The social context of performance appraisal and appraisal reactions: A meta‐analysis

By Shaun Pichler. 2012

182 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/050f4267cb9fb156fe6441046523ec73fd0510f8

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Placing Job Characteristics in Context: Cross-Temporal Meta-Analysis of Changes in Job Characteristics Since 1975 (2018, background): “Similarly, Pilcher (2012) found that supervisor-subordinate relationship was the most critical aspect of effective performance management.”
Getting Rid of Performance Ratings: Genius or Folly? A Debate (2016, background): “There is a large research literature in our field on how to improve reactions to performance evaluation (e.g., Bobko & Colella, 1994; Cawley, Keeping, & Levy, 1998; Dipboye & Pontbriand, 1981; Dorfman, Stephan, & Loveland, 1986; Giles &Mossholder, 1990; Ilgen, Peterson, Martin, & Boeschen, 1981; Pic”
Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings (2018, background): “This finding is important because it provides support for a cognitive perspective on performance evaluations suggesting that leader categorization processes shape how they perceive and assess innovative employee efforts (Levy & Williams, 2004).”
Performance appraisals and job satisfaction (2017, unknown): “Our results support research on the positive impact of contextual factors such as feedback, employee participation and recognition on appraisal reactions (Pichler, 2012).”
Performance management and teacher performance: the role of affective organizational commitment and exhaustion (2020, background): “Scholars often narrate the adage that positive social interactions between employees and supervisors benefit favorable performance management experiences that foster employee well-being (e.g. Pichler, 2012; Tseng & Levy, 2019).”
Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees (2018, background): “From a motivational perspective, a key outcome of performance appraisal is employee motivation to improve future performance ((Jawahar, 2010; Maurer & Palmer, 1999; Pichler, 2012).”
Talent management and organisational justice: employee reactions to high potential identification (2014, background): “Furthermore, meta-analyses and studies on performance appraisals have repeatedly pointed out the key role of perceived organisational justice, with talent management typically drawing on and being part of the organisation’s overall performance management system (Cawley et al., 1998; Kuvaas, 2008; Th”