Employee responses to formal performance appraisal feedback.

Investigated the attitudinal impacts of receiving formal performance appraisal feedback. Based on the suggestion that the feedback that one is "satisfactory" will be disconfirming for many feedback recipients, it was hypothesized that attitudes toward the performance appraisal systems and organizational commitment will decrease and remain lower for those receiving satisfactory ratings, whereas the attitudes of those receiving higher appraisal ratings will remain unchanged. The hypotheses were tested on panels of management and nonmanagement employees (the latter receiving new appraisals 12 mo after their managers) in 2 federal agencies over a 30-mo period using perceived and actual performance ratings. There was a significant and stable drop in the organizational commitment of satisfactory employees after the introduction of formal appraisals, with mixed results for attitudes toward the appraisal system. Findings suggest that potentially negative consequences of implicitly comparative formal performance appraisals can occur for those performing at a satisfactory, but not outstanding, level. (21 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee reactions to contextual and session components of performance appraisal.

A neglected area of performance appraisal research concerns the context within which the appraisal process occurs. For a sample of exempt employees, measures were developed that assessed system components of the appraisal context. The contribution of these variables (complexity, implementation, and follow-up) to the prediction of 2 measures of employee reactions to performance appraisal (review session satisfaction and appraisal system satisfaction) was compared with the contribution of a more frequently studied set of variables—supervisory behaviors in the review session. The relationship of a salary linkage variable to the 2 outcome criteria also was assessed. The supervisory session variables were related to session satisfaction, and the system contextual variables were primarily related to system satisfaction. Salary linkage was associated with system satisfaction. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Influence of performance evaluation rating segmentation on motivation and fairness perceptions.

This study investigated the impact of rating segmentation (i.e., the number of alternative appraisal categories available for rating employee performance) on motivation and perceptions of fairness. Participants were 305 student volunteers who performed a catalog search task, A 2 X 4 factorial design with 2 performance rating systems--low segmentation (3 categories) and moderate segmentation (5 categories)--and 4 performance levels was used. Overall, the results indicated that the 5-category system resulted in higher self-efficacy regarding participants' ability to reach the next higher rating category, higher goals for rating improvement, and higher rating improvements than the 3-category system. The effects of rating system and performance rating on rating improvement were partially mediated by self-efficacy and personal goals. The rating system and the performance rating affected perceptions of distributive and procedural justice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effect of appraisal instrument on managerial perceptions of fairness and satisfaction with appraisals from their peers.

Examined whether the type of appraisal instrument (behavioral observation scales [BOS], behaviorally anchored rating scales [BARS], trait scales, or using no formal appraisal instrument) affected satisfaction with a peer appraisal and perceptions of fairness. 91 managers, while working in teams on a simulated task, provided one another with feedback. Satisfaction with peer appraisals was higher when BOS, BARS, or no formal instrument (control) was used to give feedback than was the case with a trait scale. Procedural justice was perceived as higher when either BOS or no instrument was used to give feedback than when the feedback was based on a trait scale. Trait scales were not perceived to be an acceptable instrument by peers for assessing their performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Culture and egocentric perceptions of fairness in conflict and negotiation.

In this article, the authors advanced a cultural view of judgment biases in conflict and negotiation. The authors predicted that disputants' self-serving biases of fairness would be more prevalent in individualistic cultures, such as the United States, in which the self is served by focusing on one's positive attributes to "stand out" and be better than others, yet would be attenuated in collectivistic cultures, such as Japan, where the self is served by focusing on one's negative characteristics to "blend in" (S. J. Heine, D. R. Lehman, H. R. Markus, & S. Kitayama. 1999). Four studies that used different methodologies (free recall, scenarios, and a laboratory experiment) supported this notion. Implications for the science and practice of negotiation are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The effect of organizational structure on perceptions of procedural fairness.

This study explored the relationship between 3 dimensions of organizational structure—centralization, formalization, and size—and perceptions of procedural and interactional fairness. Data from 11 organizations (N? = ?209) indicated that, as predicted, centralization was negatively related to perceptions of procedural fairness, and organizational size was negatively related to interactional fairness. However, contrary to predictions, formalization was not related to perceptions of procedural fairness. Results suggest that organizational structure and design should play a more prominent role in our thinking about organizational fairness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Determinants of perceived fairness of performance evaluations.

