Performance appraisal and management: The developing research agenda

By C. Fletcher. 2001

667 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/062741307fcc854b401db345ac84aebbc150c843

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In Applied Psychology

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective (2014, neutral): “development and motivation (Kuvaas 2006; Fletcher 2001).”
The interactive role of performance appraisal reactions and regular feedback (2011, result): “And, since investigations of individual differences that may influence the relationship between PA reactions and work performance can identify conditions under which PA is more or less effective, this type of research is likely to yield results of practical relevance ( Fletcher, 2001”
The Social Context of Performance Appraisal: A Review and Framework for the Future (2004, background): “Finally, there appears to be a reasonably large set of distal variables such as technology, HR strategies, and economic conditions that are potentially important for understanding the appraisal process, but which have received very little research attention.”
Confounded by Competencies? An Evaluation of the Evolution and Use of Competency Models (2005, background): “the same reliability problems, such as rater bias, that the extensive literature records for performance appraisal in general (Fletcher, 2001).”
Disentangling Shape from Level Effects in Person-Centered Analyses: An Illustration Based on University Teachers’ Multidimensional Profiles of Effectiveness (2015, background): “…multidimensional ratings of competencies (e.g., Hobson & Gibson, 1983; Swank, Taylor, Brady, & Freiberg, 1989), the research supporting this field of practice is traditionally anchored in variable-centered analyses (e.g., regression, factor analysis; see, e.g., Fletcher, 2001; Latham & Mann, 2006).”
Performance management: A model and research agenda (2004, background): “Research used to focus on accuracy of (supervisory) performance ratings and other such limited and measurement focused issues, but has broadened and currently also addresses social and motivational aspects of appraisal (Fletcher, 2001).”
FAIRNESS OF AND SATISFACTION WITH PERFORMANCE APPRAISAL PROCESS (2011, background): “Fletcher (2001) defines performance appraisal more broadly as “activities through which organizations seek to assess employees and develop their competence, enhance performance and distribute rewards”.”
The relationship between ethical leadership and core job characteristics. (2010, background): “…(Greguras & Robie, 1998; Latham &Mann, 2006; Latham, Skarlicki, Irvine, & Siegel, 1993), and that co-worker reports are particularly optimal for rating OCB and job-oriented behaviors that are interpersonal in nature (Dominick, Reilly, &McGourty, 1997; Druskat &Wolff, 1999; Fletcher, 2001).”
Performance management theory: A look from the performer's perspective with implications for HRD (2007, background): “Specific trends affecting performance management include decentralized workforces, enlarged spans of control, lack of direct experience, and evolving performer expectations (Fletcher, 2001).”
Different relationships between perceptions of developmental performance appraisal and work performance (2007, background): “PA has increasingly become part of a more strategic approach to integrating HR activities and business policies and is now a generic term covering a variety of activities through which organisations seek to assess employees and develop their competence, enhance performance and distribute rewards ( F”
The evaluation of two key leadership development program components: Leadership skills assessment and leadership mentoring (2010, background): “360-degree assessments are increasingly becoming popular within organizations as a component of performance evaluation (Fletcher, 2001).”
Employee development:an organizational justice perspective (2004, background): “Indeed, the apparent lack of research in the field seems at odds with recent trends in the labour market, where employability and transferable skills have become the new buzzwordsOne technique for developing individuals is through the social and motivational aspects of appraisal or review processes ”