23 – Geddes
This study examined the effects of demographic similarity and dissimilarity on perceptions of performance appraisals and reactions to negative feedback.
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When organizational members accept task-relevant feedback, they are more likely to maintain and/or modify their behaviors in ways that will improve future performance. In contrast, when employees reject supervisor feedback, more common when an evaluation indicates performance deficits, they may respond unfavorably (Fedor et al., 2001; Ilgen & Davis, 2000).
Fedor, D.B., Davis, W.D., Maslyn, J.M. & Mathieson, K. Performance improvement efforts in response to negative feedback: The roles of source power and recipient self-esteem. Journal of Management, 2001, 27, 79-97.
Ilgen, D. & Davis, C. Bearing bad news: Reactions to negative performance feedback. Applied Psychology, 2000, 49, 550-65.
9 – Catano
The limitations of performance assessment, such as inflated ratings, lack of consistency, and the politics of assessment (Tziner, Latham, Price, & Haccoun, 1996), often lead to their abandonment. Managers responsible for delivering performance reviews who are uncomfortable with the performance rating system may give uniformly high ratings that do not discriminate between ratees. Poor ratings detract from organizational uses and increase employee mistrust in the performance appraisal system (Tziner & Murphy, 1999). Employees on the receiving end of the appraisal often express dissatisfaction with both the decisions made as a result of performance assessment and the process of performance assessment (Milliman, Nason, Zhu, & De Cieri, 2002), which may have longitudinal effects on overall job satisfaction (Blau, 1999) and commitment (Cawley, Keeping, & Levy, 1998).
legally sound performance appraisals should be objective and based on a job analysis, they should also be based on behaviors that relate to specific functions that are controllable by the ratee, and the results of the appraisal should be communicated to the employee (Malos, 1998). Second, the appraisals must be perceived as fair. Procedural fairness is improved when employees participate in all aspects of the process, when there is consistency in all processes, when the assessments are free of supervisor bias, and when there is a formal channel for the employees to challenge or rebut their evaluations (Gilliland & Langdon, 1998). In addition to perceptions of fairness, participation by employees in the appraisal process is related to motivation to improve job performance, satisfaction with the appraisal process, increased organizational commitment, and the utility or value that the employees place on the appraisal (Cawley et al., 1998).
Tziner A, Latham GP, Price BS, Haccoun R. (1996). Development and validation of a questionnaire for measuring perceived political considerations in performance appraisal. Journal of Organizational Behavior, 17, 179-190.
Tziner A, Murphy KR. (1999). Additional evidence of attitudinal influences in performance appraisal. Journal of Business and Psychology, 13, 407-419.
Milliman J, Nason S,
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