United States
Environmental Protection
Agency
Information Services
and Library
Washington DC 20460
EPA/IM
March 19R9
Selected Management Articles
Effective Performance
Appraisals
JV LEADERSHIP \2X
PEOPLE
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C-
EFFECTIVE PERFORMANCE APPRAISALS
MARCH 1989
HEADQUARTERS LIBRARY
INFORMATION MANAGEMENT AND SERVICES DIVISION
U.S. ENVIRONMENTAL PROTECTION AGENCY
ROOM 2904 PM-211A
401 M STREET, S.W.
WASHINGTON, D.C. 20460
(202) 382-5922
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EFFECTIVE PERFORMANCE APPRAISALS
INTRODUCTION
Performance appraisals are important both to individual
career development and organizational productivity. Although
appraisal systems vary, appraisals are significant to managers
and staff in all organizations. Supervisors are responsible for
effective appraisal of their staff, and are typically appraised by
their managers in turn. Appraisals affect overall job
satisfaction of staff, who may depend on appraisals for a sense
of how well they are contributing to the organization.
Effective Performance Appraisals was developed for
the use of EPA managers and staff. It includes citations and
descriptive abstracts, organized by the following topics:
Appraisals in Government, Appraisal Effectiveness, Appraisal
Techniques, Appraising Managers, Appraisal Systems, and
Appraisals, and Salaries.
Citations were selected for their relevance to the special
interests of EPA staff. This bibliography was compiled using the
following databases, accessed through DIALOG, a commercial
database vendor: ABI/INFORM, MANAGEMENT CONTENTS, and NTIS.
A list of other EPA Headquarters Library Management
Bibliographies is printed at the back of this bibliography. For
additional management information services, contact Anne
Twitchell, Head Reference Librarian, EPA Headquarters Library,
382-5922, or e-mail address LIBRARY.HQ.
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TABLE OF CONTENTS
Introduction
I. APPRAISALS IN GOVERNMENT 1
II. APPRAISAL EFFECTIVENESS 4
III. APPRAISAL TECHNIQUES 8
IV. APPRAISING MANAGERS 10
V. TYPES OF APPRAISAL SYSTEMS 13
VI. APPRAISALS AND SALARIES 17
Appendix: EPA Headquarters Library Management Collection
List of Management Bibliographies
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APPRAISALS IN GOVERNMENT
89003210
Employees and Their Appraisal.
Laumeyer, Jim; Beebe, Tim
Personnel Administrator v33 n!2 Dec 1988 p76-80
AVAILABILITY: ABI/INFORM
The Minnesota Department of Transportation conducted an
employee survey on its performance appraisal process. It was
found that 40%-60% of the respondents were in favor of
performance appraisals. About 60% said one formal appraisal a
year is sufficient, although many wanted them more frequently. A
majority wanted the opportunity for self appraisal. Over 90% of
the surveyed employees, including supervisors, said they had not
received any training in performance appraisal. While only 16% of
the managers reported feedback interview sessions that lasted 15
minutes or less, 60% of the clerical, trade, and craft group
reported such short sessions. Recommendations to enhance the
performance appraisal process include: 1. eliminating surprises
at the formal sessions, 2. allowing the employee to be more aware
of the supervisor's expectancies, and 3.encouraging supervisors
and employees to discuss job performance on a spontaneous, rather
than only a scheduled, basis.
89002728
Performance Appraisal and Organizational Success: Public
Employee Perceptions in an MBO-Based Appraisal System.
Daley, Dennis
Review of Public Personnel Administration v9 nl Fall 1988
plV-27
To measure the impact of performance appraisal on perceptions
of organizational success, the responses of 340 Iowa public
employees toward a management by objectives (MBO)-based
performance appraisal system are examined. The survey
questionnaire contained items relating to organizational
assessments, extrinsic and intrinsic motivation, reasons for
seeking and remaining in public employment, job satisfaction,
and performance appraisal. Dependent variables included 3
organizational success factors: organizational effectiveness,
public responsiveness, and job satisfaction. Independent,
predictor variables included 4 performance appraisal scales and
various social and occupational characteristics. The results of
multiple regression analysis revealed a moderate but positive
relationship between the performance appraisal process and
perceptions of organizational success. Tables. References.
