Endnotes

  1. 1. Carroll, S. J., and Schneir, C. E. (1982). Performance appraisal and review systems: The identification, measurement, and development of performance in organizations. Glenview, IL: Scott, Foresman.

  2. 2. Banks, C. G., and Roberson, L. (1985). Performance appraisers as test developers. Academy of Management Review, 10, 128–142.

  3. 3. Cleveland, J. N., Murphy, K. R., and Williams, R. E. (1989). Multiple uses of performance appraisals: Prevalence and correlates. Journal of Applied Psychology, 74, 130–135.

  4. 4. Institute of Management and Administration (2005). Getting to the most productive results. HRFocus, 82, 6.

  5. 5. Kubicek, A. (2012). Being the best you can be. Canadian HR Reporter, 25, 8, 12.

  6. 6. Clausen, T. S., Jones, K. T., and Rich, J. S. (2008). Appraising employee performance evaluation systems. The CPA Journal, 78, 64–67.

  7. 7. Yemm, G. (2005). Getting the most from appraisals—from both sides of the desk. Management Services, 49, 36.

  8. 8. Mayo, A. (2005, February). Goodbye appraisals? Training Journal, 64.

  9. 9. Scholtes, P. R. (1999). Review of performance appraisal: State of the art in practice. Personnel Psychology, 52, 177–181.

  10. 10. Gray, G. (2002). Performance appraisals don't work. Industrial Management, 44, 15.

  11. 11. Deming, W. E. (l986). Out of the crisis. Cambridge, MA: Center for Advanced Engineering Study, Massachusetts Institute of Technology.

  12. 12. Heffes, E. M. (2002). Measure like you mean it: Q&A with Michael Hammer. Financial Executive, 18, 46(3).

  13. 13. Gillespie, G. (2002). Do employees make the grade? Health Data Management, 10, 60.

  14. 14. Rath, T. (2005). Good competencies, bad competencies: Does your organization's program pass the test? Gallup Management Journal. http://gmj.gallup.com.

  15. 15. Nunnally, J. C. (1978). Psychometric theory. New York: McGraw-Hill.

  16. 16. Bernardin, H. J., and Beatty, R. W. (1984). Performance appraisal: Assessing human behavior at work. Boston, MA: Kent; Latham, G. P., and Wexley, K. N. (1981). Increasing productivity through performance appraisal. Reading, MA: Addison-Wesley; Miner, J. B. (1988). Development and application of the rated ranking technique in performance appraisal. Journal of Occupational Psychology, 6, 291–305.

  17. 17. Miner, J. B. (1988). Development and application of the rated ranking technique in performance appraisal. Journal of Occupational Psychology, 6, 291–305.

  18. 18. Bernardin, H. J., Kane, J. S., Ross, S., Spina, J. D., and Johnson, D. L. (1995). Performance appraisal design, development, and implementation. In G. R. Ferris, S. D. Rosen, and D. T. Barnum (Eds.), Handbook of human resources management. Cambridge, MA: Blackwell.

  19. 19. Roch, S. G., Sternburgh, A. M., and Caputo, P. M. (2007). Absolute vs relative performance rating formats: Implications for fairness and organizational justice. International Journal of Selection and Assessment, 15, 302.

  20. 20. Bernardin, H. J., and Beatty, R. W. (1984). Performance appraisal: Assessing human behavior at work. Boston, MA: Kent.

  21. 21. Ibid.

  22. 22. Blood, M. R. (1973). Spin-offs from behavioral expectation scale procedures. Journal of Applied Psychology, 59, 513–515.

  23. 23. Drucker, P. F. (1954). The practice of management. New York: Harper.

  24. 24. Gillespie, G. (2002). Do employees make the grade? Health Data Management, 10, 60.

  25. 25. Cardy, R. L., and Krzystofiak, F. J. (1991). Interfacing high technology operations with blue collar workers: Selection and appraisal in a computerized manufacturing setting. Journal of High Technology Management Research, 2, 193–210.

  26. 26. Bernardin, H. J., and Beatty, R. W. (1984). Performance appraisal: Assessing human behavior at work. Boston, MA: Kent.

  27. 27. Barsky, A. (2007). Understanding the ethical cost of organizational goal-setting: A review and theory development. Journal of Business Ethics, 81, 63–81.

  28. 28. See, for example, Smith, R. W. (1992, Fall). Moving managers to a higher plane of performance. Business Forum, 17, 5–6.

  29. 29. Cardy, R. L., and Dobbins, G. H. (1994). Performance appraisal: Alternative perspectives. Cincinnati, OH: South-Western.

