The Experts below are selected from a list of 35196 Experts worldwide ranked by ideXlab platform
Paul E Levy - One of the best experts on this subject based on the ideXlab platform.
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the role of leader member exchange in the Performance Appraisal process
Journal of Management, 2006Co-Authors: Joelle D Elicker, Paul E Levy, Rosalie J HallAbstract:Performance Appraisal (PA) feedback research suggests that agreement of others' Performance feedback with one's own views strongly determines feedback reactions, yet inconsistent results of feedback interventions motivate a search for additional influences. The authors propose that supervisor-subordinate exchange relationships create a social context that substantially influences the PA discussion and feedback reactions. Key mediating variables in this process are employee voice during the PA session and justice judgments. Structural equation modeling analyses of longitudinal data support our model. Exchange relationship showed strong, mediated effects on feedback reactions, whereas Performance rating discrepancies had minimal unique effects.
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the social context of Performance Appraisal a review and framework for the future
Journal of Management, 2004Co-Authors: Paul E Levy, Jane R WilliamsAbstract:Performance Appraisal research over the last 10 years has begun to examine the effects of the social context on the Appraisal process. Drawing from previous theoretical work, we developed a model of this process and conducted a systematic review of the relevant research. This review of over 300 articles suggests that as a field we have become much more cognizant of the importance of the social context within which the Performance Appraisal process operates. First, research has broadened the traditional conceptualization of Performance Appraisal effectiveness to include and emphasize ratee reactions. Second, the influence that the feedback environment or feedback culture has on Performance Appraisal outcomes is an especially recent focus that seems to have both theoretical and applied implications. Finally, there appears to be a reasonably large set of distal variables such as technology, HR strategies, and economic conditions that are potentially important for understanding the Appraisal process, but whic...
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Performance Appraisal reactions measurement modeling and method bias
Journal of Applied Psychology, 2000Co-Authors: Lisa M Keeping, Paul E LevyAbstract:In this study, the authors attempted to comprehensively examine the measurement of Performance Appraisal reactions. They first investigated how well the reaction scales, representative of those used in the field, measured their substantive constructs. A confirmatory factor analysis indicated that these scales did a favorable job of measuring Appraisal reactions, with a few concerns. The authors also found that the data fit a higher order Appraisal reactions model. In contrast, a nested model where the reaction constructs were operationalized as one general factor did not adequately fit the data. Finally, the authors tested the notion that self-report data are affectively driven for the specific case of Appraisal reactions, using the techniques delineated by L. J. Williams, M. B. Gavin, and M. L. Williams (1996). Results indicated that neither positive nor negative affect presented method biases in the reaction measures, at either the measurement or construct levels.
Siyeong Lim - One of the best experts on this subject based on the ideXlab platform.
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a Performance Appraisal and promotion ranking system based on fuzzy logic an implementation case in military organizations
Soft Computing, 2010Co-Authors: Chiung Moon, Joosung J Lee, Siyeong LimAbstract:Systematic Performance Appraisal and ranking of candidates applying for promotion is important in strategic human resource management. This paper discusses an approach for the promotion screening of candidates applying for a particular commission in a military organization. The approach uses a fuzzy set theory and electronic nominal group technique for ranking decisions fairly through the multi-criteria Performance Appraisal process. A new ranking procedure considering the metric distance and fuzzy mean value is proposed, which makes it possible to rank order the Performance of the candidates by aggregating the scores from each evaluator. A new system for Performance Appraisal and promotion ranking is also developed. The system has a monitoring function which utilizes Performance evaluation data without abnormal evaluation data, which could occur when a particular evaluator produces an incorrect result. The system was applied to a military organization in Korea. The results of example show that the systematic approach of the fuzzy procedure is an effective method for transparent and impartial multi-criteria Performance evaluation.
