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, mastery orientation, self-monitoring, and public self-consciousness. 1b: Individual levels of feedback orientation are stable over… Continue reading Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process

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 fails to lead to a desirable change in the recipient’s behavior. Recipients can sometimes harbor… Continue reading Actionable feedback: Unlocking the power of learning and performance improvement

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 or result of administrative decisions) Feedback system Documentation factor Training and development Salary Between-persons: salary,… Continue reading Purposes of Performance Appraisals

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 between the two. Key Points In terms of the psychological orientations of the appraiser and… Continue reading Appraisal: An individual psychological perspective

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 have concerned themselves on the impact of the appraisal format on work attitudes and reaction… Continue reading Investigation of raters’ and ratees’ reactions to three methods of performance appraisal

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 memory (Craik & Lockhart, 1972; Tulving, 1974) Exploration of person perception and social cognition (Wyer… Continue reading Processes in evaluative judgment

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 by the need to avoid: Confrontation Damaging working relationships Creating permanent written documents that may… Continue reading Ethical Dilemmas in Performance Appraisal Revisited