Feedback frequency and appraisal reactions: a meta-analytic test of moderators

Abstract

Performance appraisals provide employees with feedback that helps them improve subsequent performance, with acceptance of feedback as a key precondition to improve performance. In this study, we use the due process model of performance feedback to better understand predictors of favorable employee reactions to performance appraisal. The due process model views knowledge of performance standards and frequent feedback as aspects of adequate notice in performance appraisal, and as key predictors of favorable appraisal reactions. Empirical findings to date, however, have been inconsistent on this issue. Feedback frequency has not been consistently related to appraisal reactions in primary studies, suggesting the potential for moderator effects. We therefore meta-analyzed the relationships between knowledge of performance standards and feedback frequency with appraisal reactions through the due process lens with performance rating favorability and knowledge of performance standards as moderators. Our findings suggest prior inconsistent results could be partly explained by the moderating effects of performance rating favorability and knowledge of performance standards on the relationship between feedback frequency and appraisal reactions. We discuss the implications of our results for theory, research and practice.     

The performance of performance appraisal systems: understanding the linkage between appraisal structure and appraisal discrimination complaints

Abstract

Employee perceptions of the fairness of performance evaluations are critical to the success of any appraisal system. Research on performance management includes extensive studies on how bias emerges in the appraisal process. Despite this, there is no empirical evidence linking formal discrimination complaint filings – a key measure of bias - and performance appraisals. To close this gap, we conduct an empirical analysis using information on appraisal systems and discrimination complaints from the US federal government. Our findings suggest that agencies with better-designed appraisal systems will experience higher appraisal-related discrimination complaints, contrary to expectations. In particular, an expansion of training and voice opportunities are associated with an increase in appraisal discrimination complaints, while increased differentiation between performers is not consistently associated with complaints. For managers struggling with performance management, it may be better to spend time on improving performance-focused interpersonal communication rather than redesigning appraisal systems.     

Employee perceptions of performance appraisals: a comparative study on Indian banks

Performance appraisal is the most critical human resource practice and an indispensable part of every organization; however, the practice continues to generate dissatisfaction among employees and is often viewed as unfair and ineffective. Indian banking sector is one of the biggest and fastest growing financial service sectors. The post-liberalization era has witnessed significant changes in the structure and operations of banks operating in India. Arrival of new private and foreign banks has given a cause to public sector banks to be more competitive, effective and innovative in their approach. Past researches have compared public and private sector banks and have indicated that new private sector banks are outscoring public sector banks in terms of technical and economic efficiency parameters. However, no study could be found that compared public and private banks in India on fairness perceptions of performance appraisal system. Therefore, this research studied the differences between public and private sector banks with respect to perception of fairness of the performance appraisal system and performance appraisal satisfaction. Perception of fairness of the performance appraisal system has been studied through nine factors. The study used independent samples t-test and qualitative analysis to study the mean differences between the two banks. Results indicated that private sector bank employees perceive greater fairness and satisfaction with their performance appraisal system as compared to public sector bank employees.     

Contextualizing performance appraisal practices in Chinese public sector organizations: the importance of context and areas for future study

Abstract

Public sector organizations (PSOs) continue to undergo pressures for change due to economic globalization and the changing role of the state, resulting in increased focus on performance management, particularly employee performance appraisal. New public management’s emphasis on transparency, accountability, efficiency and performance highlights the multiple and often conflicting roles and performance outcomes of PSOs, the social and economic contexts in which PSOs operate, and the multiple ways they measure and manage performance. Responding to this special issue and calls for a richer understanding of performance management in PSOs we examine the impact of context on performance appraisal in Chinese PSOs. As China continues its transitions to a market-driven economy, Chinese PSOs have engaged in managerial reforms to improve governance, efficiency and productivity, including the strategic implementation of western-based HRM practices to manage employee performance. Our analysis demonstrates the challenges context poses for analysing HRM practices in Chinese PSOs.     