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an implementation case for the Performance Appraisal and promotion ranking
Systems Man and Cybernetics, 2007Co-Authors: Chiung Moon, Joosung J Lee, Chanseok Jeong, Jin Lee, Sungcheol Park, Siyeong LimAbstract:Systematic Performance Appraisal and ranking of candidates applying for promotion is important in strategic human resource management. In military organizations, it is particularly crucial to evaluate candidates for promotion and placement because their functions directly impact operations and national security. This paper proposes a framework that can be used to evaluate candidates based on unique Performance evaluation criteria. The framework allows determination of the most qualified candidate by considering both quantitative scores and qualitative characteristics of his or her Performance. It also ensures fairness, objectivity and transparency since evaluators first determine the metrics of Performance evaluation as well as the weighting among the metrics before aggregating the Appraisal scores to determine the ranking of each candidate. The ranking is determined by applying the fuzzy set operations and membership function. In order to decide the promotion rank of candidates, we propose a fuzzy ranking procedure in conjunction with a novel integrated Performance Appraisal and promotion ranking system.
William K Balzer - One of the best experts on this subject based on the ideXlab platform.
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context effects in Performance Appraisal a methodological critique and empirical study
Journal of Applied Psychology, 1992Co-Authors: David A Kravitz, William K BalzerAbstract:The standard design used in research on assimilation and contrast effects in Performance Appraisal suffers from methodological flaws that preclude unambiguous interpretation of experimental results. The standard design is compared with two other designs that provide more appropriate tests of context effects. Analyses of the alternative designs revealed problems with the positive context manipulation, assimilation effects in the positive context, contrast effects in the negative context, and pretest effects.
Avraham N Kluger - One of the best experts on this subject based on the ideXlab platform.
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strength based Performance Appraisal and goal setting
Human Resource Management Review, 2011Co-Authors: Osnat Bouskilayam, Avraham N KlugerAbstract:Abstract Many supervisors and subordinates hate Performance Appraisal exercises. Moreover, the benefits of Performance Appraisals for organizations are questionable. To address these challenges, we participated in the development of an alternative Strength-Based Performance Appraisal (SBPA) and a goal setting process, considering ideas both from Performance Appraisals practitioners and from Positive Psychology scholars. SBPA emphasizes learning from success stories using the Feedforward interview [Kluger A.N. and Nir D., 2009. The feedforward interview. Human Resource Management Review 20,235–246.], reflected best self [Roberts L.M., Dutton J.E., Spreitzer C.M., Heaphy E.D., Quinn R.E. 2005. Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations Academy of Management Review 30(4),712–736], finding new ways to use existing strengths (Seligman, Steen, Park, & Peterson, 2005) and a win–win approach (Pruitt & Rubin, 1986). However, SBPA does not avoid negative feedback; it constrains it for prevention-focus behaviors, where it appears to be effective in increasing motivation and Performance [Van-Dijk D. & Kluger A.N. 2004. Feedback sign effect on motivation: Is it moderated by regulatory focus? Applied Psychology: An International Review, 53(1), 113–135]. Following an elaboration of the theoretical rationale of SBPA, we describe a case study of applying SBPA at SodaStream (formerly Soda-Club), coupled with an initial evaluation of its impact. We conclude with lessons learned from the first implementation, followed by a call for replications.
Jane R Williams - One of the best experts on this subject based on the ideXlab platform.
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the social context of Performance Appraisal a review and framework for the future
Journal of Management, 2004Co-Authors: Paul E Levy, Jane R WilliamsAbstract:Performance Appraisal research over the last 10 years has begun to examine the effects of the social context on the Appraisal process. Drawing from previous theoretical work, we developed a model of this process and conducted a systematic review of the relevant research. This review of over 300 articles suggests that as a field we have become much more cognizant of the importance of the social context within which the Performance Appraisal process operates. First, research has broadened the traditional conceptualization of Performance Appraisal effectiveness to include and emphasize ratee reactions. Second, the influence that the feedback environment or feedback culture has on Performance Appraisal outcomes is an especially recent focus that seems to have both theoretical and applied implications. Finally, there appears to be a reasonably large set of distal variables such as technology, HR strategies, and economic conditions that are potentially important for understanding the Appraisal process, but whic...
