Consequences of the performance appraisal experience

By Michelle Brown, Douglas Hyatt, J. Benson. 2010

280 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/143621b426080517a9fdf42ce584e38cd71db077

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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, background): “A person’s dissatisfaction and disagreement with the performance appraisal process is also related to increased job dissatisfaction, lower organizational commitment, and greater intentions to quit (Brown et al. 2010).”
The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment (2014, background): “Brown et al. (2010) revealed that employees with low quality PA experiences were more likely to be less committed to their organizations.”
Performance management and teacher performance: the role of affective organizational commitment and exhaustion (2020, background): “Research shows that when employees consider their performance appraisal of a high quality (Brown et al., 2010) or fair in its conduct (Farndale & Kelliher, 2013), they are more affectively committed to the organization.”
Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management (2015, background): “For example, Brown, Hyatt, and Benson (2010) found that employees who had a poor experience with their appraisal interview were more likely to be dissatisfied with their job, and to have low organizational commitment.”
Talent management and organisational justice: employee reactions to high potential identification (2014, background): “receiving a positive appraisal or feedback message, getting a promotion or a career opportunity) and employee reactions is repeatedly found (Schinkel et al., 2004; Brown et al., 2010; Crawshaw et al., 2012; Webster and Beehr, 2012).”
Performance appraisals and job satisfaction (2017, unknown): “Brown et al. (2010) analyze the relationship between PA quality measured by clarity, communication, trust, and fairness of the PA process and job satisfaction and commitment based on a sample of more than 2,300 Australian non-managerial employees of a large public sector organization.”