Hostname: page-component-78c5997874-t5tsf Total loading time: 0 Render date: 2024-11-13T03:49:16.730Z Has data issue: false hasContentIssue false
  • English
  • Français

Improving Confidence and Accuracy in Performance Appraisals

Published online by Cambridge University Press:  18 September 2015

Paul L. Nesbit  and
Robert E. Wood
Paul L. Nesbit
Affiliation:
Macquarie Graduate School of Management, Macquarie University, NSW 2109, Phone: +61 2 9859 9908, Email: paul.nesbit@mq.edu.au
Robert E. Wood
Affiliation:
Australian Graduate School of Management, University of New South Wales, Sydney NSW 2052
Get access Rights & Permissions [Opens in a new window]

Abstract

The paper presents findings of a study evaluating the impact of performance appraisal training on rating accuracy and perceived rating ability. 41 supervisors from a telecommunications firm took part in the training evaluated video vignettes and completed a questionnaire measuring self-efficacy beliefs about rating, goal intentions, and feelings about future rating behaviour. Supervisors in a control group (n = 12) also rated the video and completed the questionnaire. Trained supervisors showed increased accuracy on video ratings of work behaviour over the course of the training and an increase in self-efficacy measures. Control group supervisors by comparison decreased their accuracy of rating over the same time period while self-efficacy ratings remained constant. Impact of training on satisfaction and goals of participants is also presented.

Keywords

Frame-of- ReferencePerformance AppraisalSelf-Efficacy
Type
Research Article
Information
Journal of Management & Organization , Volume 8 , Issue 2 , 2002 , pp. 40 - 51
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2002