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88041062
Escalation Bias in Performance Appraisals: An Unintended
Consequence of Supervisor Participation in Hiring Decisions.
Schoorman, F. David
Journal of Applied Psychology v73 nl Feb 1988 p58-62
AVAILABILITY: ABI/INFORM
In the context of a "real" organization, a study examined the
tendency of supervisors to escalate their commitment to a
previously expressed opinion by biasing performance ratings. The
subjects were 354 clerical employees of a large public-sector
organization. It was hypothesized that supervisors who
participate in a hiring or promotion decision and agree with the
eventual decision would positively bias subsequent performance
appraisal ratings for that employee and that supervisors who
participate in the original decision but disagree with the
decision would bias subsequent ratings in a negative direction.
The results strongly supported both hypotheses, demonstrating
both positive and negative escalation biases. Although the
escalation biases accounted for only 6% of the variance in
performance appraisal ratings, this was seen as a statistically
and practically significant effect. The findings have important
implications for organizational policies regarding hiring and
promotion decisions. Tables. Charts. References.
1331238
Federal Personnel Policies and Practices—Perspectives from the
Workplace. (Special report)
United States Merit Systems Protection Board.
Washington, DC.
1987 42p.
The report is an overview of significant findings of the 1986
Merit Principles Survey, which asked Federal employees to share
their opinions and experiences on a variety of relevant issues.
There are three other MSPB reports which treat some of the
survey areas in greater detail. These reports cover job
satisfaction among Federal workers, performance management
programs, and the Senior Executive Service.
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1205451
Federal Workforce: Performance Management: and Recognition
System Performance Awards
General Accounting Office, Washington, D.C. General Government
Division Corporation.
Report No.: GAO/GGD-86-79FS; B-203022
May 1986 7p.
The report provides information on the amounts agencies were
spending for Performance Management and Recognition System (PMRS)
performance awards compared to the amounts stipulated in the PMRS
legislation. The performance award information for the five
agencies included in the review include—the Federal Aviation
Administration, the Internal Revenue Service, the Office of
Personnel Management, and two bureaus within the Department of
Interior—the Bureau of Land Management and the Bureau of
Reclamation.
326414
Performance Appraisal: Some Dynamics and Dilemmas.
Finn, R.H.; Fontaine, P.A.
Public Personnel Management v!3 n3 Fall 1984 p.335-343
Attitudes toward performance appraisal systems are studied. . '
Performance appraisal practices are very popular. But both human
resource researchers and practitioners acknowledge that they do
not always result in expected administratively effective steps.
Practice of performance appraisals lags behind their theory.
Interviews with 111 managerial or professional employees of a
large human services department of a state government are
employed. Interviewers explored attitudes and experiences,
perceptions of work related matters, expectations, satisfactions,
dissatisfactions, agreement, disagreements, understanding of
performance goals, and perceptions of effectivenes. The findings,
shown in a series of tables, prove that performance appraisals
still do not improve organizational problems or alleviate
communication deficiencies. They are not productive and can cause
increasing stress on the job. A single system of appraisal cannot
be successful. It is wrong to expect too much from it.
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II. APPRAISAL EFFECTIVENESS
89003577
Performance Management.
Pratt, Keith
Management Services (UK) v32 n!2 Dec 1988 p6-12
AVAILABILITY: ABI/INFORM
Obstacles to improvement in performance management include
entrenched attitudes of the staff and the misuse of performance
targets and monetary incentives. Three important areas for
achieving performance management are: 1. motivating ourselves, 2.
motivating others, and 3. managing and monitoring. One way to
motivate staff is to work out objectives for a group with the
participation of the group. There are 5 key pieces of data that
must be managed and monitored: 1. principal accountabilities, 2.
key tasks, 3. performance indicators, 4.constraints, and 5.
percentages. Between 4 and 8 principal accountabilities exist for
most well-structured jobs. Key tasks, which relate to the
achievement of defined goals, must be well defined and clearly
understood. Performance measures are not a substitute for
judgment but are an aid to consistency and fairness because they
provide evidence of achievement. Constraints should be kept to a
minimum and'should relate directly to the motivation of the
individual. Charts.
88042899
Do Performance Appraisals Really Improve Performance?
