The Experts below are selected from a list of 25638 Experts worldwide ranked by ideXlab platform
Charles E Pettijohn - One of the best experts on this subject based on the ideXlab platform.
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research note an exploratory analysis of salesperson perceptions of the criteria used in Performance Appraisals job satisfaction and organizational commitment
Journal of Personal Selling and Sales Management, 2013Co-Authors: Charles E Pettijohn, Linda S Pettijohn, Albert J TaylorAbstract:In some sales organizations the Performance appraisal is treated as a bureaucratic exercise required by some “higher-up” executive. As such, sales managers may essentially conduct Appraisals in an arbitrary and perfunctory manner. This behavior could be the result of the manager's perception that conducting Performance Appraisals requires considerable amounts of time and effort, which provides few rewards, but adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between one aspect of Performance Appraisals, salesperson perceptions of the appropriateness of the criteria used, and two other variables, organizational commitment and job satisfaction. A survey of retail salespeople provided the data required to evaluate the relationship between satisfaction, commitment, and the perceived appropriateness of the criteria used. The findings indicate that salesperson satisfaction levels are significantly correlated with the level of ...
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Performance Appraisals usage criteria and observations
Journal of Management Development, 2001Co-Authors: Linda S Pettijohn, Stephen R Parker, Charles E Pettijohn, Ohn L KentAbstract:Performance Appraisals are often described asthe “job managers love to hate”. A study was designed to provide sales managers with information designed to increase the benefits of engaging in the evaluation process and reduce the negative sentiments often associated with Appraisals. To accomplish this objective, 214 salespeople were personally interviewed and asked to provide information regarding their perceptions of their Performance Appraisals. The results indicate that salespeople have positive perceptions regarding the appraisal process. Findings also indicate that while salespeople are oftenevaluated at least twice annually, the criteria used are not always the ones thatsalespeople view as being the most appropriate. The conclusions derived from the analysis may provide insight to sales managers as they attempt to develop and implement appraisal processes that are viewed as being valid and as they attempt to enhance the benefits that may be obtained from engaging in this process.
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characteristics of Performance Appraisals and their impact on sales force satisfaction
Human Resource Development Quarterly, 2001Co-Authors: Charles E Pettijohn, Linda S Pettijohn, Michael F DamicoAbstract:A study of the relationship between Performance appraisal characteristics and salesperson job satisfaction indicated that when Appraisals provide clear criteria, the criteria meet with the salesperson's approval, and the Appraisals are perceived as fair and used in determining rewards, salesperson job satisfaction increases. These results support previous findings that the critical determinants of appraisal effectiveness are not criteria-driven but rather are largely determined by factors that managers can influence.
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are Performance Appraisals a bureaucratic exercise or can they be used to enhance sales force satisfaction and commitment
Psychology & Marketing, 2001Co-Authors: Charles E Pettijohn, Linda S Pettijohn, Albert J Taylor, Bruce D KeillorAbstract:In some sales organizations the Performance appraisal is treated as a bureaucratic exercise. As such, sales managers may essentially conduct Appraisals in an arbitrary and perfunctory manner. This behavior could be based on the belief that conducting Performance Appraisals requires considerable amounts of time and effort, generates few rewards, and adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between Performance Appraisals, salesperson organizational commitment, and job satisfaction. If various characteristics of Performance Appraisals that build commitment and satisfaction could be identified, then managers may be more capable of using Performance Appraisals that yield positive results. A survey of 185 retail salespeople and 58 retail sales managers provided the data required to evaluate the relationship between satisfaction, commitment, and various aspects of Performance Appraisals. The results of the study indicate that managerially mediated factors may be used to enhance salesperson job satisfaction and organizational commitment. © 2001 John Wiley & Sons, Inc.
Linda S Pettijohn - One of the best experts on this subject based on the ideXlab platform.
