Performance appraisal and management. (2018)

• Record Type: Book
• Further Information: Note: Kevin R. Murphy, Jeanette N. Cleveland, Madison E. Hanscom.
• Authors: Murphy, Kevin R, 1952-; Cleveland, Jeanette; Hanscom, Madison E
• Contents: Preface; Acknowledgments; About the Authors; Section I: Introduction; Chapter 1: Performance Appraisal: Research and Practice; Learning Objectives; Performance Appraisal: Historical Development and Present Status; Organization of this Book; Summary; Exercise: Can Organizations Manage Human Resources Without Performance Appraisal?; Chapter 2: Performance Management and Performance Appraisal; Learning Objectives; Why Study Performance Appraisal Rather Than Performance Management?; Performance Management; Performance Appraisal and Performance Management: Similarities and Differences; Human Resource Management, Strategic HRM, and Performance Management; Can Performance Management Be Simplified?; Can Performance Be Managed?; Challenges in Evaluating Performance Management; What Is the Role of Performance Appraisal in Performance Management?; Performance Appraisal, Performance Management, and Integrated HR Interventions; Summary; Analysis: From Strategy to Performance Goals; Chapter 3: Defining Job Performance; Learning Objectives; Defining Performance; A General Model of Job Performance; The Distribution of Job Performance; Dimensions of Job Performance; Units of Analysis and Methods of Measurement; Objective Versus Subjective Measures of Performance; Summary; Analysis: Values and Validation—How the Definition of Performance Influences Conclusions Test Validity; Section II: The Performance Appraisal Process; Chapter 4: The Four Key Challenges to Performance Appraisal; Learning Objectives; The Structural Causes of Failure; Summary; Exercise: Maintain a Behavior Diary; Chapter 5: Obtaining Information and Evaluating Performance; Learning Objectives; Who Should Evaluate Performance; Cognitive Processes in Performance Evaluation; Liking and Emotion: Affective Influences on Performance Appraisal; Standards for Evaluating Performance; Summary; Exercise: Writing Performance Standards; Chapter 6: Rating Scales and Rater Training; Learning Objectives; Rating Scales; Ranking as an Alternative to Rating; Rater Training; Summary; Exercise: Developing Behavior-Based Rating Scales; Chapter 7: How Context Influences Performance Appraisal; Learning Objectives; The Emergence of Context-Oriented Research; Distal Context; Proximal Context; Summary; Case Study: Why Rank and Yank Failed at Microsoft; Chapter 8: How Organizations Use Performance Appraisal; Learning Objectives; The Purpose of Performance Appraisal; The Uses of Performance Appraisal; Informal Uses of Performance Appraisal: Downward and Upward Influence; Summary; Case Study: Even Terrorists Get Performance Appraisals—And Act on Them!; Section III: Challenges in Implementing and Evaluating Performance Appraisal Systems; Chapter 9: Giving and Receiving Feedback; Learning Objectives; The Definition and Purpose of Feedback; Multisource Feedback; Why is Feedback Hard to Give and Receive?; Culture, Climate, and Feedback; The Effects of Feedback and Reactions to Feedback; Do Employees Want Feedback and Development?; Summary; Exercise: Evaluate Your Company’s Feedback Program; Chapter 10: Dealing with Reactions and Attitudes; Learning Objectives; Reactions to Appraisal Systems; How Reactions Affect Performance Appraisal Processes and Outcomes; Determinants and Effects of Reactions to Appraisal Systems; The Death Spiral of Appraisal Systems; Summary; Case Study: Understanding Resistance to Performance Appraisal; Chapter 11: Evaluating Performance Ratings; Learning Objectives; Do Raters Agree? The Reliability of Performance Ratings; Rater Error Measures; Rating Accuracy; Construct Validity of Performance Ratings; Conclusions About the Reliability, Validity, and Accuracy of Performance Ratings; Summary; Exercise: Analyze Rating Data; Chapter 12: Rater Goals and Rating Distortion; Learning Objectives; Why are Ratings Inflated?; Whose Goals?; Rater Goals; Analyzing Performance Rating Strategies as a Choice Between Alternatives; Summary; Exercise: Build a Goal Assessment Tool; Section IV: Improving Performance Appraisal Systems; Chapter 13: The Performance Appraisal Debate; Learning Objectives; Getting Rid of Performance Appraisal?; We Can’t Get Rid of Performance Appraisal; Can Appraisal Systems be Saved?; Summary; Case Study: Can This Performance Appraisal System Be Saved?; Chapter 14: Building Better Performance Appraisal Systems; Learning Objectives; Improving Performance Appraisals; Make Appraisals Easier and Less Risky; Trust: The Essential Currency of Performance Appraisal; The Ethical Practice of Performance Appraisal; Summary; Case Study: Implementing a Performance Appraisal System; Appendix A: Rating Scale Formats; References; Index;
• Edition: 1st
• Publisher Details: Los Angeles : SAGE
• Publication Date: 2018
• Extent: 1 online resource
• Subjects: 658.3125; Employees -- Rating of; Performance standards
• Languages: English
• ISBNs: 9781506352923
• Notes: Note: Includes bibliographical references.; Note: Description based on CIP data; resource not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.