Rater-ratee relationships and performance management

Pichler, Shaun; Varma, Arup; Petty, Ryan

doi:10.4324/9780203885673-4

Cited by 5 publications

(6 citation statements)

References 1 publication

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“…Third, the supervisor interpersonal affect positively influences supervisor LMX quality, supporting H3. Based on the high value ( β = 0.83) of the standardized coefficient between these two constructs, this finding may support the view that although interpersonal affect and LMX look similar, in fact they operate differently (Pichler et al , 2014).…”

Section: Resultssupporting

confidence: 60%

“…As we noted earlier, it has been argued that while interpersonal affect and LMX are similar emotions, they do operate differently (Pichler et al, 2014). Not surprisingly, research has reported a positive relationship between interpersonal affect and LMX quality (Murphy and Ensher, 1999;Varma and Stroh, 2001;Varma et al, 2009).…”

Section: Performance Appraisals Trust and Likingmentioning

confidence: 67%

“…A high LMX relationship between the supervisor and the subordinate helps the subordinate receive higher performance evaluation scores than those with relatively poor LMX relationship (Pichler et al, 2014), and leads to subordinates being more satisfied with the performance evaluation experience. Thus, we propose:…”

Section: Performance Appraisals Trust and Likingmentioning

confidence: 99%

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Supervisor-subordinate relationships and employee performance appraisals: a multi-source investigation in Croatia

Varma

Žilić

Katou

et al. 2020

Self Cite

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PurposeThe purpose of this paper is to empirically examine supervisor-subordinate relationships and their impact on performance appraisal in Croatia. Specifically, we were interested in examining how supervisor-subordinate relationships impact subordinate perceptions of performance evaluation and the subordinate's reactions to the performance evaluation.Design/methodology/approachThis paper uses matched data from a sample of supervisors and subordinates (n = 53) in a leading organization in the hospitality industry in Croatia, as well as objective performance appraisal data to examine the impact of supervisor-subordinate relationships on subordinate reactions to performance appraisal.FindingsThe key findings of this study include (1) supervisor trustworthiness determines the quality of their relationship with subordinates and leads to interpersonal liking, and (2) supervisor-subordinate relationship quality has a significant impact on subordinate reactions to performance appraisal process and outcomes.Research limitations/implicationsThe overall sample size (n = 53) of this study is small, and limits our ability to make generalizations beyond a point. Also, since the sample included only Croatian individuals, the findings maybe an artifact of the fact that they all hold similar values. Future studies should examine these relationships in supervisor-subordinate dyads comprised of individuals of different cultural backgrounds.Practical implicationsSupervisors should attempt to have high quality relationships with most, if not all, subordinates, as this would lead to higher acceptance of the performance appraisal process, which can impact future performance. Also, trustworthiness is closely related to the subordinate's perception of the quality of relationship he/she shares with the supervisor.Originality/valueThis is the first known paper to empirically study performance appraisal processes and relationships in Croatia, which also included both supervisor and subordinate perspectives.

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Section: Resultssupporting

confidence: 60%

Section: Performance Appraisals Trust and Likingmentioning

confidence: 67%

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Supervisor-subordinate relationships and employee performance appraisals: a multi-source investigation in Croatia

Varma

Žilić

Katou

et al. 2020

Self Cite

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“…Ingratiation may increase a rater's perception of similarity, which could lead a rater to believe that he or she has a more positive leader-member exchange, when no such high-quality relationship exists. Such perceptions of similarity have been found to influence both ratings of applicant suitability for a job (Varma, Toh, & Pichler, 2006; effect size, d = 0.32) and inflated performance ratings (see review by Pichler, Varma, & Petty, 2008).…”

Section: Rater Motivationmentioning

confidence: 99%

The appraisal and management of performance at work.

DeNisi

Sonesh

2011

APA Handbook of Industrial and Organizational Psychology, Vol 2: Selecting and Developing Members for the Organization.

