Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework

By Angelo S. Denisi, R. Pritchard. Management and Organization Review, 2006

454 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/59eefbbfede708294463a8de6449b2ffd819c7ea

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In Applied Psychology

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness (2010, background): “By taking into account TSMB, performance appraisal systems may highlight the importance of these behaviors in a teambased organization and strengthen team members’ motivation to use selfmanagement practices (DeNisi & Pritchard, 2006).”
Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance (2007, background): “” According to the expectancy-value theory of motivation (DeNisi and Pritchard, 2006; Eccles and Wigfield, 2002), the direction and magnitude of energy channelled toward a particular task involves two elements –expectations of success and value of success.”
Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees (2018, background): “In a review of performance appraisal research, DeNisi and Pritchard (2006) suggest that the ultimate goal of performance appraisal should be to motivate employees to improve their performance.”
The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment (2014, methodology): “Five items (a ¼ 0.87) were used to assess the PA practices related to performance standards based on prior research (Varma et al. 1996; Erdogan 2002; Holbrook 2002; DeNisi and Pritchard 2006; Cropanzano et al. 2007).”
The Modeling and Assessment of Work Performance (2015, background): “Considerations of fairness, transparency, accuracy, appraisal goals, and motivation (of both the appraiser and appraisee) become paramount (DeNisi & Pritchard 2006, DeNisi & Sonesh 2011, Murphy & Dechert 2013).”
Employee engagement, human resource management practices and competitive advantage (2015, background): “Performance management is an ongoing organizational process involving a wide range of activities that include identifying, assessing, and promoting individual and team performance for the purpose of achieving organizational objectives (Aguinis and Pierce, 2008; DeNisi and Pritchard, 2006).”
Getting Rid of Performance Ratings: Genius or Folly? A Debate (2016, background): “…merit is the formal use of “calibration,” which refers to meetings among managers for the purpose of justifying and comparing the proposed performance ratings of employees to ensure their accuracy and comparability across business units (Catano et al., 2007; Church, 1995; DeNisi & Pritchard, 2006).”
Effectiveness of Performance Management System for Employee Performance Through Engagement (2020, background): “In other words, PMSA provides a combined theoretical reflection of goal-setting theory (GST; Locke et al., 1981), control theory (Klein, 1989), and expectancy theory (Vroom, 1964) as a system (Buchner, 2007; DeNisi & Pritchard, 2006; Dewettinck & van Dijk, 2013).”
Can performance appraisals motivate employees to improve performance? A Mexican study (2012, background): “DeNisi and Pritchard ( 2006 ) observed that performance appraisal research has been criticized for its excessive emphasis on psychometric issues and the authors suggested that appraisal research should, instead, focus on designing effective performance appraisal systems that can motivate employees t”