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research note an exploratory analysis of salesperson perceptions of the criteria used in Performance Appraisals job satisfaction and organizational commitment
Journal of Personal Selling and Sales Management, 2013Co-Authors: Charles E Pettijohn, Linda S Pettijohn, Albert J TaylorAbstract:In some sales organizations the Performance appraisal is treated as a bureaucratic exercise required by some “higher-up” executive. As such, sales managers may essentially conduct Appraisals in an arbitrary and perfunctory manner. This behavior could be the result of the manager's perception that conducting Performance Appraisals requires considerable amounts of time and effort, which provides few rewards, but adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between one aspect of Performance Appraisals, salesperson perceptions of the appropriateness of the criteria used, and two other variables, organizational commitment and job satisfaction. A survey of retail salespeople provided the data required to evaluate the relationship between satisfaction, commitment, and the perceived appropriateness of the criteria used. The findings indicate that salesperson satisfaction levels are significantly correlated with the level of ...
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Performance Appraisals usage criteria and observations
Journal of Management Development, 2001Co-Authors: Linda S Pettijohn, Stephen R Parker, Charles E Pettijohn, Ohn L KentAbstract:Performance Appraisals are often described asthe “job managers love to hate”. A study was designed to provide sales managers with information designed to increase the benefits of engaging in the evaluation process and reduce the negative sentiments often associated with Appraisals. To accomplish this objective, 214 salespeople were personally interviewed and asked to provide information regarding their perceptions of their Performance Appraisals. The results indicate that salespeople have positive perceptions regarding the appraisal process. Findings also indicate that while salespeople are oftenevaluated at least twice annually, the criteria used are not always the ones thatsalespeople view as being the most appropriate. The conclusions derived from the analysis may provide insight to sales managers as they attempt to develop and implement appraisal processes that are viewed as being valid and as they attempt to enhance the benefits that may be obtained from engaging in this process.
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characteristics of Performance Appraisals and their impact on sales force satisfaction
Human Resource Development Quarterly, 2001Co-Authors: Charles E Pettijohn, Linda S Pettijohn, Michael F DamicoAbstract:A study of the relationship between Performance appraisal characteristics and salesperson job satisfaction indicated that when Appraisals provide clear criteria, the criteria meet with the salesperson's approval, and the Appraisals are perceived as fair and used in determining rewards, salesperson job satisfaction increases. These results support previous findings that the critical determinants of appraisal effectiveness are not criteria-driven but rather are largely determined by factors that managers can influence.
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are Performance Appraisals a bureaucratic exercise or can they be used to enhance sales force satisfaction and commitment
Psychology & Marketing, 2001Co-Authors: Charles E Pettijohn, Linda S Pettijohn, Albert J Taylor, Bruce D KeillorAbstract:In some sales organizations the Performance appraisal is treated as a bureaucratic exercise. As such, sales managers may essentially conduct Appraisals in an arbitrary and perfunctory manner. This behavior could be based on the belief that conducting Performance Appraisals requires considerable amounts of time and effort, generates few rewards, and adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between Performance Appraisals, salesperson organizational commitment, and job satisfaction. If various characteristics of Performance Appraisals that build commitment and satisfaction could be identified, then managers may be more capable of using Performance Appraisals that yield positive results. A survey of 185 retail salespeople and 58 retail sales managers provided the data required to evaluate the relationship between satisfaction, commitment, and various aspects of Performance Appraisals. The results of the study indicate that managerially mediated factors may be used to enhance salesperson job satisfaction and organizational commitment. © 2001 John Wiley & Sons, Inc.
Albert J Taylor - One of the best experts on this subject based on the ideXlab platform.
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research note an exploratory analysis of salesperson perceptions of the criteria used in Performance Appraisals job satisfaction and organizational commitment
Journal of Personal Selling and Sales Management, 2013Co-Authors: Charles E Pettijohn, Linda S Pettijohn, Albert J TaylorAbstract:In some sales organizations the Performance appraisal is treated as a bureaucratic exercise required by some “higher-up” executive. As such, sales managers may essentially conduct Appraisals in an arbitrary and perfunctory manner. This behavior could be the result of the manager's perception that conducting Performance Appraisals requires considerable amounts of time and effort, which provides few rewards, but adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between one aspect of Performance Appraisals, salesperson perceptions of the appropriateness of the criteria used, and two other variables, organizational commitment and job satisfaction. A survey of retail salespeople provided the data required to evaluate the relationship between satisfaction, commitment, and the perceived appropriateness of the criteria used. The findings indicate that salesperson satisfaction levels are significantly correlated with the level of ...