217 middle managers from 3 industrial groups responded to an open-ended questionnaire in which they described the determinants of particularly fair or unfair performance appraisals. By Q-sort procedure, the responses were categorized and combined to yield 7 distinct determinants of fairness in performance evaluations. Ratings of the perceived importance of these determinants were factor analyzed, revealing 2 distinct factors—Procedural and Distributive determinants. The implications of the determinants are discussed with respect to existing research and theory on justice in organizations. (20 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee attitudes and employee performance.

An examination is made of the empirical literature bearing upon the relationships between employee attitudes and employee performance. A discussion of methodological questions includes considerations of sampling, of criterion measures, and of general problems of analysis and design. Theoretical considerations include the employee's outside environment, and both union and company structures. Two conclusions are inferred from the literature reviewed: 1. Job satisfaction does not imply strong motivation for outstanding performance; and 2. "… productivity may be only peripherally related to many of the goals toward which the industrial worker is striving." 62 references. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee perceptions on the implementation of robotic manufacturing technology.

[Correction Notice: An erratum for this article was reported in Vol 71(3) of Journal of Applied Psychology (see record 2008-10743-001). Several crucial horizontal rules were omitted from Table 2. The corrected table appears in the erratum.] A review of the industrial robotics literature identified 4 areas of employee concern during the implementation of robots: general robotics orientation, job security, management concern, and expected changes. A principal factors analysis of a 58-item questionnaire generated to measure these dimensions extracted 4 factors that reproduced the a priori conceptual areas. Composite scales formed from items loading on these factors yielded acceptable reliabilities. A discriminant analysis using the scale scores indicated significant group differences among 316 manufacturing employees in 3 occupational classes—assembly line workers, job setters, and skilled trades. These results, corroborated by a content analysis of an open-ended question, show that low-skill workers reacted negatively toward the implementation of robots, perceiving them largely as threats to their job security. High-skill workers reacted more positively toward the robots and perceived the implementation as providing opportunities to expand their skills. (31 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of participation and control in the effects of computer monitoring on fairness perceptions, task satisfaction, and performance.

Procedural justice and social facilitation theories were used to investigate effects of 2 kinds of process control on fairness perceptions, task satisfaction and performance of complex, computer-monitored tasks. A laboratory study manipulated participation (high or low voice) and monitoring approach (monitoring, control over monitoring, or no monitoring). High-voice participants perceived higher justice. Monitored participants reported higher satisfaction with high voice and lower satisfaction with low voice. Task performance was poorer for monitored participants unless they had control over monitoring. Among those with control, performance was not impaired for higher baseline performers. The 2 kinds of process control had different effects on the outcome variables. Results suggest the value of considering variations in the kinds of control provided and the justice principles that may apply in predicting effects of monitoring procedures. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Role of the rater in performance appraisal.

Notes that ratings for performance appraisal are frequently made by supervisors. In the present study, judgments of effectiveness for 153 hospital nurses were obtained from the nurse herself and her peers in addition to her supervisor, using the same rating form. Factor analysis indicated that each rating source could be clearly identified and characterized. The data reaffirm the notion that interrater disagreement may reflect systematic rater bias as well as meaningful differences in the ways in which judgments are made. Implications for comprehensive appraisals are suggested. (29 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The psychological organizations of Canada--Round two.

This article is presented as a potential chapter of the history of psychological organizations in Canada. The writer briefly describes the origins, the structure, the aims and membership of the Canadian University Counselling Association. In his view a substantial number of the members of C.U.C.A. could be the nucleus of a division or interest groups of C.P.A.--specifically that of Counselling Psychology. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee and customer perceptions of service in banks: Replication and extension.

Replicated the 1st author and J. J. Parkington's (1979) research on the relationships between employees and customers in service organizations by analyzing survey data from 142 employees and 968 customers from 28 branches of a bank. Moderate support was found for the 1st author and Parkington's work on correlates of stress for boundary role employees. Support was also found for relationships between branch employees' and branch customers' service perceptions and attitudes as reported by the present 1st author et al (1980). Significant relationships were reported between branch employees' perceptions of organizational human resources practices and branch customers' attitudes about service. Employee attitudes and customer attitudes were related to their own and one another's turnover intentions. Results are discussed from the perspective of promoting an integration of consumer and organizational behavior in the service sector. (51 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee perceptions of invasion of privacy: A field simulation experiment.

