Research and practice in performance appraisal: evaluating employee performance in America's largest companies.: An article from: SAM Advanced Management Journal

This digital document is an article from SAM Advanced Management Journal, published by Society for the Advancement of Management on March 22, 1994. The length of the article is 3583 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

From the supplier: There is a growing debate about the relevance of employee performance appraisals. On the one hand, performance ratings are considered by many academics and practicing managers as essential personnel management tools. They are used in recruiting and hiring, in compensation administration, in training and development, and as a motivational tool. On the other hand, a sizeable number of business managers believe that this practice may generate more problems than it solves. For one thing, the design of performance appraisal systems is usually flawed. A recent survey of Fortune 100 companies shows that practicing managers and performance appraisal researchers have very different concerns. For instance, the former tend to place more importance on the appraisals' processes and behaviors, while the latter attaches more value on its cognitive aspects.

Citation Details
Title: Research and practice in performance appraisal: evaluating employee performance in America's largest companies.
Author: Steven L. Thomas
Publication:SAM Advanced Management Journal (Refereed)
Date: March 22, 1994
Publisher: Society for the Advancement of Management
Volume: v59 Issue: n2 Page: p28(7)

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