Performance Appraisal and Management

Exploring common challenges and unpacking why performance appraisal often fails in organizations, Performance Appraisal and Management uses the latest thinking and research to equip readers with evidence-based tools and strategies for overcoming these obstacles.

Sommario

Preface
Acknowledgments
About the Authors
Section I: Introduction
Chapter 1: Performance Appraisal: Research and Practice
Learning Objectives
Performance Appraisal: Historical Development and Present Status
Organization of this Book
Summary
Exercise: Can Organizations Manage Human Resources Without Performance Appraisal?
Chapter 2: Performance Management and Performance Appraisal
Learning Objectives
Why Study Performance Appraisal Rather Than Performance Management?
Performance Management
Performance Appraisal and Performance Management: Similarities and Differences
Human Resource Management, Strategic HRM, and Performance Management
Can Performance Management Be Simplified?
Can Performance Be Managed?
Challenges in Evaluating Performance Management
What Is the Role of Performance Appraisal in Performance Management?
Performance Appraisal, Performance Management, and Integrated HR Interventions
Summary
Analysis: From Strategy to Performance Goals
Chapter 3: Defining Job Performance
Learning Objectives
Defining Performance
A General Model of Job Performance
The Distribution of Job Performance
Dimensions of Job Performance
Units of Analysis and Methods of Measurement
Objective Versus Subjective Measures of Performance
Summary
Analysis: Values and Validation-How the Definition of Performance Influences Conclusions Test Validity
Section II: The Performance Appraisal Process
Chapter 4: The Four Key Challenges to Performance Appraisal
Learning Objectives
The Structural Causes of Failure
Summary
Exercise: Maintain a Behavior Diary
Chapter 5: Obtaining Information and Evaluating Performance
Learning Objectives
Who Should Evaluate Performance
Cognitive Processes in Performance Evaluation
Liking and Emotion: Affective Influences on Performance Appraisal
Standards for Evaluating Performance
Summary
Exercise: Writing Performance Standards
Chapter 6: Rating Scales and Rater Training
Learning Objectives
Rating Scales
Ranking as an Alternative to Rating
Rater Training
Summary
Exercise: Developing Behavior-Based Rating Scales
Chapter 7: How Context Influences Performance Appraisal
Learning Objectives
The Emergence of Context-Oriented Research
Distal Context
Proximal Context
Summary
Case Study: Why Rank and Yank Failed at Microsoft
Chapter 8: How Organizations Use Performance Appraisal
Learning Objectives
The Purpose of Performance Appraisal
The Uses of Performance Appraisal
Informal Uses of Performance Appraisal: Downward and Upward Influence
Summary
Case Study: Even Terrorists Get Performance Appraisals-And Act on Them!
Section III: Challenges in Implementing and Evaluating Performance Appraisal Systems
Chapter 9: Giving and Receiving Feedback
Learning Objectives
The Definition and Purpose of Feedback
Multisource Feedback
Why is Feedback Hard to Give and Receive?
Culture, Climate, and Feedback
The Effects of Feedback and Reactions to Feedback
Do Employees Want Feedback and Development?
Summary
Exercise: Evaluate Your Company's Feedback Program
Chapter 10: Dealing with Reactions and Attitudes
Learning Objectives
Reactions to Appraisal Systems
How Reactions Affect Performance Appraisal Processes and Outcomes
Determinants and Effects of Reactions to Appraisal Systems
The Death Spiral of Appraisal Systems
Summary
Case Study: Understanding Resistance to Performance Appraisal
Chapter 11: Evaluating Performance Ratings
Learning Objectives
Do Raters Agree? The Reliability of Performance Ratings
Rater Error Measures
Rating Accuracy
Construct Validity of Performance Ratings
Conclusions About the Reliability, Validity, and Accuracy of Performance Ratings
Summary
Exercise: Analyze Rating Data
Chapter 12: Rater Goals and Rating Distortion
Learning Objectives
Why are Ratings Inflated?
Whose Goals?
Rater Goals
Analyzing Performance Rating Strategies as a Choice Between Alternatives
Summary
Exercise: Build a Goal Assessment Tool
Section IV: Improving Performance Appraisal Systems
Chapter 13: The Performance Appraisal Debate
Learning Objectives
Getting Rid of Performance Appraisal?
We Can't Get Rid of Performance Appraisal
Can Appraisal Systems be Saved?
Summary
Case Study: Can This Performance Appraisal System Be Saved?
Chapter 14: Building Better Performance Appraisal Systems
Learning Objectives
Improving Performance Appraisals
Make Appraisals Easier and Less Risky
Trust: The Essential Currency of Performance Appraisal
The Ethical Practice of Performance Appraisal
Summary
Case Study: Implementing a Performance Appraisal System
Appendix A: Rating Scale Formats
References
Index