Waldo, Charles
Supervision v49 nil Nov 1988 p3-4
AVAILABILITY: ABI/INFORM
Even though the concept of formal appraisals is appealing,
research indicates that many employees feel worse about
themselves after the session. However, there are some ways to
improve the process and the outcome. From a managerial point of
view, the purposes of a performance appraisal and planning
system need to be examined for productivity increases, retention
of valued employees, and fostering self-esteem among employees.
Instead of naming a specific date for appraisal, it should
ideally be an ongoing process and only formalized on appraisal
day. Rather than focusing on the past, the appraisal should be
time for building the future. Mutually agreed upon goals do more
to encourage productivity than criticism since the employee is
involved and committed to the goal. Most importantly, the boss
must emulate the kind of behavior wanted from the employees.
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89001258
Exploring Causes of Problem Performance.
Jacobs, Dorri
Management Solutions v33 n!2 Dec 1988 plO-17
AVAILABILITY: ABI/INFORM
The problem of poor employee performance is best approached by
going to the heart of the problem and finding out the causes
before taking action. This involves making a careful
investigation to determine why an employee does not measure up.
Some factors that contribute to the causes include unique
characteristics of the employee, quality of ongoing supervision,
and the working environment. Some specific causes of poor
performance include personal stress, failure to understand job
duties clearly, too many bosses, and poor time or task
management. The supervisor must seek to understand not only the
affected employee, but the work that the employee is assigned to
do. Some steps that can be taken to help an underperforming
subordinate include setting expectations that are realistic and
providing positive feedback when possible. Accessibility and
feedback should be provided on an ongoing basis, and performance
appraisals should be constructive rather than focusing entirely
on the negative. Employees must be made to feel that they are
important resources.
0381066
Delay and Distortion: Tactic Influences on Performance
Appraisal Effectiveness.
Benedict, Michael E.; Levine, Edward L.
Journal of Applied Psychology v73 Aug 1988 p507(8)
A laboratory study of performance appraisal delay and
distortion (a) investigated the effects of rater gender,
performance level, and feedback requirement, and (b) defined
feedback delay as the separate components of appraisal delay and
feedback session scheduling delay. Subjects were 64 university
business students who had at least 6 months of supervisory
experience. Female raters delayed longer when conducting
performance appraisals and when scheduling feedback sessions with
subordinates, and more positively distorted ratings than did
male raters. Moderately low performers were evaluated and
scheduled for feedback sessions later, and were evaluated with
more positive distortion then were moderately high performers.
When required to provide feedback, raters delayed longer
appraising performance and distorted ratings more positively.
Significant interactions suggest that when feedback is required,
female raters may delay appraisals, delay scheduling feedback
sessions, and more positively distort their ratings of
performance, particularly when rating low performers.
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0366215
Does Your Appraisal System Stack up? (case study of computer
monitoring system developed by a research and development
laboratory to assess its employee performance appraisal system)
Perry, Manuel; More, Joan; Parkison, Nancy
Personnel Journal v66 May 1987 p82(6)
A research and development laboratory affiliated with a
university developed a computer monitoring program to help
evaluate its employee appraisal system. Computerized monitoring:
verified that appraisals were performed; ensured compliance of
the appraisals with formalized policies; verified that salary
raises were preceded by appraisals; demonstrated upper
management's commitment to the appraisal system; and encouraged
good appraisal practices. The personnel complement of the
organization, the details of the appraisal system, the general
management style of the organization, and the guiding principles
underlying the development of the monitoring program are
discussed. Communications with managers stressing the importance
of both the appraisal system and the monitoring program are
identified as the keys to successful employee evaluations.
0366043
Red Flags in Performance Appraisal: How to Discover If Your
Performance Appraisal System is Working.
Phillips, Kenneth R.
Training & Development Journal v41 Mar 1987 p80(3)
Six symptoms of a poorly-performing employee appraisal system
are discussed: (1) applying the same standards to all employees,
(2) awarding employees the same or very similar performance
ratings at the end of the year, (3) repeating performance
appraisal comments from year to year for an employee or from
employee to employee for the same year, (4) manager and employee
disagreement on when employees were most recently evaluated, (5)
experiencing disputes and problems related to employee
terminations, such as a lack of documentation of problems, and
(6) finding that employees promoted on the basis of good
performance reports are unable to perform adequately in their new
positions. Most companies will experience some, if not all, of
these problems, since few corporations have effective appraisal
systems in operation.
