processes that are done haven't been able to measure the contribution of each Civil Servants against the achievement of the organization objectives [9] d. Performance management has not been supported by accurate performance assessment [10] Based on the background of those problems above then the problem in this research is: How does performance management model-based Armstrong and Baron implemented in Banyumas Regency Government?…”

Section: Introductionmentioning

confidence: 99%

The Analysis of Performance Management System in a Local Basically on Armstrong's Approach and Baron Models

Lilis

2018

E3S Web Conf.

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This study aims to analyze the performance management system implemented on local government, using performance management model by Armstrong and Baron. In this study the model used as the basis to identify the aspects of performance management have been applied or are not yet available. Research is done in the Banyumas District Government uses qualitative research methods, methods of data collection through interviews in depth and interactive methods of analysis. The focus of research is performance management system with the following aspects: Organization Mission and objectives of the strategic and business plan, objectives of the Department, the deal's performance and development, performance and development plans, development work and action monitoring as well as feedback, formal review and feedback, and the comprehensive performance assessment. The results showed that the planning performance already compiled in the integrated work planning proposal which is a result of the networking of the various sub organizational units. The planning of this work was used as the basis for drawing up an agreement of work organization and employees. Implementing performance assessment already exists at any level in accordance with the agreement of performance, namely the assessment of program realization, the performance of the Organization and employees. Monitoring and feedback is organized according to the type of assessment i.e. work programs, organizations and individuals. The results of the performance assessment product has not been made into the basis for the granting of rewards that can motivate employees and the aspect of employee development plan has not been carried out properly.

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Managing the Interpersonal Aspect of Performance Management

Cited by 8 publications

References 33 publications

Expectations do not always hurt! Tying organizational career expectations to employment mode

Expectations do not always hurt! Tying organizational career expectations to employment mode

Workplace Politics and Performance Appraisal

The Analysis of Performance Management System in a Local Basically on Armstrong's Approach and Baron Models

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