Info autore

   Kevin Murphy holds the Kemmy Chair of Work and Employment Studies, Kemmy Business School, University of Limerick, Ireland.  He earned his PhD in Psychology from Penn State in 1979, has served on the faculties of Rice University, New York University, Penn State and Colorado State University. He is a Fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology and the American Psychological Society, and the recipient of the Society for Industrial and Organizational Psychology’s 2004 Distinguished Scientific Contribution Award.  

He has served as President of the Society for Industrial and Organizational Psychology and Editor of Journal of Applied Psychology (1991-2002), and is Editor of Industrial and Organizational Psychology: Perspectives on Science and Practice.  He served as Chair of the Department of Defense Advisory Committee on Military Personnel Testing, and has also served on five National Academy of Sciences committees dealing with problems in the workplace. 

He is the author of over one hundred and eighty articles and book chapters, and author or editor of eleven books, in areas ranging from psychometrics and statistical analysis to individual differences, performance assessment, gender, and honesty in the workplace.  

Jeanette N. Cleveland is a Professor of Industrial & Organizational Psychology at Colorado State University. She earned her B.S. from Occidental College and M.S. and Ph.D from the Pennsylvania State University. She has held faculty positions at Baruch College, The Pennsylvania State University and has served as an external examiner for University of Limerick, Ireland. 

She has served elected Program Chair for the Human Resources and Gender & Diversity in Organizations Divisions, Division Chair for HR and GDO, and prior to this to the Executive committees for these Divisions of the Academy of Management. In addition, she served as chair/co-chair for the HR doctoral & junior faculty consortium, scholarly achievement award, Best paper Award, and the GDO Dissertation award, also for the Academy of Management.  She is an elected Fellow of the Society for Industrial and Organizational Psychology (Division 14) and the American Psychological Association.

Her research interests include personal and contextual variables regarding work attitudes and performance decisions, workforce diversity issues including older workers and women, and work and family issues. She has served as consulting editor for Journal of Organizational Behavior and has or is currently serving on the editorial boards of Journal of Applied Psychology, Personnel Psychology, Academy of Management Journal, Journal of Vocational Behavior, Human Resource Management Review, Journal of Management, and International Journal of Management Reviews. She is the Co-Editor for the Applied Psychology Series for Taylor and Francis. Her books include, Understanding performance appraisal: Social, organizational and goal perspectives (with K. Murphy) and Women and men in organizations: Sex and gender issues (with M. Stockdale and K. Murphy, 2000).
 
Madison E. Hanscom is a doctoral student in the Industrial and Organizational Psychology doctoral program at Colorado State University. In addition to working on her PhD, Madison is a trainee in occupational health psychology through the Mountains and Plains Education and Research Center.  She earned her Bachelor of Science in Psychology from Kennesaw State University in 2014.

Riassunto

Exploring common challenges and unpacking why performance appraisal often fails in organizations, Performance Appraisal and Management uses the latest thinking and research to equip readers with evidence-based tools and strategies for overcoming these obstacles.

Dettagli sul prodotto

• Autori: Jeanette N Cleveland, Jeanette N. Cleveland, Jeanette N. N. Cleveland, Cleveland Jeanette N., Madison E Hanscom, Madison E. Hanscom, Madison E. E. Hanscom, Kevin R Murphy, Kevin R. Murphy, Kevin R. Cleveland Murphy, Kevin R. R. Murphy, Kevin R. R. Cleveland Murphy, Kevin R./ Cleveland Murphy, Murphy Kevin R.
• Editore: Sage Publications Ltd
• Lingue: Inglese
• Formato: Tascabile
• Pubblicazione: 31.03.2018
• EAN: 9781506352909
• ISBN: 978-1-5063-5290-9
• Pagine: 424
• Dimensioni: 184 mm x 229 mm x 19 mm
• Categorie: Scienze sociali, diritto, economia > Economia > Management; Personnel & human resources management, Personnel and human resources management