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Appelbaum, A., Leblanc, M. & Shapiro, B. T. 1998, ‘The aftermath of downsizing: A case study of disengagement, disidentification, disenfranchisement and disenchantment’, The Journal of Management Development, vol. 17, no. 6, pp. 402–431.Google Scholar
Bandura, A. 1986, Social foundations of thought and action: A social-cognitive view, Prentice Hall, Englewood Cliffs, NJ.Google Scholar
Bandura, A. 1989, ‘Human agency in social cognitive theory’, American Psychologist, vol. 44, pp. 1175–1184.CrossRefGoogle ScholarPubMed
Barling, J. & Beattie, R. 1983, ‘Self-efficacy beliefs and sales performance’, Journal of Organizational Behavior Management, vol. 5, no. 1, pp. 41–52.CrossRefGoogle Scholar
Bernardin, J.H. & Buckley, R.M. 1981, ‘Strategies in rater training’, The Academy of Management Review, vol. 6, no. 2, pp. 205–213.Google Scholar
Borman, W.C. 1979, ‘Format and training effects on rating accuracy and rater errors’, Journal of Applied Psychology, vol.64, pp. 410–421.CrossRefGoogle Scholar
Borman, W.C. 1991, ‘Job behavior, performance, and effectiveness’, in Handbook of Industrial and Organizational Psychology (2nd edn), vol. 2, eds Dunnette, M.D. & Hough, L.M., Consulting Psychologists Press, Pala Alto, AC, pp. 271–326.Google Scholar
Compeau, D.R. & Higgins, C.A. 1995, ‘Application of social cognitive theory to training for computer skills’, Information Systems Research, vol. 6, no. 2, pp. 118–144.CrossRefGoogle Scholar
Feldman, J.M. 1994, ‘On the synergy between theory and application: Social cognition and performance appraisal’, in Handbook of social cognition, 2nd edn, vol. 2, eds Wyer, R.S. Jr. & Srull, T.K., NJ:Erlbaum, Hillsdale, pp. 339–397.Google Scholar
Fletcher, C. 2001, ‘Performance appraisal and management: The developing research agenda’, Journal of Occupational and Organizational Psychology, vol. 74, pp. 473–487.CrossRefGoogle Scholar
Ford, K.J., Smith, E.M., Weissbein, D.A. & Salas, E. 1998, ‘Relationships of goal orientation, metacognitive activity, and practice strategies with learning outcomes and transfer’, Journal of Applied Psychology, vol. 83, no. 2, pp. 218–233.CrossRefGoogle Scholar
Gardner, D. G. & Pierce, J. L. 1998, ‘Self-esteem and self-efficacy within the organizational context: an empirical examination’, Group and organization management, vol. 23, no. 1, pp. 48–71.CrossRefGoogle Scholar
Gist, M. E. 1987, ‘Self-efficacy: implications for organizational behavior and human resource management’, Academy of Management Review, vol. 12, no. 3, pp.472–485.CrossRefGoogle Scholar
Gist, M. E. 1989, ‘The influence of training method on self-efficacy and idea generation among managers’, Personnel Psychology, vol. 42, pp. 787–805.CrossRefGoogle Scholar
Gist, M.E. & Mitchell, T.R. 1992, ‘Self-efficacy: A theoretical analysis of its determinants and malleability’, Academy of Management Review, vol. 17, pp. 183–211.CrossRefGoogle Scholar
Gomez-Mejia, L. R. 1988, ‘Evaluating employee performance: Does the appraisal instrument make a difference?’, Journal of Organizational Behavior Management, vol. 9, pp. 155–172.CrossRefGoogle Scholar
Greenberg, J. 1990, ‘Organizational justice: Yesterday, today and tomorrow’, Journal of Management, vol. 16, pp. 399–432.CrossRefGoogle Scholar
Hedge, J.W. & Kavanaugh, M.J. 1988, ‘Improving the accuracy of performance evaluations’, Journal of Applied Psychology, vol. 73, no. 1, pp. 68–74.CrossRefGoogle Scholar
Heppner, M.J.Multon, K.D.Gybers, N.C.Ellis, C. & Zook, C.E. 1998, ‘The relationship of trainee self-efficacy to the process and outcome of career counselling’, Journal of Counselling Psychology, vol. 45, no. 4, pp. 393–402.CrossRefGoogle Scholar
Isabella, L. A. 1989, ‘Downsizing: survivors' assessment’. Business Horizons, 05-June, pp. 35–61.Google Scholar
Kanfer, R. 1990, ‘Motivation theory and industrial and organizational psychology’, in Handbook of industrial and organizational psychology, 2nd edn, vol. 1, eds Dunette, M. D. & Hough, L. M., Consulting Psychologists Press, Palo Alto, pp. 75–160.Google Scholar
Karl, K.A., O'Leary-Kelly, A. M. & Martocchio, J.J. 1993, ‘The impact of feedback and self-efficacy on performance in training’, Journal of Organizational Behavior, vol. 14, no. 4, pp. 379–395.CrossRefGoogle Scholar
Kinicki, A.J., Horn, P.W., Trost, M.R. & Wade, K.J. 1995, ‘Effects of category proptypes on performance-rating accuracy, Journal of Applied Psychology, vol. 80, no. 3, pp. 354–371.CrossRefGoogle Scholar
Klein, H.J. & Snell, S.A. 1994, ‘The impact of interview process and context on performance appraisal interview effectiveness’, Journal of Managerial Issues, vol. 6, no. 2, pp. 160–176.Google Scholar
