The Role of Leader-Member Exchange in the Performance Appraisal Process

By Joelle D. Elicker, P. Levy, Rosalie J. Hall. 2006

216 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/918b1656c5e0b0875eb0ec082aa4a60e87609237

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. J. Edwards
2. Lawrence J. Williams
3. Carrie Dusterhoff
4. Karin Sanders
5. James N. MacGregor
6. Victor Y. Haines III
7. J. Cunningham
8. Sylvie St-Onge

In Organizational Behavior and Human Resource Management

1. Robert J. Vandenberg
2. Lawrence J. Williams
3. J. Edwards
4. P. Runhaar
5. Carrie Dusterhoff
6. Karin Sanders
7. James N. MacGregor
8. K. Heischmidt

In Public Administration

1. J. Edwards
2. Robert J. Vandenberg
3. Lawrence J. Williams

Citations in the corpus

• The Mediating Role of Appraisal Feedback Reactions on the Relationship Between Rater Feedback-Related Behaviors and Ratee Performance (2010, background): “With one notable exception (Elicker et al., 2006), the influence of justice perceptions on other appraisal reactions, such as perceived accuracy and utility of feedback, has not been examined.”
• Leader-Member Exchange and Job Satisfaction Bond and Predicted Employee Turnover (2008, background): “Although LMX has been studied extensively (Greguras & Ford, 2006; Harris et al., 2007; Elicker et al., 2006; Liang et al., 2007; Liden & Maslyn, 1998; Lussier & Achua, 2004; Morrow et al., 2005), few studies have been done that focus exclusively on the relationship formed between a supervisor and…”
• Performance management effectiveness: practices or context? (2012, result): “Some evidence of this proposition is found in an individual-level study that related the quality of leader–member exchange relationships with the effective functioning of performance appraisals (Elicker, Levy and Hall 2006 ).”
• Stimulating Informal Learning Activities Through Perceptions of Performance Appraisal Quality and Human Resource Management System Strength: A Two-Wave Study (2014, background): “In addition, it helps employees identify learning needs and provides a framework for setting development goals (Elicker, 2006).”
• 12 Structural Equation Modeling in Management Research: A Guide for Improved Analysis (2009, methodology): “Parcels have also been used to study job search behaviors (Brown, Ferris, Heller, & Keeping ( 2007 ), performance appraisal (Elicker, Levy, & Hall, 2006 ), and team empowerment (Mathieu, Gilson, & Ruddy, 2006 ).”
• The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective (2014, background): “LMX has been reported to influence both appraisal satisfaction and perceived utility, mediated by voice, and justice perceptions (Elicker et al. 2006).”