Performance Appraisal Systems, Productivity, and Motivation: A Case Study

By Bonnie G. Mani. 2002

202 citations recorded by the source corpus.

Subfields: Applied Psychology, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/256c989dcb05fb915abea14856ab945100d32b27

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In Applied Psychology

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Employees' Perception of Performance Appraisal System: A Case Study (2012, background): “Mani (2002) argues that while pay is an important motivator along with recognition, work enjoyment, and self-motivation, very few organisations actually link the PAS to pay or compensation in any clear, tangible way.”
Consequences of the performance appraisal experience (2010, background): “This process is seen to encourage employee performance in subsequent performance cycles (Heneman and Werner, 2005; Mani, 2002).”
Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management (2015, background): “For example, Mani (2002) found that over 40 percent of the staff in a public-sector organization were dissatisfied with their PA, including those who received a “good” or “outstanding” rating. management methodology—namely, the feedforward interview (FFI).”
Teacher motivation: Definition, research development and implications for teachers (2016, background): “ronment and colleagues (Mani, 2002), teacher personal information and professional variables (Carson & Chase, 2009).”
The Social Context of Performance Appraisal: A Review and Framework for the Future (2004, background): “According toMayer and Davis (1999) trust is made up of three components: ability, benevolence, and integrity.”
Mapping cognitions to better understand attitudinal and behavioral responses in appraisal research (2004, background): “Appraisal element E6 (respondent's preferred appraisal system) is deliberately included in the list of nine core appraisal system elements so that further analysis can be undertaken to benchmark against respondents' actual experience and their preferred type of appraisal system (Ghorpade & Chen, 199”
What Drives Perceived Fairness of Performance Appraisal? Exploring the Effects of Psychological Contract Fulfillment on Employees’ Perceived Fairness of Performance Appraisal in U.S. Federal Agencies (2015, background): “Studies suggest that the more employees perceived their performance appraisal system as fair, the more they reported higher levels of trust and satisfaction with the appraisal system (Gabris & Ihrke, 2000; Hedge & Teachout, 2000; Mani, 2002; Masterson, Lewis, Goldman, & Taylor, 2000; Roberts & Pavla”