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0363361
Performance Appraisal Interviewing for Tangible Results.
(supervisor-conducted employee performance reviews)
Malinauskas, Barbara K.; Clement, Ronald W.
Training & Development Journal v41 Feb 1987 p74(6)
The effective employee performance review should consist of
three sessions: preview, interview, and review. During the
preview is for the manager to explain the organization's
performance standards and give the employee a chance to prepare a
self-assessment. The object of the interview is for the manager
and the employee to exchange ideas about the employee's
performance. The purpose of the review is to reflect on the
performance goals that have been established in the interview.
Preparation on both the manager's and the employee's part is
essential to the success of these interviews. If necessary,
managers should be trained in verbal and nonverbal communication
skills to facilitate effective employee performance interviewing.
0373744
Whither Performance Appraisal? (personnel management)
Stroul, Neil A.
Training & Development Journal v41 Nov 1987 p70(5)
The eventual failure or success of employee performance
appraisal mechanisms depends on supportive training efforts. Such
training should reposition the manager's role to emphasize staff
development, assist managers in developing their own skills and
strategies, and provide managers with needed technological
support. Performance appraisal systems that show managers how to
instruct their staff reinforce the idea that staff development is
a key managerial function.
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III. APPRAISAL TECHNIQUES
89000484
The "Best Work" Method of Knowledge Worker Assessment.
Helton, B. Ray
Industrial Management v30 n5 Sep/Oct 1988 p!9-21
AVAILABILITY: ABI/INFORM
Knowledge work is defined as nonrepetitive, nonroutine work
that entails substantial levels of cognitive activity. It
includes professional and specialist work. Knowledge workers
exercise considerable control over their work, and their
contributions may not be immediately apparent. Written by each
member of a knowledge work group, the best-work letter gives
management a rare insight into what work is most valued by each
professional. Requests for best-work letters are sent to
professionals during the next-to-the-last week of each quarter,
allowing time to do a work inventory and occasionally
stimulating the completion of work in process. In addition to
recognition, the best-work approach has potentially positive
results in the areas of appraisal, suggestions, and message
sending. Best work has been used as part of a productivity
program and as a starting point for formal studies. Whether used
as a.management tool or an assessment tool, professional
performance will improve through a best-work effort. Charts.
References.
0373934
Cognitive performance appraisal - mapping managers' category
structures using the grid technique.
Dunn, William N.; Pavlak, Thomas J.; Roberts, Gary E.
Personnel Review vie Summ 1987 pl6(4)
The basis for organizing and storing employee performance
appraisal data is assessed. It is suggested that an improved
understanding of such constructs could improve the quality of
performance appraisal. A grid technique is described which
provides a mechanism for representing cognitive structures and
evaluating the effects of training or the passage of time. When
the grid technique is combined with reference frame training, it
has the potential for significantly altering the content and
structure of managers' frames of reference.
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0366613
Improving Performance Evaluation, (using attribution theory to
ensure objective employee evaluations)
Kaplan, Steven E.
CMA - the Management Accounting Magazine v61 May-Jun 1987
p56(4)
Attribution theory, a social psychology focus area that seeks
to explain different perceptions as to the causes for the same or
similar events, should be applied to supervisory evaluations of
subordinates' performance. The performance evaluation process
should consist of four separate steps: identifying or measuring
the subordinate's performance; determining the causes of that
performance; formulating, an explanation for the performance; and
deciding upon a plan of action for improving (or maintaining) the
performance level. Supervisors should expect subordinates to have
different reasons for less than successful performance and
different sources of information regarding performance, both of
which must be recognized and accepted by the supervisor prior to
formulating an improvement plan that focuses on work habits and
behavior patterns, rather than personality traits.
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IV. APPRAISING MANAGERS
88038880
Performance Appraisals.
