Where All the Children Are Above Average: The Performance Appraisal Purpose Effect

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. www.econstor.eu The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post Foundation. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. Terms of use: Documents in D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author.IZA Discussion Paper No. 5020 June 2010 ABSTRACT Performance Appraisals and the Impact of Forced Distribution: An Experimental InvestigationA real effort experiment is investigated in which supervisors have to rate the performance of individual workers who in turn receive a bonus payment based on these ratings. We compare a baseline treatment in which supervisors were not restricted in their rating behavior to a forced distribution system in which they had to assign differentiated grades. We find that productivity was significantly higher under a forced distribution by about 8%. But also in the absence of forced distribution, deliberate differentiation positively affected output in subsequent work periods.JEL Classification: C91, D83, J33, M52

show abstract

“…See for instance Landy and Farr (1980), Murphy (1992), Bretz et al (1992), Jawahar and Williams (1997), Prendergast (1999), or Moers (2005).…”

Section: Introductionmentioning

confidence: 99%

Performance Appraisals and the Impact of Forced Distribution—An Experimental Investigation

2013

View full text Add to dashboard Cite

show abstract

“…In contrast, performance appraisal used for administrative purposes is influenced by friendship and political influences (Cardy & Dobbins, 1994;Longenecker, Sims, & Gioia, 1987). Hence, the inflation of ratings is likely to happen when appraisals are used for administrative decisions (Murphy & Cleveland, 1995) compared to developmental decisions (Jawahar & Williams, 1997). As a result, appraisals tend to be less accurate when they are made for administrative purposes than developmental purposes.…”

Section: F Raters' Perceived Purposes Of Ap-praisalmentioning

confidence: 99%

Rater’s Intention Towards Appraising Accurately

Embi

Choon

2014

JGP

View full text Add to dashboard Cite

most organizations is to provide utilizable performance information of the ratees in making human resource decisions whether it is for between person decisions (e.g., promotion and salary increments); within person decisions (e.g., feedback and identifying training needs); system maintenance (e.g., manpower planning and evaluation of human resource systems); or documentation (e.g., criteria for validity studies and meeting legal needs) (Cleveland, Murphy, & Williams, 1989). Any equal, accurate appraisal is better than inaccurate appraisal (DeNisi, 2011). Hence, raters' appraisal accuracy is deemed essential in making the performance appraisal perceived as objective, fair, and transparent by the ratees.The focus of performance appraisal accuracy research shifted its format from rating scales (Bernardin, La Shells, Smith, & Alvares, 1976;Landy & Farr, 1980;Thorndike, 1920) to rater trainings (Day & Sulsky, 1995), rater cognitive process (DeNisi, Cafferty, & Meglino, 1984;Feldman, 1981;Ilgen & Feldman, 1983), rater affects (Tsui & Barry, 1986), rater motivations (Banks & Murphy, 1985;Harris, 1994;Murphy & Cleveland, 1995), and also rater goals and intentions (Murphy, 2008;Murphy & Cleveland, 1995;Spence & Keeping, 2013). Past research indicated that performance appraisal accuracy was heavily investigated because accurate appraisal were likely to be perceived by ratees as fairer, acceptable and they tend to respond positively to feedback (Ilgen, Fisher, & Taylor, 1979). DeNisi (2011) found that the problem investigating performance appraisal accuracy as dependent variable in field setting lies in the difficulty to obtain "true scores" (direct measure of accuracy) and incorrect proxy to relate appraisal accuracy with rating errors (indirect measure of accuracy).Since it is difficult to directly measure accuracy and rating errors, it does not mean it is inaccurate. Therefore it is proposed Muhamad Ali Embi ABSTRACTThe aim of this article is to stimulate thoughts and introduce new prospects to the study of performance appraisal accuracy, especially in the raters' perspective. It focuses on a relatively understudied aspect of performance appraisal which is raters' intention towards appraising accurately. In order to understand the application of this aspect, this paper attempts to develop a conceptual framework based on hypotheses of the direct and indirect factors that predict the raters' intention to appraise accurately. It is hypothesized that the raters' experience in appraising, raters' perceived purposes of appraisal, and raters' perceived information adequacy for appraising will predict the raters' intention towards appraising accurately by influencing the raters' attitude towards appraising accurately, raters' perceived subjective norms towards appraising accurately, and raters' perceived behavioral control towards appraising accurately.

show abstract

“…Less lenient PAs are possible, depending on the context of the appraisal (developmental vs. administrative;Jawahar & Williams, 1997). Pulakos and colleagues (2015) have pointed out that because PM procedures are not directly tied to practical administrative consequences, PM processes should theoretically be less prone to the negative effect that interpersonal factors have on the validity of PA ratings.…”

Section: Social Context Of Organizations Affects Performance Managementmentioning

confidence: 99%

Managing the Interpersonal Aspect of Performance Management

Ock

Oswald

2015

Ind. Organ. Psychol.

View full text Add to dashboard Cite

It is safe to assume that an accurate performance appraisal (PA) is an important prerequisite to an effective performance management (PM) system, because with accurate PA information, management, teams, and employees can engage in the process of identifying and developing a wide range of job-relevant knowledge or skills to improve job performance. However, researchers and practitioners alike must continue to push for PA to be something other an administrative ritual; the ideal goal for PA is for it to contribute to a reliable process that can offer practical help to organizational operations, including PM. As Pulakos, Mueller Hanson, Arad, and Moye (2015) have pointed out, supervisors are concerned about demotivating or disengaging employees by providing PA ratings that are too much lower than the highest rating or ranking that is available, so having ratings that are clustered at the high end of the rating scale is quite common across organizations (Bretz, Milkovich, & Read, 1992).

show abstract

Where All the Children Are Above Average: The Performance Appraisal Purpose Effect

Cited by 198 publications

References 57 publications

Performance Appraisals and the Impact of Forced Distribution—An Experimental Investigation

Performance Appraisals and the Impact of Forced Distribution—An Experimental Investigation

Rater’s Intention Towards Appraising Accurately

Managing the Interpersonal Aspect of Performance Management

Contact Info

Product

Resources

About