Landy, F.J. & Rastegary, H. 1988, ‘Current issues in performance evaluation’, in Personnel evaluation of the future, eds Robertson, I. & Smith, M., Wiley, New York.Google Scholar
Landy, F.L. & Farr, J.L. 1980, ‘Performance rating’, Psychological Bulletin, pp. 72–107.Google Scholar
Lefkowitz, J. 2000, ‘The role of interpersonal affective regard in supervisory performance ratings: A literature review and proposed causal model’, Journal of Occupational and Organizational Psychology, vol. 73, pp. 63–85.CrossRefGoogle Scholar
Locke, E.A. & Latham, G.P. 1990, A theory of goal-setting and task performance, Prentice-Hall, Englewood Cliffs, NJ.Google Scholar
Longenecker, C.O., Sims, H. P. Jr. & Gioia, D.A. 1987, ‘Behind the mask: The politics of employee appraisal’, Academy of Management Executive, pp. 183–191.Google Scholar
McIntyre, R.M., Smith, D.E. & Hassett, C.E. 1984, ‘Accuracy of performance ratings as affected by rater training and perceived purpose of rating’, Journal of Applied Psychology, vol.69, no. 1, pp. 147–156.CrossRefGoogle Scholar
Mitchell, T.R. 1982, ‘Motivation: New directions theory, research and practice’, Academy of Management Review, pp. 80–88.Google Scholar
Morin, D. & Renaud, S. 2001, ‘The effects of performance appraisal purpose on rater motivation to be lenient: A study in an organisational setting’, International Journal of Management, vol. 18, no. 1, pp. 120–133.Google Scholar
Murphy, K.R. & Cleveland, J.N. 1995, Understanding performance appraisal: Social, organisational, and goal-based perspectives, Sage, Thousand Oaks, CA.Google Scholar
Napier, N.K. & Latham, G.P. 1986, ‘Outcome expectancies of people who conduct performance appraisals’, Personnel Psychology, vol. 39, no. 4, pp. 827–838.CrossRefGoogle Scholar
Pfeffer, J. 1998, The human equation: Building profits by putting people first. Harvard Business School Press, Boston.Google Scholar
Pulakos, E.D. 1984, ‘A comparison of rater training programmes: Error training and accuracy training’, Journal of Applied Psychology, vol. 69, pp. 581–588CrossRefGoogle Scholar
Rice, B. 1985, ‘Performance review: the job nobody likes’, Psychology Today, vol. 19, pp. 30–36.Google Scholar
Schleicher, D. J. & Day, D.V. 1998, ‘A cognitive evaluation of Frame-of-Reference rater training: Content and Process Issues’, Organizational Behavior and Human Decision Processes, vol. 73, no. 1, pp. 76–101.CrossRefGoogle ScholarPubMed
Smith, C. 1986, ‘Employee appraisals: Conquering the nemesis, Credit Union Management, vol. 9, no. 12, pp. 21–24.Google Scholar
Smith, P.C. & Kendall, L.M. 1963, ‘Retranslation of expectations: An approach to the construction of unambiguous anchors for rating scales’, Journal of Applied Psychology, vol. 47, pp. 149–155.CrossRefGoogle Scholar
Sulsky, L.M. & Day, D.V. 1992, ‘Frame-of-Reference training and cognitive categorization: An empirical investigation of rater memory issues’, Journal of Applied Psychology, vol. 77, pp. 501–510.CrossRefGoogle ScholarPubMed
Sulsky, L.M. & Day, D.V. 1994, ‘Effects of Frame-of-Reference training on rater accuracy under alternative time delays’, Journal of Applied Psychology, vol. 79. no. 4. pp. 535–543.CrossRefGoogle Scholar
Tessmer, M. & Richey, R. 1997, ‘The role of context in learning and instrumental design’ Educational Technology Research and Development, vol. 45, no. 2, pp. 85–115.CrossRefGoogle Scholar
Thornhill, A. & Saunders, M. N. K. 1997, ‘The meanings, consequences and implications of the management of downsizing and redundancy: a review’, Personnel Review, vol. 27, no. 4, pp. 271–295.CrossRefGoogle Scholar
Ulrich, D. 1998, ‘Intellectual capital equals competence x commitment’, Sloan Management Review, vol. 39, no. 2, pp. 15–27.Google Scholar
Woehr, D.J. 1994, ‘Understanding Frame-of-Reference training: The impact of training on the recall of performance information’, Journal of Applied Psychology, vol. 79, no. 4, pp. 525–534.CrossRefGoogle Scholar
Woehr, D.J. & Huffcutt, A.I. 1994, ‘Rater training for performance appraisal: A quant-itative review’, Journal of Occuptional and Organizational Psychology, vol. 67, pp. 189–205.CrossRefGoogle Scholar
Wood, R.E. & Bandura, A. 1989, ‘Social cognitive theory of organizational management’, Academy of Management Review, vol. 14, pp. 361–384CrossRefGoogle Scholar
Wood, R. E., Bandura, A. & Bailey, T. 1990, ‘Mechanisms governing organizational performance in complex decision-making environments’, Organizational Behavior and Human Decision Processes, vol. 46, pp. 181–201.CrossRefGoogle Scholar
Venkatesh, V. & Davis, E.D. 1996, ‘A model of the antecedents of perceived ease of use: Development and test’, Decision Sciences, vol. 27, no. 3, pp. 451–481.CrossRefGoogle Scholar