Employee Performance Appraisal System Participation: A Technique That Works

By Gary E. Roberts. 2002

319 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/472e5800c18680c17a0a1fd0147a45345f8fd1c3

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In Applied Psychology

Citations in the corpus

Multisource feedback: Lessons learned and implications for practice (2007, background): “While many studies have addressed the value of goal setting in the contexts of employee performance appraisal (Roberts, 2002) and group-based feedback (Mesch, Farh, & Podsakoff, 1994), there is limited research on MSF and goal setting.”
Evaluating Teaching Quality (2006, background): “Roberts (2002) argued that if an appraisal is to be used by management as part of an evaluation of an individual’s career progression then peer review was essential to ensure the process was an ethical evaluation of performance.”
Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention (2015, background): “Thus the employees may develop a greater commitment to their organization (Roberts, 2003; Ikramullah et al., 2011).”
Voice, silence, and diversity in 21st century organizations: strategies for inclusion of gay, lesbian, bisexual, and transgender employees (2011, background): “Grievance systems, collective bargaining, suggestion boxes, open door policies, employee participation, participative performance appraisals, and computer-mediated communication are included in the formal mechanisms for employee voice (Bishop & Levine, 1999; Roberts, 2002).”
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, methodology): “This result is substantiated by the argument that performance 226 Public Personnel Management 44(2) management tools cause unintended consequences such as incurring unnecessary competition and undermining work cooperation among public employees (Van Thiel & Leeuw, 2002, cited in Roberts, 2003).”
Mapping cognitions to better understand attitudinal and behavioral responses in appraisal research (2004, background): “setting their work goals, along with how much of a say is offered in setting these work goals, has major impacts on the performance of their work objectives (Erez & Arad, 1986; Erez, Earley, & Hulin, 1985; Erez & Earley, 1987; Latham & Steele, 1983; Moussavi & Ashbaugh, 1995; Roberts, 2002).”
The Significance of Workplace Learning for Individuals, Groups and Organisations (2007, background): “People who work in the sphere of quality management find it curious that management and the HR function so often assign ‘an inordinate amount of responsibility for poor performance to individual employees while undervaluing the overall work process’ (Roberts, 2002).”