ON “RELATIVE” RATING SYSTEMS<sup>1</sup>

Duffy, Kirt E.; Webber, Robert E.

doi:10.1111/j.1744-6570.1974.tb01536.x

Cited by 7 publications

(4 citation statements)

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“…Items A1 to A8 measure the degree of competitive motivation (A5 to A8 were reverse coded). Items B1 to B4 measure alternative explanatory variables [Colour figure can be viewed at wileyonlinelibrary.com] a ranking among peers (Duffy & Webber, 1974). This institutionalizes social comparisons with other employees (Greenberg, Ashton-James, & Ashkanasy, 2007).…”

Section: Relative Feedback and Forced Ranking In Organizationsmentioning

confidence: 99%

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Woike

Hafenbrädl

2020

Behavioral Decision Making

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Whether people compete or cooperate with each other has consequences for their own performance and that of organizations. To explain why people compete or cooperate, previous research has focused on two main factors: situational outcome structures and personality types. Here, we propose that—above and beyond these two factors—situational cues, such as the format in which people receive feedback, strongly affect whether they act competitively, cooperatively, or individualistically. Results of a laboratory experiment support our theorizing: After receiving ranking feedback, both students and experienced managers treated group situations with cooperative outcome structures as competitive and were in consequence willing to forgo guaranteed financial gains to pursue a—financially irrelevant—better rank. Conversely, in dilemma situations, feedback based on the joint group outcome led to more cooperation than ranking feedback. Our study contributes to research on competition, cooperation, interdependence theory, forced ranking, and the design of information environments.

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Section: Relative Feedback and Forced Ranking In Organizationsmentioning

confidence: 99%

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Woike

Hafenbrädl

2020

Behavioral Decision Making

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“…Performance evaluation data can be implemented in two ways-either absolutely or relatively. In absolute rating system, individual performance is evaluated against a pre-determined standard, whereas in a relative evaluation system, relative position of the individual is determined by comparing each and every employee (Duffy & Webber, 1974). Though there are advantages and disadvantages in both of these systems, some studies have pointed out the superiority of the relative grading system over the absolute one (Heneman, 1986;Nathan & Alexander, 1988;Wanger & Goffin, 1997).…”

Section: Performance Appraisal Job Satisfaction and Ocbmentioning

confidence: 99%

Impact of Forced Distribution System of Performance Evaluation on Organizational Citizenship Behaviour

Chattopadhyay

2017

Global Business Review

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Organization can achieve excellence when employees go beyond the formal job requirements and show organizational citizenship behaviour (OCB). In one study, Moore and Love (2005) pointed out that information technology (IT) professionals are low in OCB. We have observed most of the IT companies using forced distribution system (FDS) of performance evaluation while categorizing their employees. Therefore, in this study, we were curious to investigate whether there is any impact of FDS on employees' OCB. This study was conducted on 120 managers, and they were divided into two groups: one group was working under FDS of performance evaluation and the other group was not working under FDS of performance evaluation. Control was taken on managers' age, gender and managerial experience. Our findings reveal that there is a significant impact of FDS of performance evaluation on OCB. As there are some implementation errors in FDS of performance evaluation, if it is adapted without considering the contingency factors, there might be a chance, after a certain period of working, people feels low satisfaction in their job. As a result, this group of people tries to limit themselves only within their formal job requirement and exhibit low OCB.

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“…Weatherly, 2004) There is scientific research on the effectiveness of performance assessments mainly stressed on two types of appraisal systems absolute and relative. In an absolute system, individual performance is assessed against some sort of standards; on another side a relative evaluation system assess the relative positions of employees by matching them against each other (Duffy and Webber, 1974).…”

Section: )mentioning

confidence: 99%

Understanding the Various Aspects of Performance Management Systems (Case Study of a Private School)

Sarwar¹,

Ahmed²,

Muneer³

2014

jpag

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“Treat people the way they are and they will stay that way. Treat people the way they can become and they will become that way” (Johann Wolfgang von Goethe). Performance management is one of the most important construct in management research. This exploratory study elaborates the various aspects of the performance management system. Researchers have taken a private school as a case study. The purpose of this study is to analyze the performance management system of a private school in terms of the appraisal procedures used for the evaluation of teachers and to assess the effectiveness of the performance management system. A combination of quantitative and qualitative research approach has been adopted that consist of a questionnaire and semi structured interviews in order to understand the different aspects of the performance management system. 3 head teachers and 22 teachers have participated in this research. The findings revealed that proper monitoring, effective recognition, rewards and feedback may add value to the overall process of the performance management system. Findings have also shown that the appraisal form is used annually for the evaluation and feedback about teachers is taken only from the class representatives these are the hindering factor in the evaluation system of the case study school. Researchers have also explored some suggestive solutions for the improvement of the current performance management system. The current study will not only contribute to the performance management research but it can also be important study for considering issues during the implementation of performance management system in private schools.

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ON “RELATIVE” RATING SYSTEMS¹

Cited by 7 publications

References 0 publications

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Impact of Forced Distribution System of Performance Evaluation on Organizational Citizenship Behaviour

Understanding the Various Aspects of Performance Management Systems (Case Study of a Private School)

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ON “RELATIVE” RATING SYSTEMS1

Cited by 7 publications

References 0 publications

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Impact of Forced Distribution System of Performance Evaluation on Organizational Citizenship Behaviour

Understanding the Various Aspects of Performance Management Systems (Case Study of a Private School)

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Product

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ON “RELATIVE” RATING SYSTEMS¹