The purpose of this study is to examine the effects of a new approach to performance appraisal training. Motivated by split-brain theory and existing studies of cognitive information processing and performance appraisals, this exploratory study examined the effects of a whole-brain approach to training managers for implementing performance…

Employees surveyed (265 responses from 344) expressed the following performance appraisal preferences: appraisal by immediate supervisors; prior knowledge of expectations; ongoing informal feedback; semiannual formal appraisals; and developmental evaluation focused on the results of work. (SK)

Hall, Leidecker, and DiMarco write that upward performance appraisals are supposed to improve communication and increase worker satisfaction. Concerns are related to subordinate qualifications and bias, lack of time, and acceptance of results. Three types are subordinate oriented, cross-hierarchical, and self-inclusive. Stoner's reaction argues…

Performance appraisals have traditionally been directed at individuals, serving either an administrative or developmental purpose. They may serve a role definition purpose as well. This study sought to identify and more broadly define the purposes of performance appraisals to include this role definition purpose. Furthermore, this study examined…

A survey of 15 automobile salespeople indicated that job satisfaction increased when performance appraisals provided clear criteria that met workers' approval and when appraisals were fair and used to determine rewards. (Contains 61 references.) (SK)

In a survey of 128 manufacturing employees, the perception that performance appraisal had developmental uses was associated with satisfaction with appraisals and appraisers. Reaction to the evaluation did not depend on the outcome of the appraisal or its perceived fairness. (SK)

Relationships between current performance and likelihood of promotion were analyzed for 743 pairs of managers and their supervisors. Although no differences appeared in evaluations of older and younger managers, supervisors' perceptions of promotability of younger managers were related to their performance evaluation, which was not the case for…

Of 101 Canadian companies, 43% used multisource assessment (supervisor, peer, subordinate, and customer feedback) for performance evaluations. The process often needed adjustment due to employee resistance, lack of strategic purpose, poor instrument design, an technical problems. (Contains 37 references.) (SK)

In this survey research study, the researcher employed a causal-comparative, or ex post facto, design to explore the relationship between how union employees of a U.S. county government perceived implementation of a new electronic performance appraisal process and how they responded to the planned organizational change along cognitive, emotional,…

Diversity of environment and cultural background and geographic separation pose challenges for evaluating overseas personnel. An evaluation process for home, host, and third-country workers should consider position characteristics, external/internal environments, rater/ratee characteristics, and qualitative and quantitative criteria, having…

A study of 355 supervisor-supervisee pairs in Thai health centers found that female subordinates who perceived emotional, informational, and material support from supervisors received higher performance ratings. Perceived organizational support, self-efficacy, and workplace location were also associated with performance. (Contains 51 references.)…

This review of research focuses on the impact of race and on learning and development in the U.S. workplace from 1980 to 2005. Specifically, we take a historical perspective on race and ethnicity in the United States; summarize and synthesize research in the areas of career development, training, promotion, performance appraisals, mentoring, and…

Although organizational commitment has been discussed frequently in organizational psychology for almost four decades, few studies have involved software professionals. A study in India reveals that HRM practices such as employee-friendly work environment, career development, development oriented appraisal, and comprehensive training show a…