Turning the Page: A New Year and a New Leaf

Hall, Jeremy L.; Battaglio, R. Paul

doi:10.1111/puar.13026

Cited by 3 publications

(3 citation statements)

References 27 publications

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“…As dehumanization has been shown to be more powerful when used toward minority groups, future work should determine whether dehumanization used toward racial or ethnic minorities, women, and LGBT individuals operates in a different way than when used toward an ostensibly white male. Given the push to reevaluate HRM practices to encourage social equity, further examination of dehumanization may shed light on how to reduce cognitive biases against traditional underrepresented groups ( Greenan et al, 2019;Hall and Battaglio, 2018). Further, we focus only on negative dehumanization, but dehumanization with a positive connotation may be especially relevant to the workplace, as it is in athletics.…”

Section: Discussionmentioning

confidence: 99%

Are people better employees than machines? Dehumanizing language and employee performance appraisals

Fowler

Utych

2021

Social Science Quarterly

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Objective: Although performance appraisals are based on objective procedures, cognitive biases from appraisers may create avenues for errors in judgment of employee performance. Dehumanizing language, or metaphors that characterize humans in nonhuman terms (e.g., cogs in a machine), is one important way cognitive biases can occur Method: We conduct a survey experiment to determine if dehumanizing language affects perceptions of employee value or competency within the context of performance appraisals. Result: Findings show that when employees are referred to in mechanistic terms, respondents perceive that employee to be deserve hire compensation, and be more competent, as compared to referring to employees in human or animalistic terms. Conclusion:Conclusions suggest dehumanizing language is an important type of cognitive bias that affects individuals in administrative environments, and the managerial and ethical implications of its use require further examination.Performance management has been a key component of administrative practice and theory since the days of scientific management, but more recently, the performance paradigm has placed it at the center of the human resource management (HRM) research agenda (Battaglio, 2015;Durant et al., 2006;Taylor, 1919). Central to this agenda are tools for performance appraisal, in which managers evaluate outputs at both individual and organizational-levels related to organizational missions, goals, and values. Performance appraisals have increased in sophistication over time, as well as our understanding of their design, implementation, and effects on both employees and organizations (Battaglio, 2015;Belle, Cantarelli, and Belardinelli, 2017). In order for performance appraisal to be effective, it must be built on objective processes that eliminate biases; otherwise, they may be counterproductive to organizational goals or employee motivation (Nalbanian, 1981;Wiemann, Meidert, and Weibel, 2019). Significant research focuses on reducing error by identifying and developing strategies to mitigate common types and sources of bias (Battaglio, 2015). However, scant attention has been paid to cognitive biases inherent in how humans interpret performance information during this process, which inserts subjectivity into a supposedly objective process (Belle, Cantarelli, and Belardinelli, 2017).

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Section: Discussionmentioning

confidence: 99%

Are people better employees than machines? Dehumanizing language and employee performance appraisals

Fowler

Utych

2021

Social Science Quarterly

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“…In 2019, we mused about whether Federalism might be dead (Hall and Battaglio 2019); recent events have confirmed it is alive, well, and possibly mutating. As has been the case with major punctuations throughout history, the balance of power among nation and states is once again in question.…”

Section: Framing the Crisis: Questions For Reflectionmentioning

confidence: 99%

Global Reflection, Conceptual Exploration, and Evidentiary Assimilation: COVID‐19 Viewpoint Symposium Introduction

Hall

Zavattaro

Battaglio³

et al. 2020

Public Administration Review

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“…Hall et Battaglio (2019 : 10) encouragent la recherche s’éloignant d’un devis portant sur une seule organisation en procurant un élément de comparaison permettant d’élargir des théories ou de développer de nouveaux éléments conceptuels. Les grandes bases de données comme le SAFF permettent de réaliser des comparaisons entre organisations de manière large, en expliquant les variations de pratiques de gestion entre des ministères et organismes différents.…”

Section: Revue De La Littératureunclassified

Sondage auprès des fonctionnaires fédéraux : Synthèse des contributions canadiennes à la recherche

Charbonneau¹,

Morin²,

Slama³

et al. 2020

Can Public Adm

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Sommaire : Pendant près de vingt ans, les chercheurs en gestion publique ont utilisé les données du Sondage auprès des fonctionnaires fédéraux (SAFF) pour leur travail de recherche. Deux études ont procédé à l'évaluation de l'utilisation des données, des modèles de mesure et de la qualité des mesures du Federal Employee Viewpoint Survey (FEVS) du gouvernement fédéral américain, sans tenir compte des données du SAFF. Cet article analyse les études qui ont utilisé les données du SAFF canadien afin de promouvoir la recherche en sciences sociales, et tente d'encourager la discussion sur l'avenir du SAFF et son potentiel pour la recherche en matière de gestion stratégique des ressources humaines au Canada.

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Turning the Page: A New Year and a New Leaf

Cited by 3 publications

References 27 publications

Are people better employees than machines? Dehumanizing language and employee performance appraisals

Are people better employees than machines? Dehumanizing language and employee performance appraisals

Global Reflection, Conceptual Exploration, and Evidentiary Assimilation: COVID‐19 Viewpoint Symposium Introduction

Sondage auprès des fonctionnaires fédéraux : Synthèse des contributions canadiennes à la recherche

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