基于模糊数学的两阶段员工绩效评估方法

基于对现有员工绩效评估方法的分析,论文提出了两阶段评估方法,随后用博弈论解释了这一方法思想。并以评估一秘书绩效为例,运用模糊数学,探讨并实现了对员工两阶段绩效评估。     

基于绩效评价的员工激励研究

当前,人力资源管理的战略导向性愈益明显。由于人的复杂性、社会分工的加深和交易的频繁性,激励机制设计一直是信息经济学和人力资源管理实践关注的重要问题。本文在分析经典代理模型基础上,逐步释放假设,分别基于客观绩效评价和主观绩效评价分析了企业最优激励的选择。研究结论认为,企业在实践中要综合考虑客观绩效评价和主观绩效评价的结果来设计激励制度,正式契约可以通过前者来降低由关系契约产生的额外激励成本和违约风险,关系契约则通过后者减少正式契约产生的激励扭曲问题。     

高校教学团队的概念、特征与组织要素分析

本研究基于团队的概念,对高校教学团队的内涵和特征进行了分析,基于二分法,明确教学团队的构成要素和管理要素,提出要注意审慎进行团队负责人的遴选,把握适度的团队规模和合理的团队结构,建设合理的教学团队考核体系和激励机制,才能够顺利推进高校教学团队的建设。     

Performance appraisal politics from appraisee perspective: a study of antecedents in the Indian context

Appraisee's perception of appraisal politics (APAP) is conceptualized to be formed by three perceptual dimensions. First is appraiser's manipulation of ratings to achieve their self-serving ends such as own reputation, maintaining good relationships, building in-groups, and handling dependency threats from appraisees. Second dimension constitutes fellow appraisees' upward influence behaviors to get higher ratings and rewards. Third dimension relates to the outcome of appraisal, i.e. pay and promotion decisions that can be discriminatory when performance is ignored. Such actions are detrimental for good performers and performance culture. Drawing from the organizational justice theories, it is proposed that APAP can be mitigated by those appraisal-related structural (e.g. criteria), process (e.g. voice) and contextual antecedents (e.g. relation with appraiser) that enhance appraisee's perceived control, understanding, and prediction of appraisal decision and process. These hypotheses were tested in the Indian family-owned organizations. The data were collected using survey questionnaire method from six organizations. Multivariate and structural equation modeling (SEM) analyses revealed that overall APAP had significant negative correlation with downward communication, and appraiser–appraisee relations. Importantly, these are appraiser-centric or appraiser-driven variables, thus implying appraiser's criticality in influencing perceptions. Post hoc SEM analysis revealed that communication processes (such as feedback) mediated effect of structural variables (such as criteria relevance), implying criticality of procedures over structural variables. The significance of communication processes implemented by appraiser implies that understanding cultural context is important when studying perceptual reactions such as APAP. Interestingly, post hoc analysis revealed that downward communication mediated the effect of voice on APAP, a result that may be idiosyncratic to the Indian cultural context. Specifically, higher appraiser–appraisee power distance in the Indian context may influence the perceived relevance and utility of processes such as voice (e.g. appeal), which may put appraisee in a slightly adversarial situation with appraiser. Further, higher paternalistic orientation may make processes like downward communication more desired by appraisee because these processes project superior as a guide and a coach, who is keen to handhold and support their subordinates. The implications of these results for practitioners are discussed.     

新形势下国有企业人力资源绩效考核改进措施

在新时期,企业想要保持健康发展,必须完善内部控制制度,建立现代企业管理模式,优化绩效考核制度.如今国有企业的绩效考核制度已取得初步成效,但也不应回避绩效考核在实施中遇到的瓶颈,仍需不断探索,寻找支持国有企业长期战略规划要求的绩效考核体系,并伴随着企业的发展变化及时进行调整使之顺利落地.基于此,本文主要分析了新形势下国有...     

Can performance appraisals motivate employees to improve performance? A Mexican study

In this study of Mexican employees, we examined the relationship between performance appraisal characteristics (appraisal source, appraisal purpose and feedback richness) and perceived reactions of employees to the appraisal characteristics (perceived fairness and perceived accuracy of appraisals) and appraisal outcomes (appraisal satisfaction and motivation to improve). We hypothesized that multisource appraisals, appraisals used for administrative and developmental appraisals (multipurpose appraisals) and appraisals that have a high degree of feedback richness would lead to more perceived accuracy and perceived fairness of appraisals. We further hypothesized that higher levels of perceived fairness and accuracy would lead to higher levels of employee appraisal satisfaction and motivation to improve performance in the future. Results based on a survey of Mexican employees provide support for most of the hypothesized relationships. We discuss implications of the findings for research and practice of performance appraisals in the Mexican context.     