Nelson-Horchler, Joani
Industry Week v237 n6 Sep 19, 1988 p61-63
AVAILABILITY: ABI/INFORM
In the team- and service-oriented corporation of the 1990s,
the opinions of employees and customers about management will be
of increasing importance. Some firms, such as Johnson & Johnson,
General Electric, and Xerox Corp., are using subordinate
appraisals and customer satisfaction surveys to evaluate
managers' performance and determine rewards. As more
responsibility moves to lower level employees, managers will be
judged more on how they help subordinates achieve better work
performance. According to Brian Davis of Personnel Decisions
Inc., about 1/3 of managers exhibit shock and disbelief as first
reactions to negative feedback. A teamwork-oriented corporate
culture needs performance evaluations in both directions. As
opportunities to move up decrease, development appraisals need to
be separated from salary increases and promotions. Managing
diverse workforces and becoming more customer-oriented are other
issues. To avoid legal problems, appraisals should be specific
and provide.for support.
88041642
Evaluating the Boss.
McEvoy, Glenn M.
Personnel Administrator v33 ri9 Sep 1988 pll5-120
Accurate and fair assessments of employee performance cannot
be overemphasized. Good workers can be nurtured and promoted,
while bad workers need to be counseled, warned, or released if
necessary. Most firms have formal evaluations, but it is widely
believed that informal evaluations are taken more seriously,
probably because they represent the combined wisdom of many
people. Some firms have experimented with alternative raters such
as peers, but the raters who have been ignored are subordinates.
A survey assessing user acceptance of subordinate appraisals of
managers (SAM) showed they offer high potential, particularly
when used for developmental rather than administrative purposes.
Four factors need to be considered: 1. Subordinates should be
aware of the requirements of the boss1 job. 2. SAMs must be
anonymous. 3. SAMs require accuracy and fairness. 4. Subordinates
should rate only the performance of those whom they can directly
observe.
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88036434
Is Appraisal a Four Letter Word?
Doherty, Neil
Management Quarterly v29 nl Spring 1988 p25-28
AVAILABILITY: ABI/INFORM
In the rural electric industry, appraisals of directors,
general managers, and legal consultants take place periodically
and may help to save people's careers or prevent the cooperative
from unnecessarily poor performance. The differences in appraisal
experiences are due to: 1. the instruments used, 2. the
relationship to the appraiser, and 3. the appraisal results.
Most people, although for different reasons, resist appraisals.
Appraisals of attorneys should be tough on such subjects as the
time the attorneys can give the board and their willingness to
refer matters to specialists when necessary. Directors should
appraise themselves on a periodic basis, and boards going through
the appraisal process for the first time should use an outside
facilitator. In the appraisal of the general manager, the
statement of delegation from the board should be integratedinto
the process to ensure it is objectively based.
88041063
An Analysis of Managers' Reactions to Their Own Performance
Appraisal Feedback.
Russell, James S.; Goode, Dorothy L.
Journal of Applied Psychology v73 nl Feb 1988 p63-67
AVAILABILITY: ABI/INFORM
Managers' reactions to their performance appraisal interviews
were examined in 2 analyses of managers who appraised their
subordinates. Subjects were 204 nonacademic managers who managed
employees in 8 higher education institutions in Oregon; 2-part
questionnaires measured supervisor satisfaction, appraisal
satisfaction, and the recipients' recall of the level of the last
rating. The results suggested that managers distinguished between
satisfaction with their own appraisal and its value in improving
performance. Appraisal satisfaction was predicted by supervisor
satisfaction and recollection of the rating but not by system
satisfaction.In a follow-up analysis, the results were confirmed
with managers from the original sample. The appraisal's
improvement value was associated with supervisor satisfaction and
inversely related with performance rating. The results suggested
that the appraisal system and its processes are not important in
determining satisfaction with feedback. Tables. References.
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88038769
The Measurement of Managerial Abilities in an Assessment
Centre.
Smith, David; Blackham, Barry
Personnel Review (UK) v!7 n4 1988 pl5-21
AVAILABILITY: ABI/INFORM
Data were obtained on 80 employees who had attended an
assessment center used by a large UK financial institution to
evaluate the managerial potential of existing senior clerical
staff and identify their management development needs. Each
candidate was rated by 3 assessors on each of 10 characteristics
considered to be important for successful managerial performance.
