Performance Appraisal and Management 1st edition by Kevin Murphy, Jeanette Cleveland, Madison Hanscom ISBN 1506352901 978-1506352909

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ISBN 10: 1506352901
ISBN 13: 978-1506352909
Author:  Kevin Murphy, Jeanette Cleveland, Madison Hanscom

Organizations of all sizes face the challenge of accurately and fairly evaluating performance in the workplace. Performance Appraisal and Management distills the best available research and translates those findings into practical, concrete strategies. This text explores common obstacles and why certain performance appraisal methods often fail. Using a strategic, evidence-based approach, the authors outline best practices for avoiding common pitfalls and help organizations achieve their maximum potential. Cases, exercises, and spotlight boxes on timely issues like cyberbullying in the workplace and appraising team performance provides readers with opportunities to hone their critical thinking and decision-making skills. 

Performance Appraisal and Management 1st Table of contents:

I Introduction

1 Performance Appraisal: Research and Practice

Learning Objectives

Performance Appraisal: Historical Development and Present Status

Is Performance Appraisal in Crisis?

Defining Performance Appraisal

The Value of Cross-Cultural Perspectives

Historical Context

Major Trends in Performance Appraisal Research

Spotlight 1.1: Performance Appraisal Is a Multistep Process

Models of the Performance Appraisal Process

Organization of This Book

Understanding Why Performance Appraisal Systems Fail

Can Performance Appraisal Succeed in Organizations?

Summary

Exercise: Can Organizations Manage Human Resources Without Performance Appraisal?

2 Performance Management and Performance Appraisal

Learning Objectives

Why Study Performance Appraisal Rather Than Performance Management?

Spotlight 2.1: Performance Appraisal: The State of the Art

Performance Management

Key Concepts in Performance Management

Implementing Performance Management Systems

Spotlight 2.2: Cascading Goals: A Unique Strength and a Unique Weakness of Performance Management

Performance Appraisal and Performance Management: Similarities and Differences

Human Resource Management, Strategic HRM, and Performance Management

Spotlight 2.3: Is Performance Management Simply Management?

Can Performance Management Be Simplified?

The Risk of Over-Simplifying

Can Performance Be Managed?

Challenges in Evaluating Performance Management

Does It Work Versus What Works?

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

3 Defining Job Performance

Learning Objectives

Defining Performance

A General Model of Job Performance

The Distribution of Job Performance

Spotlight 3.1: How Should Performance Be Distributed

Dimensions of Job Performance

Task Performance

Contextual Performance/Organizational Citizenship

Adaptive Performance

Counterproductive Workplace Behavior

Ethical Performance

Spotlight 3.2: Cyberbullying in the Workplace

Units of Analysis and Methods of Measurement

Performance of Individuals Versus Teams

Objective Versus Subjective Measures of Performance

Why Objective Measurement Is Often Impossible

Summary

Analysis: Values and Validation—How the Definition of Performance Influences Conclusions Test Validity

II: The Performance Appraisal Process

4 The Four Key Challenges to Performance Appraisal

Learning Objectives

The Structural Causes of Failure

The Task of Measuring Performance Is Inherently Difficult

Contextual Factors Influence Appraisals

Spotlight 4.1: Failure to WARN: A Unique Performance Appraisal Lawsuit

The Conflicting Purposes of Performance Appraisal in Organizations

Raters Are Motivated to Distort Performance Appraisals

Summary

Exercise: Maintain a Behavior Diary

5 Obtaining Information and Evaluating Performance

Learning Objectives

Who Should Evaluate Performance

Self-Ratings

Peer Ratings

Supervisors as Raters

Using Ratings From Subordinates in Performance Appraisal

Spotlight 5.1: Are You a Biased Rater?

Electronic Performance Monitoring

Agreement Across Rating Sources

Cognitive Processes in Performance Evaluation

Attention and Mental Representation

Memory: Storage and Retrieval

Information Integration

Liking and Emotion: Affective Influences on Performance Appraisal

Standards for Evaluating Performance

Explicit Standards

Setting Performance Goals

Summary

Exercise: Writing Performance Standards

6 Rating Scales and Rater Training

Learning Objectives

Rating Scales

Behaviorally Anchored Rating Scales

Behavior Observation Scales

Evaluating Behavior-Based Rating Methods

Performance Distribution Assessment

Multi-Attribute Rating Systems

Using Performance Goals in Performance Appraisal

Performance Appraisals Are Not Simply Numbers: Narrative Comments

Ranking as an Alternative to Rating

Rank and Yank

What Problems Does Ranking Solve and What Problems Does It Create?

Rater Training

Rater Error Training

Frame of Reference Training

Spotlight 6.1: Justify Your Ratings

Alternatives to RET and FOR

Coaching the Coaches: Training Raters to Provide Feedback

Summary

Exercise: Developing Behavior-Based Rating Scales

7 How Context Influences Performance Appraisal

Learning Objectives

The Emergence of Context-Oriented Research

What Is Context?