绩效考核问题探讨

绩效考核是提高绩效的重要工具。绩效考核是晋升、奖励和培训的依据。然而在现实中,很多单位的绩效考核都成了"走过场",在考核的过程中没有规范进行,从而没有把绩效考核的作用发挥出来。因此,需要对我国企事业单位的绩效考核工作进行分析、并设定科学的绩效考核体系。     

自我监控、互惠机会与考核目的对绩效评价结果的影响 ——一项准实验研究

绩效考核是人力资源管理的重要工作,考核结果出现偏差是绩效评价常见的问题。从评价者人格特质和考核情境因素入手,分析评价者的心理过程和行为表现,为理解考核结果偏差提供了新的视角。以学生评教准实验模拟绩效评价活动,数据分析表明:评价者自我监控水平、评价者和被评价者之间的互惠机会、评价目的对评价结果有独立的显著影响;自我监控水平和互惠机会、自我监控水平和考核目的、自我监控水平、互惠机会和考核目的对评价结果有交互影响;高自我监控水平的评价者,在有互惠机会和管理性考核时,有更多的高评行为。研究证实了评价者人格特质和考核情境因素对考核结果的主效应和交互效应,对指导绩效考核实践有一定的价值。     

The influence of independent self-construal on rater self-efficacy in performance appraisal

This paper extends current knowledge on the use of performance evaluations in organizations by investigating the influence of self-construal on rater self-efficacy. Results from a survey completed by 105 experienced managers indicate that independent self-construal is related to various dimensions of rater self-efficacy. Moreover, experience with appraisals was found to moderate these relationships. The implications of these findings for the research and the practice of performance appraisal are discussed.     

基于绩效工资改革下高职院校绩效考核评价体系探索

本文就高职院校绩效考核现状及存在的问题进行了剖析,提出了相应的绩效考核评价体系,健全了绩效考核反馈机制。以国家骨干高职院校深圳信息职业技术学院专任教师为例,把企业专家和一线技术工程人员纳入绩效考核的主体设计中并建立了绩效考核模型及绩效考核反馈机制流程,使绩效考核真正能调动教职工主动性并激发其潜能,增强高职院校的办学活力和竞争力。     

知识员工绩效考核方法的探索

知识员工的绩效考核方法应适于知识员工的绩效特征。绩效考核方法可根据考核结果受考核者决策影响程度的不同,分为主观考核法与客观考核法两类。每一种主、客观考核法在知识员工的绩效考核中各有利弊且考核的侧重点各异。今后的研究可以将重点放在探索一种结合主观考核法与客观考核法优势的绩效考核方法,或者尝试将一种主观考核法与一种客观考核法有机结合,以实现对知识员工科学、高效地绩效考核。     

Structure and Perceived Performance in Public Organizations

Abstract

The purpose of this study is to examine relationships and better-fits between organizational structure and performance in public organizations. This study takes into account multiple dimensions of organizational structure: span of control, organizational personnel size, global organizational red tape and personnel red tape. The relationships between the first two physical dimensions and perceived organizational performance are examined by taking different combinations of measures, such as raw measures, log-transformation measures and squared measures. The results of ordinal logistic regression models find that, except for span of control, the other structural dimensions have a negative influence on perceived organizational performance. While span of control shows a better-fit with perceived performance in a linear and positive direction, personnel size fits better in a log-linear relationship. Theoretical and practical implications are discussed in the conclusion.     

Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment firm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform significantly better on the job four months later than employees (n = 75) who received the company's traditional performance appraisal interview. The finding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal. © 2014 Wiley Periodicals, Inc.     

模糊综合评价法在供应商绩效评价体系中的应用

供应商的选择和评价是企业产品质量保证的源头,评价供应商受很多不确定因素的影响.本文在分析供应商评价指标体系所应遵循的CQDS原则的基础上,建立了供应商绩效评价体系的层次结构,构建了基于模糊综合评价法的供应商绩效评价模型,并对基于模糊综合评价法的供应商绩效评价进行了详尽的阐述.     

运用PDCA循环改进绩效考核的方案设计

绩效考核是企业经营管理的重要内容之一。本文指出了当前企业考核中普遍存在的问题，并将绩效考核作为一种系统管理工具。结合PDCA循环思想，提出了创建有效考核的一系列措施。     

基于团队的人力资源绩效考核与管理策略

当今人力资源管理理论正在不断地发展,而绩效考核与管理作为人力资源管理中的核心事宜,其当前更是得到了较为广泛的关注。通过对部分企事业单位人力资源绩效考核与管理状况进行分析可以发现,绩效考核与管理进程存在着一些明显不足,在其相关因素的影响和作用下,一系列不足也演变为了具体的绩效考核与管理问题。基于团队的人力资源绩效考核与管理带有一定特殊性,论文对相应问题进行分析,并就如何在团队视角下进行人力资源绩效考核与管理提出合理建议。