Each characteristic was rated on a scale of one to 5 (very poor
to excellent). An examination of the rating distribution revealed
that Planning, Sensitivity, and Restraint were not useful
discriminators since their ratings clustered around only 2
categories: "good" and "acceptable." However, Leadership,
Communication, and Confidence were 3 interrelated characteristics
whose ratings appeared to determine the success of the assessment
center. The remaining 2 characteristics, Methodical and
Analytical, also did not seem to contribute significantly to the
overall rating of managerial potential. Tables. References.
0366554 --..-.
How They Rate the Boss, (employee evaluations of supervisors)
Levinson, Harry
Across the Board v24 Jun 1987 p53(5)
Upward appraisal is a technique which allows subordinates to
evaluate superiors' performance through an intermediary. The use
of an intermediary avoids a tendency to 'gang up' on the
supervisor, and encourages open and specific responses. Interview
questions are open-ended so as to avoid yes-no answers. Answers
are integrated into a statement later read to the person
evaluated. Those appraised thereafter meet with the interviewees
in a group setting. The intermediary serves as a buffer,
counselor, and interpreter. Three sample upward appraisal
scenarios are presented: (1) corporate CEO, (2) division
controller, and (3) division president. Upward appraisal may be
conducted at any corporate level.
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V. TYPES OF APPRAISAL SYSTEMS
88037357
Appraisal Trends.
Locher, Alan H.; Teel, Kenneth S.
Personnel Journal v67 n9 Sep 1988 p!39-145
AVAILABILITY: ABI/INFORM
A 1987 survey of organizations belonging to the Personnel and
Industrial Relations Association of Southern California
identified currently used appraisal practices and compared them
to practices utilized in 1977. Findings, based on feedback from
324 respondents, include: 1. Most organizations have formal
performance appraisal programs. 2. Rating scales are the most
widely used appraisal technique. 3. Most organizations utilize a
combination of ratings and narrative appraisals. 4. Most
appraisals are conducted by the employee's immediate supervisor.
5. Almost all employees are informed of the results of their
appraisals. 6. Appraisals are most widely used for compensation
decisions, performance enhancement, and feedback to employees.
Survey data show that, over the past 10 years, the use of formal
appraisal systems has increased from 89% to 94%. Meanwhile, the
percentage of organizations providing training for appraisers has
risen from 45% to 60%.
88036401
Designing a Goal-Setting System to Enhance Performance: A
Practical Guide.
Pritchard, Robert D.; Roth, Philip L.; Jones, Steven D.;
Galgay, Patricia J.; Watson, Margaret D.
Organizational Dynamics v!7 nl Summer 1988 p69-78
Goal setting, a formal system of defining numerical or
quantitative performance goals can be used to increase employee
motivation and performance. In order to design a goal-setting
system, management should select a design and implementation team
to study the organization and ascertain which type of program
best suits its needs. One process involves: 1. determining
organizational objectives, 2. developing measures to quantify
performance, 3. integrating all the measures of objectives into a
single index of performance, and 4. implementing the system. The
2 types of goal-setting systems are targeted goal setting and
overall goal setting. Employees and supervisors should be
actively involved in setting attainable goals. The time period
for goal setting should be determined by the length of the job
cycle and the availability of performance measures.
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88041100
Effects of Rating Format on Goal-Setting Dimensions: A Field
Experiment.
Tziner, Aharon; Kopelman, Richard
Journal of Applied Psychology v73 n2 May 1988 p323-326
AVAILABILITY: ABI/INFORM
A total of 10 managers and their 62 subordinates participated
in a field experiment that analyzed the effects of performance
appraisal feedback deriving from 2 rating formats behavioral
observation scales (BOS) and graphic rating scales (GRS) on 3
goal-setting dimensions. Multivariate analyses of variance and a
priori t-tests show, as hypothesized, that the BOS format yields
significantly higher levels of the 3 goal-setting dimensions goal
charity, goal acceptance, and goal commitment. The use of the
BOS-format performance appraisal provides a systemic, enduring,
built-in vehicle for influencing work behavior and job
performance of ratees. Such an appraisal provides a comprehensive
list of explicit and specific behaviors to be performed. Goal
setting derived from the GRS-based performance feedback, however,
requires that generic performance dimensions be translated into
specific behaviors. Many managers are neither willing nor able to
perform this duty. Tables. References.
