Monthly Archives: April 2010

Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process

LONDON, Manuel & SMITHER, James W., «Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process», Human Resource Management, 2002, vol. 12, p. 81-100. Propositions 1a: Feedback orientation is positively related to desire for self-awareness, self-verification, self-enhancement, openness to experience,

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Actionable feedback: Unlocking the power of learning and performance improvement

CANNON, Mark D. & WITHERSPOON, Robert, «Actionable feedback : Unlocking the power of learning and performance improvement», Academy of Management Executive, 2005, vol.19, no 2, p. 120-134. Critical Feedback Not only is it unsavory to give, but its delivery frequently

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Does Performance Appraisal Help or Hurt the Organization

MURPHY, Kevin R. et Jeannette CLEVELAND. Understanding Performance Appraisal: Social, Organizational and Goal-Based Perspectives, Thousand Oaks, CA: Sage Publications, 1995, 502 pages. Chapitre 12. «Does Performance Appraisal Help or Hurt the Organization», p. 324-340.

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Posted in Book Section, M.Sc., Performance Management, Summaries

The social context of performance appraisal: A review and framework for the future

LEVY, P.E. & WILLIAMS, J.R., «The social context of performance appraisal : A review and framework for the future», Journal of Management, 2004, vol.30, no 6, p. 881-905.

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Purposes of Performance Appraisals

MURPHY, Kevin R. et Jeannette CLEVELAND (1995). Understanding Performance Appraisal: Social, Organizational and Goal-Based Perspectives, Thousand Oaks, CA: Sage Publications, 502 pages. Chapitre 4. «Purposes of Performance Appraisals», p. 87-109. Uses of PA Administrative decisions (PA may be the cause

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Appraisal: An individual psychological perspective

Fletcher, Clive (2002). “Appraisal: An Individual Psychological Perspective” in Psychological Management of Individual Performance, John Wiley & Sons, p. 115-133. Psychological analysis of the role of motivation, personality and interpersonal relationships in PA. Appraiser and Appraisee behavior and the relationship

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Investigation of raters’ and ratees’ reactions to three methods of performance appraisal

TZINER, A. ; KOPELMAN, R. & JOANIS, C., (1997), «Investigation of raters’ and ratees’ reactions to three methods of performance appraisal : BOS, BARS, and GRS», Revue Canadienne des sciences de l’administration, vol. 14, numéro 4, p. 396-404. Few studies

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Processes in evaluative judgment

MURPHY, K. R. & CLEVELAND, J. N. «Processes in evaluative judgment» Understanding Performance Appraisal:  Social, Organizational, and Goal-Based Perspectives Thousand Oaks:  Sage Publications, 1995, chapitre 7, p. 182-211. The many definitions of cognitive Exploration of the basic processes of human

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Posted in Book Section, M.Sc., Performance Management, Summaries

Performance management and strategic planning

AGUINIS, H. (2009). Performance Management (Chapter 3: Performance management and strategic planning), Upper Saddle River: Pearson, p. 50-75. Summary needed!

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Ethical Dilemmas in Performance Appraisal Revisited

LONGNECKER, C. & LUDWIG, D. (1990). Ethical Dilemmas in Performance Appraisal Revisited, Journal of Business Ethics, vol. 9, p. 961-969 Most managers do not describe their ratings of subordinates in PA as completely honest or accurate. This inaccuracy is justified

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