Getting Rid of Performance Ratings: Genius or Folly? A Debate

By S. Adler, M. Campion, Alan L. Colquitt, A. Grubb, Kevin J. Murphy, Rob Ollander-Krane, E. Pulakos. Industrial and Organizational Psychology, 2016

199 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9e9bc73efb58f8e64cc79cfdeb6d8db5d6715510

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. Lily Chernyak‐Hai
2. Edna Rabenu
3. Adam M. Grant

In Management Science and Operations Research

1. Lily Chernyak‐Hai
2. Adam M. Grant

In Organizational Behavior and Human Resource Management

1. Lily Chernyak‐Hai
2. Edna Rabenu
3. Adam M. Grant
4. N. Bellé
5. Sharon K. Parker
6. M. Bolino
7. J. B. Rodell
8. Sabine Sonnentag

Citations in the corpus

• The New Era Workplace Relationships: Is Social Exchange Theory Still Relevant? (2018, background): “However, in a comprehensive review of the problems of performance appraisal in organizations, Adler et al. (2016) highlight its political aspects, with raters systematically manipulating ratings to achieve a variety of goals, such as gettingmoremoney for their employees, or conversely teaching them ”
• The third ‘generation’ of workplace coaching: creating a culture of quality conversations (2017, background): “Hence we are seeing a shift away from a rigid mandated timebound performance review conversation model towards more flexible, more frequent performance conversation cycle (Adler et al., 2016).”