  30. 30. Borman, W. C. (1979). Individual difference correlates of rating accuracy using behavior scales. Applied Psychological Measurement, 3, 103–115.

  31. 31. Cardy, R. L., and Kehoe, J. F. (1984). Rater selective attention ability and appraisal effectiveness: The effect of a cognitive style on the accuracy of differentiation among ratees. Journal of Applied Psychology, 69, 589–594.

  32. 32. Cardy, R. L., and Dobbins, G. H. (1994). Performance appraisal: Alternative perspectives. Cincinnati, OH: South-Western.

  33. 33. Thorndike, E. L. (1920). A constant error in psychological ratings. Journal of Applied Psychology, 4, 25–29.

  34. 34. Cooper, W. H. (1981). Ubiquitous halo. Psychological Bulletin, 90, 218–244.

  35. 35. Haunstein, N. M. H. (1998). Training raters to increase the accuracy of appraisals and the usefulness of feedback. In J. W. Smither (Ed.), Performance appraisal: State of the art in practice. San Francisco: Jossey-Bass.

  36. 36. Rosen, D. I. (1992, November). Appraisals can make—or break—your court case. Personnel Journal, 113–116.

  37. 37. Edwards, M. R., Wolfe, M. E., and Sproull, J. R. (1983). Improving comparability in performance appraisal. Business Horizons, 26, 75–83.

  38. 38. Bernardin, H. J., and Buckley, M. R. (1981). Strategies in rater training. Academy of Management Review, 6, 205–212.

  39. 39. Institute of Management and Administration (2005). Getting to the most productive results. HRFocus, 82, 6.

  40. 40. Bernardin, H. J., and Pence, E. C. (1980). Rater training: Creating new response sets and decreasing accuracy. Journal of Applied Psychology, 65, 60–66; Cardy, R. L., and Keefe, T. J. (1994). Observational purpose and valuative articulation in frame-of-reference training: The effects of alternative processing models on rating accuracy. Organizational Behavior and Human Decision Processes, 57, 338–357.

  41. 41. Cardy, R. L., and Dobbins, G. H. (1994). Performance appraisal: The influence of liking on cognition. Advances in Managerial Cognition and Organizational Information Processing, 5, 115–140.

  42. 42. Cardy, R. L., and Dobbins, G. H. (1994). Performance appraisal: Alternative perspectives. Cincinnati, OH: South-Western.

  43. 43. Varma, A., and Pichler, S. (2007). Interpersonal affect: Does it really bias performance appraisals? Journal of Labor Research, 28, 397–523.

  44. 44. Cardy, R. L., and Dobbins, G. H. (1994). Performance appraisal: Alternative perspectives. Cincinnati, OH: South-Western.

  45. 45. Bernardin, H. J., and Walter, C. S. (1977). Effects of rater training and diary keeping on psychometric error in ratings. Journal of Applied Psychology, 62, 64–69; Flanagan, J. C. (1954). The critical incident technique. Psychological Bulletin, 51, 327–358.

  46. 46. Painter, C. N. (1999). Ten steps for improved appraisals. Supervision, 60, 11–13.

  47. 47. Flanagan, J. C., and Burns, R. K. (1955, September–October). The employee performance record: A new appraisal and development tool. Harvard Business Review, 95–102.

  48. 48. Bookman, R. (1999). Tools for cultivating constructive feedback. Association Management, 51, 73–79.

  49. 49. Ferris, G. R., and Judge, T. A. (1991). Personnel/human resources management: A political influence perspective. Journal of Management, 17, 1–42.

  50. 50. Murphy, K. R., and Cleveland, J. N. (1991). Performance appraisal: An organizational perspective. Boston: Allyn & Bacon.

  51. 51. Adapted from C. O. Longenecker, H. P. Sims, Jr., and D. A. Gioia (1987, August). Behind the mask: The politics of employee appraisal. Copyright © by the Academy of Management. Reprinted by permission of the publisher. Academy of Management Executive, 1(3), 183–193.

  52. 52. Ferris, G. R., and Judge, T. A. (1991). Personnel/human resources management: A political influence perspective. Journal of Management, 17, 1–42; Ferris, G. R., Judge, T. A., Rowland, K. M., and Fitzgibbons, D. E. (1993). Subordinate influence and the performance evaluation process: Test of a model. Organizational Behavior and Human Decision Processes, 58, 101–135.

  53. 53. Kozlowski, S. W., Chao, G. T., and Morrison, R. F. (1998). Games raters play: Politics, strategies, and impression management in performance appraisal. In J. W. Smither (Ed.), Performance appraisal: State of the art in practice. San Francisco: Jossey-Bass.

