Performance Appraisal Congruency: An Important Aspect of Person-Organization Fit

Whiting, Hal J.; Kline, Theresa J. B.; Sulsky, Lorne M.

doi:10.1037/e518612013-670

Cited by 2 publications

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“…Positive values on this measure indicate that there is higher congruence between what the performance appraisal system provides and what the employee wants in the system. In a previous study (Whiting, Kline, & Sulsky, 2005) the internal consistency of the congruence measure was 0.86.…”

Section: Methodsmentioning

confidence: 78%

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Testing a model of performance appraisal fit on attitudinal outcomes.

Whiting¹,

Kline²

2007

The Psychologist-Manager Journal

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The purpose of this study was to test the effects of the congruence of employees' current versus ideal performance appraisal system on performance appraisal attitudes. This in turn was assessed as to its predictive relationships with affective organizational commitment and turnover intentions. Continuance organizational commitment and job performance were also assessed in the model. A total of 149 surveys were completed by employees of post-secondary institutions and were employed in academic, clerical, professional, and managerial positions. Performance appraisal congruence positively predicted performance appraisal attitude, which then predicted affective organizational commitment and turnover intentions, supporting the importance of person-performance appraisal fit in the organizational behavior literature. The results are discussed in terms of the relevance of these findings in theory, research, and practice.

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Section: Methodsmentioning

confidence: 78%

“…Whiting et al (2005) also developed and used a three-item measure of performance appraisal attitude. The response scale was a 7-point Likert-type scale anchored with 1=“totally disagree” and 5=“totally agree.” Higher scores on this measure indicate more positive attitudes toward the performance appraisal system.…”

Section: Methodsmentioning

confidence: 99%

Testing a model of performance appraisal fit on attitudinal outcomes.

Whiting¹,

Kline²

2007

The Psychologist-Manager Journal

Self Cite

View full text Add to dashboard Cite

show abstract

“…However, in recent years, there has been a movement to broaden the conceptualization of rating effectiveness, whereby the rating process is assumed to be embedded within a social context (Farr & Jacobs, 2006). Thusly, for example, an “effective” rating might also be one in which the rater or ratee perceives that the rating is fair, or serves to motivate the ratee in intended ways (Levy & Williams, 2004; Murphy & Cleveland, 1995; Whiting & Kline, 2007; Whiting, Kline, & Sulsky, 2008).…”

Section: The Measurement Of Work Performancementioning

confidence: 99%

Measurement and assessment issues in performance appraisal.

Kline

Sulsky

2009

Canadian Psychology / Psychologie canadienne

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Performance appraisal is a topic that is of both theoretical interest and practical importance. As such, it is one of the most researched topics in industrial and organisational psychology. Several measurement issues are central to performance appraisal including: (a) how performance has been measured, (b) how to improve performance appraisal ratings, (c) what is meant by performance, and (d) how the quality of ratings has been defined. Each of these are discussed along with the shortcomings of the extant literature in helping to come to grips with these important issues. Next, some of the new challenges facing performance appraisal, given its historical focus on single individuals being evaluated, are highlighted. In particular, the appraisal problems inherent in the assessment of team performance and the complexities inherent in multisource feedback systems are covered. We conclude with a short discussion of the litigious issues that can arise as a result of poor performance management practises.Performance appraisal is a "general heading for a variety of activities through which organisations seek to assess employees and develop their competence, enhance performance and distribute rewards" (Fletcher, 2001, p. 474). Research into this topic has been a major focus of industrial and organisational psychology and management scholars for decades. The dependence of this research area on measurement accuracy is hard to overestimate. Most organisations have formal evaluation systems in place to assess employee performance, but for the majority of those involved, the following quote is apt: "Performance appraisal is a yearly rite of passage in organisations that triggers dread and apprehension in the most experienced, battle hardened manager" (Roberts & Pregitzer, 2007, p. 15). There are many reasons for this dread, and in this article we focus on some of the major measurement issues facing the performance appraisal literature as well as their practical implications.We start by discussing the historical emphasis on improving the measurement of performance through various format changes and training initiatives. Then we move into what performance appraisal actually means. What exactly do the performance scores represent and more important what should they represent? Then we delve into the psychometric issues of reliability, accuracy, and validity. In the next section of the article we move into some of the relatively newer problems facing performance appraisal researchers and practitioners. Specifically, the assessment of team performance and multisource feedback systems will be presented. We close by highlighting the notion that performance appraisal is not just an ivory tower topic-the outcomes of the process have real meaning and implications for people in their lives. As a result, some performance appraisal problems have made it into the realm of litigation, the results of which we also examine. We close with some thoughts about the future of performance appraisal research and practise. The Measurement of Work Perfo...

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Performance Appraisal Congruency: An Important Aspect of Person-Organization Fit

Cited by 2 publications

References 0 publications

Testing a model of performance appraisal fit on attitudinal outcomes.

Testing a model of performance appraisal fit on attitudinal outcomes.

Measurement and assessment issues in performance appraisal.

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