Distal Context

National Culture

Cross-National Performance Appraisal Research

Tests of National Culture Hypothesis

Cross-Cultural Differences in Multinational Organizations

Limits on the Effects of Broad Cultural Variables

Legal and Political Environment

Spotlight 7.1: Performance Appraisal in Japan

Economic Environment

The Work Environment

Proximal Context

Organizational Climate and Culture

Organizational Strategy

Work Group and Team Characteristics

Supervisor–Subordinate Relationships

The Implications of Context Dependence on Transferring Policies or Practices Across Contexts

Summary

Case Study: Why Rank and Yank Failed at Microsoft

8 How Organizations Use Performance Appraisal

Learning Objectives

The Purpose of Performance Appraisal

Historical and Cross-Cultural Perspectives

Ratings, Narratives, and the Appraisal Interview Can Serve Different Purposes

The Uses of Performance Appraisal

Identifying Differences Between People: Administrative Uses of Appraisal

Identifying Within-Person Differences: Developmental Uses of Appraisal

Spotlight 8.1: Performance Appraisal in a Team Environment

Using Performance Appraisal to Support and Maintain Other Organizational Systems

Appraisal as a Source of Documentation

Competing Purposes for Performance Appraisal

Separating Multiple Uses

Informal Uses of Performance Appraisal: Downward and Upward Influence

Downward Influence

Upward Influence: Impression Management

Summary

Case Study: Even Terrorists Get Performance Appraisals—and Act on Them!

III: Challenges in Implementing and Evaluating Performance Appraisal Systems

9 Giving and Receiving Feedback

Learning Objectives

The Definition and Purpose of Feedback

How Does Feedback Work?

The Performance Appraisal Narrative

Performance Management and Feedback

Spotlight 9.1: Coaching and Performance Feedback

Multisource Feedback

Effects of MSF

Reactions to MSF

Disagreement in Evaluations of Performance

Why Is Feedback Hard to Give and Receive?

Training, Time, and Accountability

Anticipation of Uncomfortable Reactions

Negative Feedback

Feedback Avoidance Behavior

How Attributional Biases Influence Reactions to Feedback

Discrepancies Between Self-Assessments and Others’ Assessments of Performance

Spotlight 9.2: Giving Bad News Without Giving Offense

Culture, Climate, and Feedback

National Culture and Feedback

The Effects of Feedback and Reactions to Feedback

Reactions to Feedback

Why Does Feedback Succeed or Fail?

An Alternative to Feedback: The Feedforward Interview

Do Employees Want Feedback and Development?

Feedback Acceptance

Summary

Exercise: Evaluate Your Company’s Feedback Program

10 Dealing With Reactions and Attitudes

Learning Objectives

Reactions to Appraisal Systems

Evaluative and Affective Reactions

Perceptions of Utility: Are Appraisals Seen as Useful?

Perceptions of Legitimacy

How Reactions Affect Performance Appraisal Processes and Outcomes

Direct Effects

Signaling

Social Exchange

Determinants and Effects of Reactions to Appraisal Systems

Determinants of Reactions to Appraisal Systems

Spotlight 10.1: Does Anyone Love Performance Appraisal?

Effects of Reactions to Appraisal Systems

The Death Spiral of Appraisal Systems

Summary

Case Study: Understanding Resistance to Performance Appraisal

11 Evaluating Performance Ratings

Learning Objectives

Do Raters Agree? The Reliability of Performance Ratings

Reliability of Multisource Ratings

Rater Error Measures

Distributional Errors

Correlational Errors

Spotlight 11.1: Is Halo Error Really an Error?

Evaluating Rater Error Measures

Rating Accuracy

Operational Definitions

Rater Errors and Rating Accuracy

Construct Validity of Performance Ratings

Are Performance Ratings Biased?

Conclusions About the Reliability, Validity, and Accuracy of Performance Ratings

Are Ratings Useful?

Summary

Exercise: Analyze Rating Data

12 Rater Goals and Rating Distortion

Learning Objectives

Why Are Ratings Inflated?

Whose Goals?

Rater Goals

A Taxonomy of Rater Goals

Development of Goals

Organizational Culture and Rater Goals

Goals as a Function of Subordinate Performance

Analyzing Performance Rating Strategies as a Choice Between Alternatives

Outcomes of Accurate Versus Distorted Ratings

Contingencies

Integrating Multiple Perspectives on Motivation to Distort Ratings

Spotlight 12.1: A Multiple Goal Pursuit Model

Explaining Rating Distortion

Summary

Exercise: Build a Goal Assessment Tool

IV: Improving Performance Appraisal Systems

13 The Performance Appraisal Debate

Learning Objectives

Getting Rid of Performance Appraisal?

The Costs of Performance Appraisal

The Limited Benefits to Organizations

We Can’t Get Rid of Performance Appraisal

The Uses of Performance Appraisal in Organizations

Are There Useful Alternatives to Traditional Performance Ratings?

Legal Considerations

Spotlight 13.1: Is More and Better Feedback the Answer?

Can Appraisal Systems Be Saved?

Performance Appraisal Is Not Performance Measurement

Decide What You Are Truly Willing to Do With Performance Appraisal

Make It Worthwhile

Spotlight 13.2: Giving Merit Raises When There Is Significant Variability in Merit

Protect the Rater

Decoupling Pay From Performance Ratings

Increase the Value of Feedback by Decreasing the Threat of Reduced Raises

Summary

Case Study: Can This Performance Appraisal System Be Saved?

14 Building Better Performance Appraisal Systems

Learning Objectives

Improving Performance Appraisals

Make Appraisals Easier and Less Risky

Make the System More Transparent

Make Them Fair

Make Appraisals Forward-Looking

Assist and Protect Raters

Focus on the Most Critical Purpose of Appraisal

Spotlight 14.1: If at First You Don’t Succeed, Stop Giving the Same Feedback

Enhance the Credibility and Legitimacy of the System

Do Not Waste Time and Effort on the Less Essential Features of Your Appraisal System

Trust: The Essential Currency of Performance Appraisal

Better Performance Appraisal Requires Better Organizations

Spotlight 14.2: Performance Appraisal in Dysfunctional Organizations

Promote a Relationship-Oriented Culture

The Ethical Practice of Performance Appraisal

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Tags: Kevin Murphy, Jeanette Cleveland, Madison Hanscom, Performance Appraisal