Performance Appraisal Systems: Determinants and Change
By Michelle Brown, John S. Heywood. 2005
246 citations recorded by the source corpus.
Subfields: Economics and Econometrics, Organizational Behavior and Human Resource Management, Public Administration
View Paper: https://www.semanticscholar.org/paper/49e6fb91215bec75a1ea19d35e744015f9b3dc04
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In Economics and Econometrics
In Organizational Behavior and Human Resource Management
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Citations in the corpus
- Performance appraisals and job satisfaction (2017, unknown): “Therefore, a regular assessment and a systematic monitoring of employees’ performance is a precondition for an effective PRP scheme (Brown & Heywood, 2005).”
- The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment (2014, background): “Recent research into PA has shifted its focus to employee perceptions of the fairness of such appraisals (Greenberg 1986; Folger, Konovsky and Cropanzano 1992; Murphy and Cleveland 1995; Taylor, Tracy, Renard, Harrison and Carroll 1995; Cawley, Keeping and Levy 1998; Pettijohn, Pettijohn and d’Amico”
- Promoting employee intention to stay: do human resource management practices matter? (2012, background): “Performance appraisal represents in part, a formalized process of worker monitoring and is intended to be management tool to improve the performance and productivity of employees (Brown and Heywood, 2005).”