  54. 54. Banks, C. G., and Roberson, L. (1985). Performance appraisers as test developers. Academy of Management Review, 10, 128–142.

  55. 55. Cardy, R. L., and Dobbins, G. H. (1994). Performance appraisal: Alternative perspectives. Cincinnati, OH: South-Western.

  56. 56. Ibid.

  57. 57. Poon, J. M. L. (2004). Effects of performance appraisal politics on job satisfaction and turnover intention. Personnel Review, 33, 3.

  58. 58. Reilly, R. R., and McGourty, J. (1998). Performance appraisal in team settings. In J. W. Smither (Ed.), Performance appraisal: State of the art in practice. San Francisco: Jossey-Bass.

  59. 59. Dominick, P. G., Reilly, R. R., and McGourty, J. W. (1997). The effects of peer feedback on team member behavior. Group and Organization Management, 22, 508–520.

  60. 60. Reilly, R. R., and McGourty, J. (1998). Performance appraisal in team settings. In J. W. Smither (Ed.), Performance appraisal: State of the art in practice. San Francisco: Jossey-Bass.

  61. 61. Cardy, R. L., and Stewart, G. L. (1997). Quality and teams: Implications for HRM theory and research. In D. B. Fedor (Ed.), Advances in the management of organization quality, Vol. 2, Greenwich, CT: JAI Press.

  62. 62. Ibid.

  63. 63. Barrett, G. V., and Kernan, M. C. (1987). Performance appraisal and terminations: A review of court decisions since Brito v. Zia with implications for personnel practices. Personnel Psychology, 40, 489–503.

  64. 64. Werner, J. M., and Bolino, M. C. (1997). Explaining U.S. courts of appeals decisions involving performance appraisal: Accuracy, fairness, and validation. Personnel Psychology, 50, 1–24.

  65. 65. Meyer, H. H., Kay, E., and French, J. R. P., Jr. (1965, March). Split roles in performance appraisal. Harvard Business Review, 9–10.

  66. 66. Prince, J. B., and Lawler, E. E. (1986). Does salary discussion hurt the development appraisal? Organizational Behavior and Human Decision Processes, 37, 357–375.

  67. 67. Report on Salary Surveys. (2002). Annual reviews are standard at most companies. April Newsletter of the Institute of Management and Administration.

  68. 68. Bernardin, H. J., and Beatty, R. W. (1984). Performance appraisal: Assessing human behavior at work. Boston, MA: Kent.

  69. 69. Dobbins, G. H., Cardy, R. L., and Carson, K. P. (1991). Perspectives on human resource management: A contrast of person and system approaches. In G. R. Ferris and K. M. Rowland (Eds.), Research in personnel and human resources management, Vol. 9. Greenwich, CT: JAI Press; Ilgen, D. R., Fisher, C. D., and Taylor, S. M. (1979). Consequences of individual feedback on behavior in organizations. Journal of Applied Psychology, 64, 347–371.

  70. 70. Carson, K. P., Cardy, R. L., and Dobbins, G. H. (1991). Performance appraisal as effective management or deadly management disease: Two initial empirical investigations. Group and Organization Studies, 16, 143–159.

  71. 71. Kelly, H. H. (1973). The processes of causal attribution. American Psychologist, 28, 107–128.

  72. 72. Cascio, W. F. (1998). Applied psychology in human resource management (5th ed.). Upper Saddle River, NJ: Prentice Hall.

  73. 73. Blumberg, M., and Pringle, C. D. (1982). The missing opportunity in organizational research: Some implications for a theory of work performance. Academy of Management Review, 7, 560–569; Carson, K. P., Cardy, R. L., and Dobbins, G. H. (1991). Performance appraisal as effective management or deadly management disease: Two initial empirical investigations. Group and Organization Studies, 16, 143–159; Schermerhorn, J. R., Jr., Gardner, W. L., and Martin, T. N. (1990). Management dialogues: Turning on the marginal performers. Organizational Dynamics, 18, 47–59.

  74. 74. Blumberg, M., and Pringle, C. D. (1982). The missing opportunity in organizational research: Some implications for a theory of work performance. Academy of Management Review, 7, 560–569; Rummler, G. A. (1972). Human performance problems and their solutions. Human Resource Management, 19, 2–10.

  75. 75. Rummler, G. A. (1972). Human performance problems and their solutions. Human Resource Management, 19, 2–10.

  76. 76. Schermerhorn, J. R., Jr., Gardner, W. L., and Martin, T. N. (1990). Management dialogues: Turning on the marginal performers. Organizational Dynamics, 18, 47–59.

  77. 77. French, S. (2002). Conversations that matter: Communicating effectively in difficult situations. Canadian HR Reporter, 15, 12.

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