Examined the effect of 4 independent variables—type of information disclosed (personality or performance), permission granted or not granted by the employee for the disclosure, unfavorable or favorable consequences of the disclosure, and internal vs external recipients of the information—on perceived invasion of privacy. 2,047 employees in 5 corporations rated 1 of 16 hypothetical situations describing an employee who had applied for a new job that was a promotion. Ss perceived a greater invasion of privacy with personality than with performance information, with no permission for disclosure than with permission, with unfavorable consequences, and with external disclosure than with internal disclosure. Eta-squared values showed that permission was the most important main effect, followed by location of disclosure, consequences, and type of information. (13 ref)) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Measurement and assessment issues in performance appraisal.

Performance appraisal is a topic that is of both theoretical interest and practical importance. As such, it is one of the most researched topics in industrial and organisational psychology. Several measurement issues are central to performance appraisal including: (a) how performance has been measured, (b) how to improve performance appraisal ratings, (c) what is meant by performance, and (d) how the quality of ratings has been defined. Each of these are discussed along with the shortcomings of the extant literature in helping to come to grips with these important issues. Next, some of the new challenges facing performance appraisal, given its historical focus on single individuals being evaluated, are highlighted. In particular, the appraisal problems inherent in the assessment of team performance and the complexities inherent in multisource feedback systems are covered. We conclude with a short discussion of the litigious issues that can arise as a result of poor performance management practises. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Correlates of perceived fairness and accuracy of performance evaluation.

Employee perceptions of the fairness and accuracy of a performance evaluation system were examined by means of a questionnaire administered to all exempt managerial and professional employees of a large manufacturing organization. Primary (N?=?355) and hold-out (N?=?356) samples were identified, and a forward stepwise multiple regression analysis was performed on the primary sample. Cross-validation indicated that a 5-variable linear composite accounted for 29% of the variance in the dependent variable. Frequency of evaluation, identification of goals to eliminate weaknesses, and supervisor knowledge of a subordinate's level of performance and job duties were significantly related to perceptions of fairness and accuracy of performance evaluation. (3 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of threat in a performance appraisal interview.

Real-life appraisal interviews conducted by 92 manager-subordinate pairs were studied intensively. Reactions of subordinates were systematically obtained before and after their appraisal interviews and the proceedings in the actual interviews were carefully documented by trained Os. Measures of subsequent performance improvement realized as a result of the appraisal interviews were taken 12 wk. later. The results indicated that a manager's attempts to assist a subordinate by pointing up improvement needs were likely to be perceived by the subordinate as threatening to his self-esteem and to result in defensive behavior. The greater the threat, the less favorable the attitude toward the appraisal system and the less the subsequent constructive improvement in job performance realized. These reactions were strong to the extent that the subordinate had relatively low occupational self-esteem. Some practical implications for appraisal practices are cited. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Children's perceptions of the fairness of parental preferential treatment and their socioemotional well-being.

Being the recipient of favored parental treatment has been identified as a correlate of enhanced socioemotional well-being. However, knowledge of children's perceptions of the legitimacy of preferential treatment may provide a more complete understanding of associations between preferential treatment and children's socioemotional well-being. The current study investigated whether children's well-being varies in accordance with their views about the fairness of preferential parental treatment. One hundred thirty-five children (M=11.74 years) and their older siblings (M=14.64 years) were interviewed independently about parents' distribution of affection and control. Although the amount of preferential control children reported experiencing was related to more externalizing behavior problems, lower levels of internalizing behavior problems and greater global self-esteem were indicated when children perceived that such preferential behaviors were fair. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Statistical control of halo: Clarification from two cognitive models of the performance appraisal process.

Criticizes the partial correlation technique proposed by F. J. Landy et al (see record 1981-00274-001) used for the control of halo. Categorization and traditional structural models are derived to suggest alternative causal orderings between a rater's dimensional evaluations and overall impression of a ratee. Using logic underlying path-analytic methodology, the inappropriateness of the partial correlation technique of either model is demonstrated. It is suggested that the partialing procedure yields unspecifiable and uninterpretable residuals and that there seem to be no reasonable circumstances in existing causal models of cognitive performance appraisal processes that allow justification of its use. These arguments support R. J. Harvey's (see record 1982-20094-001) contention that the partialing approach should be abandoned. (20 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)