88041064 * -
improving the Accuracy of Performance Evaluations: Comparison
of Three Methods of Performance Appraiser Training.
Hedge, Jerry W.; Kavanagh, Michael J.
Journal of Applied Psychology v73 nl Feb 1988 p68-73
AVAILABILITY: ABI/INFORM
A study was conducted to evaluate rater training on accuracy
aimed at enhancing observational or decision--making skills. A
total of 52 supervisors (33 men and 19 women) were trained under
one of 3 performance-appraisal training programs: rater error
(response set) training, observation training, or decision-making
training. Measures of halo, leniency, range restriction, and
accuracy were collected before and after training. The results
indicated that, although the traditional rater error training,
best characterized as inappropriate response set training,
reduced the classic rater errors, it also affected rating
accuracy adversely. Observation and decision-making training
increased performance rating accuracy but did little to reduce
classic rater effects. The need for a reconceptualization of
rater training content and measurement focus was noted in terms
of the uncertain relation between statistical rating effects and
accuracy. Tables. References.
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0374555
Starting over, (new performance appraisal system at the
Colorado Governor's Job Training Office)
Hall, Timothy C.
Training & Development Journal v41 Dec 1987 p60(3)
The Colorado Governor's Job Training Office established a new
employee performance rating system called 'Performance Appraisal
for Colorado Employees' (PACE). Previously, there had been no
formal system in that office for the 27 employees there. The
PACE system consists of job 'factors', subdivided into 'anchors'
indicating performance levels of either 'standard', 'above
standard', or 'outstanding'. The supervisor and employee decide
how many factors are appropriate to the job..Employees are
evaluated every six months. For above average employees, there
are two special rewards: incentive bonuses and special
achievement cash awards. Incentive bonuses of 2.5% of basic
salary are awarded every six month evaluation period to
employees with above standard performance; 5% is awarded for
outstanding performance. Special achievement cash awards, not
necessarily for above-standard or outstanding performance, are
given for unusual achievement in the amount of $200 or in non-
cash awards. The program has been a success, with higher overall
productivity and improved employee morale.
0370737
An Uneasy Look at Performance Appraisal.
McGregor, Douglas
Training & Development Journal v41 Jun 1987, p66(4)
The conventional performance appraisal process is examined.
An alternative plan is discussed in which the subordinate bears
primary responsibility for setting performance goals. Many
managers resist conducting performance appraisals because they
feel that it is unwise to treat human beings like objects to be
inspected. As a result, appraisals are often conducted in a
perfunctory or inconsistent manner. An alternative approach is
for the employee to set performance goals based on employee
perceptions of what the job should entail. The advantage to this
approach is that it shifts the emphasis of the evaluation from
appraisal to analysis, and from focusing on the past to planning
for the future. This approach also emphasizes job performance
more than employee personality.
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0370113
Managing sales performance through a comprehensive performance
appraisal system.
Muczyk, Jan P.; Gable, Myron
Journal of Personal Selling & Sales Management v7 May 1987
p41(12)
To date, no single performance appraisal technique lends
itself to all the purposes to which performance appraisals
should be applied, is impervious to the errors that confound
appraisals, is legally defensible, and readily accepted by
subordinates. Since the various performance appraisals possess
different strengths and weaknesses, the authors, by combining
Management by Objectives, Behavioral Observation Scales, and
Forced Choice Ratings, have proposed an evaluation system that
meets the above-mentioned criteria.
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VI. APPRAISAT.S AND SATAPTKS
88037091
Effective Salary Procedures Can Ensure Consistent
Administration.
Kanin-Lovers, Jill
Journal of Compensation & Benefits v4n2 Sep/Oct 1988
p99-101
AVAILABILITY: ABI/INFORM
When employee responsibilities are defined clearly and a pay
program's operations and objectives are documented, the entire
pay program is held together by salary management policies. Such
policies must be developed specifically for an organization. The
firm needs to inform employees in any written explanation of pay
policies that the policies may be changed or rescinded and should
not be considered as a contract. Elements that should be included
in a formal salary management procedures manual include: 1. the
firm's pay philosophy, 2. the program's components, such as
evaluating jobs, 3. salary adjustments, 4. any special
adjustments, 5. other pay considerations, and 6. assignment of
responsibilities. The salary management manual should explain
performance appraisal and communication guidelines, specifying
what employees.can be told in such areas as salary range,
performance rating, and the average salary increase in the firm
or unit.