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are Performance Appraisals a bureaucratic exercise or can they be used to enhance sales force satisfaction and commitment
Psychology & Marketing, 2001Co-Authors: Charles E Pettijohn, Linda S Pettijohn, Albert J Taylor, Bruce D KeillorAbstract:In some sales organizations the Performance appraisal is treated as a bureaucratic exercise. As such, sales managers may essentially conduct Appraisals in an arbitrary and perfunctory manner. This behavior could be based on the belief that conducting Performance Appraisals requires considerable amounts of time and effort, generates few rewards, and adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between Performance Appraisals, salesperson organizational commitment, and job satisfaction. If various characteristics of Performance Appraisals that build commitment and satisfaction could be identified, then managers may be more capable of using Performance Appraisals that yield positive results. A survey of 185 retail salespeople and 58 retail sales managers provided the data required to evaluate the relationship between satisfaction, commitment, and various aspects of Performance Appraisals. The results of the study indicate that managerially mediated factors may be used to enhance salesperson job satisfaction and organizational commitment. © 2001 John Wiley & Sons, Inc.
Kristiaan Kerstens - One of the best experts on this subject based on the ideXlab platform.
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multi horizon markowitz portfolio Performance Appraisals a general approach
Omega-international Journal of Management Science, 2009Co-Authors: Walter Briec, Kristiaan KerstensAbstract:This article extends the analysis of multi-horizon mean-variance portfolio analysis in the Morey and Morey [Mutual fund Performance Appraisals: a multi-horizon perspective with endogenous benchmarking. Omega 1999;27:241-58] article in several ways. First, instead of either proportionally contracting risk dimensions or proportionally expanding return dimensions, a more general efficiency measure simultaneously attempts to reduce risk and to expand return over all time periods. Second, a duality relation is established between this generalized multi-horizon efficiency measure and an indirect mean-variance utility function, underscoring the natural interpretation of this generalized efficiency measure in terms of investor's preferences. Furthermore, the need to properly apply time discounting in multi-horizon mean-variance portfolio problems is argued for. An empirical illustration based on the original mutual fund data set in Morey and Morey [Mutual fund Performance Appraisals: a multi-horizon perspective with endogenous benchmarking. Omega 1999;27:241-58] is added to contrast the new and the original approaches.
Roderick I Swaab - One of the best experts on this subject based on the ideXlab platform.
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the illusion of transparency in Performance Appraisals when and why accuracy motivation explains unintentional feedback inflation
Organizational Behavior and Human Decision Processes, 2018Co-Authors: Michael Schaerer, Mary C Kern, Gail Berger, Victoria Husted Medvec, Roderick I SwaabAbstract:The present research shows that managers communicate negative feedback ineffectively because they suffer from transparency illusions that cause them to overestimate how accurately employees perceive their feedback. We propose that these illusions emerge because managers are insufficiently motivated to engage in effortful thinking, which reduces the accuracy with which they communicate negative feedback to employees. Six studies (N=1883) using actual Performance Appraisals within an organization and role plays with MBA students, undergraduates, and online participants show that transparency illusions are stronger when feedback is negative (Studies 1–2), that they are not driven by employee bias (Study 3), and occur because managers are insufficiently motivated to be accurate (Studies 4a–c). In addition, these studies demonstrate that transparency illusions are driven by more indirect communication by the manager and how different interventions can be used to mitigate these effects (Studies 4a–c). An internal meta-analysis including 11 studies from the file drawer (N=1887) revealed a moderate effect size (d=0.43) free of publication bias.
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transparency illusions in Performance Appraisals how egocentric bias explains feedback inflation
Academy of Management Proceedings, 2015Co-Authors: Michael Schaerer, Mary C Kern, Gail Berger, Roderick I Swaab, Victoria Husted MedvecAbstract:This article provides an answer to the question of why negative feedback in organizational settings is often perceived more positively than intended. Past research has primarily focused on empathic...