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Most modern organizations engage in some form of performance appraisal in an effort to determine how well employees are performing their jobs. In the United States, these appraisals tend to be fairly formal and structured, in part because of potential legal liability when employment decisions are made on the basis of appraisals. Regardless of the system used, in the vast majority of cases, all of the parties involved are unhappy with the appraisal process. That is, employees often feel as though appraisal systems do not fairly assess their contributions, and many also believe that ratings are biased. The managers who typically conduct the appraisals often feel that they are not adequately trained in appraising performance, and they feel uncomfortable being put in the role of "judge." Managers at higher levels in the organization are often not convinced that there is a relationship between the appraisals and any measure of corporate performance. At all levels in the organization, there is often the feeling that appraisals are done because they have to be done but that nothing productive ever comes out of the process. These problems are well documented in both the academic literature (e.g., Murphy & Cleveland, 1995) and the practitioner literature (e.g., Pulakos, 2004). Yet, despite these problems and some calls for the abolishment of appraisals (cf. Coens & Jenkins, 2000), most organizations continue to conduct performance appraisals. Why?Performance appraisal is the managerial evaluation of an employee's performance, often annually, in which an evaluator assesses the extent to which certain desired behaviors have been observed or achieved (note that our primary focus is on the performance of individual employees and not the performance of teams-that topic needs to be discussed in its own right). Organizations conduct appraisals for a number of reasons, such as providing documentation for decision making, providing performance feedback, and developing a basis for pay decisions (cf. Cleveland, Murphy, & Williams, 1989), but it is our view that the ultimate purpose for conducting appraisals is to improve organizational performance. In this chapter, however, we focus most of our attention on improving the performance of the individual because that is the area in which most of the attention in industrial and organizational psychology has been focused. We also make note of how organizational functioning can be enhanced by implementing performance management systems (PMSs) to complement performance appraisal systems. (See also Vol. 1, chap. 10, this handbook.) More formal attempts to build the linkages between individual-level and organizational-level performance are beyond the scope of this chapter (see, e.g., the review in DeNisi, 2000), but we show how effective performance management can affect organizational-level performance by aligning individual performance goals with organizational performance goals. That is, we believe that in an ideal system employees are told about areas in which they need to improve, are...

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“…The authors of this model argue that it can be applied across many different organizations and cultures, generating information and analysis about IPA processes that can be compared. Other models have also been developed, but with particular focuses, such as those that look at issues linked to autonomy in the employee IPA process (Kim and Holzer, 2014;Fernandez and Moldogaziev, 2012), the social and power propagation perspective involved in the IPA process (Granovetter, 1992;Pichler et al, 2008), or employee participation in goal setting (Roberts, 2003). Many other studies have pointed to critical issues related to the IPA process and should be considered in building a comprehensive and practical evaluation of this process (Côrtes and Meneses, 2019;Cropanzano et al, 2007;Feitosa and Lima, 2014;Fonseca and Menezes, 2016;Hartmann and Slapničar, 2012;Sánchez-Elvira, 2018).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Development of scale and model for evaluating the individual performance appraisals—Process in public management

Bezerra,

Oriol,

Brauer

2024

Hum. Resour. Manag. Serv.

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<p>The need for strategic alignment within HR management increased managers’ concern about individual behavior and how this behavior was related to the achievement of goals. In public management, effectively managing employees’ performance has been necessary since Weber’s bureaucratic administration. The individual performance appraisal is the right tool to assess employees’ competencies. Thus, we proposed the following research question: Which factors, as pointed out by theory, have the most significant influence on the individual performance appraisal process? The quantitative method was applied to answer this question, developing and testing a scale via EFA and a hypothetical model via SEM-CB. The results indicated a scale with 25 items able to access the main points of the IPA process and a hypothetical model with 7 constructs that indicate the influence on employee engagement. The main finding is the significant influence of feedback on the whole process. The main theoretical contribution was the construction of the MIPAS scale, and the practical contribution was to identify the points where managers should focus on improving the IPA process with their subordinates.<strong></strong></p>

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Rater-ratee relationships and performance management

Cited by 5 publications

References 1 publication

Supervisor-subordinate relationships and employee performance appraisals: a multi-source investigation in Croatia

Supervisor-subordinate relationships and employee performance appraisals: a multi-source investigation in Croatia

The appraisal and management of performance at work.

Development of scale and model for evaluating the individual performance appraisals—Process in public management

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