88012443
A Software Link Between Performance Appraisals and Merit
Increases.
Wagel, William H.
Personnel v65 n3 Mar 1988 p.10,12-14
AVAILABILITY: ABI/INFORM
The pay-for-performance concept is gaining greater
credibility and support. The Montek Division of E-Systems
Inc. (Salt Lake City, Utah) recently devised a computer
program to quickly calculate the amount of merit increase
available to each employee. This program permits a
consistent correlation between appraisal rating and merit
increase, while controlling merit budget. The commonly used kitty
distribution method tends to narrow the differential between
performances and gravitate toward the group average. Narrowly
defined merit guidelines frequently result in unpredictable
expenditures because of the inability to predict distribution of
performance appraisals. Montek Division's computer-aided merit
17
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increase distribution system relates individual performance
appraisal rating to all other rates, employee wages, and
available money for raises. Various scenarios can quickly
produce appropriate raises based on budget and distribution
of performance, plus new dimensions in compensation planning and
analysis. Tables. Charts. Graphs.
0371226
Wage Differences Between Men and Women: Performance Appraisal
Ratings vs. Salary Allocation as the Locus of Bias.
Drazin, Robert; Auster, Ellen R.
Human Resource Management v26 Summer 1987 p!57(l2)
The nature and origins of male-female wage differentials are
explored in the context of a large financial services firm.
Survey data from 1831 males and 800 females reveals that modest
wage differentials exist, primarily at managerial levels. Two
possible evaluation bias sources are assessed: performance
appraisal ratings and how those ratings are translated into
salaries. Analysis of survey data indicates that on average,
performance appraisal ratings do not differ among women and men
at the same level. The relationship between performance
appraisal ratings and salary is demonstrated to be stronger for
men than for women, especially at higher managerial levels. It
is suggested that the salary allocation .process is the source of
bias in large firms, more so than the -performance appraisal
process.
0361903
Performance Appraisal with a Difference, (employee rating and
salary administration at Merck and Co. Inc.)
Wagel, William H.
Personnel v64 Feb 1987 p4(3)
Following company-conducted interviews with 300 employees at
five plants, Merck and Co. decided to develop an employee review
and salary administration procedure that would more directly tie
wage increases to performance, giving larger raises to those who
perform well and lesser raises to those who only meet employment
requirements. The drug company's new system of evaluation rates
employee performance as belonging to one of six categories:
exceptional, distinctive, high standard, room for improvement,
not adequate, and progressing. Within these categories, Merck
places approximately 5 percent of its employees as exceptional
and 70 percent fall into the high standard classification. Merck
also uses the Hay Associates Compensation Comparison statistics
to ensure its salary levels are competitive with those of other
drug companies.
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EPA HEADQUARTERS LIBRARY MANAGEMENT COLLECTION
LIST OF MANAGEMENT BIBLIOGRAPHIES
EFFECTIVE PERFORMANCE APPRAISALS
by Anne Twitchell, March 1989
EPA/IMSD-89-002
OFFICE OF THE FUTURE: THE MANAGER'S ROLE
by Anne Twitchell, December 1988
EPA/IMSD-88-013
OFFICE OF THE FUTURE: THE CHANGING ROLE OF SECRETARIES
by Mary Hoffman, September 1988
MANAGEMENT TRANSITION
by Mary Hoffman and Anne Twitchell, September 1988
EPA/IMSD-88-007
MANAGING IN THE PUBLIC SECTOR
by Mary Hoffman, March 1988
EPA/IMSD-88-003
RESISTANCE TO CHANGE
by Mary Hoffman, December 1987
EPA/IMSD-87-Oil
INTRAPRENEURSHIP: THE EMERGING FORCE
by Mary Hoffman, September 1987
EPA/IMSD-87-009
SUPERVISORS AND HUMAN RESOURCES MANAGEMENT
by Mary Hoffman, June 1987
EPA/IMSD-87-006
TECHNICAL EXPERT TURNED MANAGER
by Mary Hoffman, March 1987
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