Performance Appraisal and Management

SAGE PUBLICATIONS INCISBN: 9781506352909

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By Kevin R. Murphy, Jeanette N. Cleveland, Madison E. Hanscom
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SAGE PUBLICATIONS INC
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PAPERBACK
Pages:
424

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Kevin Murphy holds the Kemmy Chair of Work and Employment Studies, Kemmy Business School, University of Limerick, Ireland. He earned his PhD in Psychology from Penn State in 1979, has served on the faculties of Rice University, New York University, Penn State and Colorado State University. He is a Fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology and the American Psychological Society, and the recipient of the Society for Industrial and Organizational Psychology's 2004 Distinguished Scientific Contribution Award. He has served as President of the Society for Industrial and Organizational Psychology and Editor of Journal of Applied Psychology (1991-2002), and is Editor of Industrial and Organizational Psychology: Perspectives on Science and Practice. He served as Chair of the Department of Defense Advisory Committee on Military Personnel Testing, and has also served on five National Academy of Sciences committees dealing with problems in the workplace. He is the author of over one hundred and eighty articles and book chapters, and author or editor of eleven books, in areas ranging from psychometrics and statistical analysis to individual differences, performance assessment, gender, and honesty in the workplace. Jeanette N. Cleveland is a Professor of Industrial & Organizational Psychology at Colorado State University. She earned her B.S. from Occidental College and M.S. and Ph.D from the Pennsylvania State University. She has held faculty positions at Baruch College, The Pennsylvania State University and has served as an external examiner for University of Limerick, Ireland. She has served elected Program Chair for the Human Resources and Gender & Diversity in Organizations Divisions, Division Chair for HR and GDO, and prior to this to the Executive committees for these Divisions of the Academy of Management. In addition, she served as chair/co-chair for the HR doctoral & junior faculty consortium, scholarly achievement award, Best paper Award, and the GDO Dissertation award, also for the Academy of Management. She is an elected Fellow of the Society for Industrial and Organizational Psychology (Division 14) and the American Psychological Association. Her research interests include personal and contextual variables regarding work attitudes and performance decisions, workforce diversity issues including older workers and women, and work and family issues. She has served as consulting editor for Journal of Organizational Behavior and has or is currently serving on the editorial boards of Journal of Applied Psychology, Personnel Psychology, Academy of Management Journal, Journal of Vocational Behavior, Human Resource Management Review, Journal of Management, and International Journal of Management Reviews. She is the Co-Editor for the Applied Psychology Series for Taylor and Francis. Her books include, Understanding performance appraisal: Social, organizational and goal perspectives (with K. Murphy) and Women and men in organizations: Sex and gender issues (with M. Stockdale and K. Murphy, 2000). Madison E. Hanscom is a doctoral student in the Industrial and Organizational Psychology doctoral program at Colorado State University. In addition to working on her PhD, Madison is a trainee in occupational health psychology through the Mountains and Plains Education and Research Center. She earned her Bachelor of Science in Psychology from Kennesaw State University in 2014.

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

"[This is] a practical, cutting-edge, research-based textbook that bases its conclusions and recommendations on the state-of-the-art science for explaining why performance appraisals fail and how they can be designed for implementing a more successful and sustainable performance appraisal system in organizations. A must-read for students and practitioners alike!" -- Uma J. Iyet "Murphy, Cleveland, and Hanscom have brought together decades of sound research and practice knowledge to shed light on the controversial performance appraisal practices found in almost all organizations. Every designer of PA and HR systems, and those aspiring to be, will run to get and read this book. Don't abandon Performance Appraisals, re-invent them." -- Mo Cayer "Murphy, Cleveland, and Hanscom's Performance Appraisal: Why Does It Fail and How can it be Fixed? offers a well-grounded in-depth review of current performance appraisal process steps and illustrates the strengths and weaknesses of today's practices. The focus of the book is on making performance appraisals better for both the employee and supervisor. Case studies allow students to engage in discussing the root-causes of failure and success in the performance appraisal performance process." -- Bruce E. Winston "Hopefully 'a bible' for measuring and evaluating performance." -- Ann Membel "This book provides a research-based, comprehensive overview of performance appraisals in modern organizations." -- Sean Valentine "A seminal work for understanding the social psychological processes underpinning performance appraisal process in the workplace." -- Cort W. Rudolph "This is a very comprehensive tool in explaining the history and value, theorists and models of the performance appraisal process, and it brings the process up to date with a hopeful future." -- Ann P. Membel "Detailed overview of performance management with relevant and current issues" -- Jennifer E. Fairweather "...The authors provide extensive literature to illustrate their ideas. It is enlightening and worth reading." -- Jing Zhang "Well-researched, comprehensive, and yet imminently accessible discussion of challenges of performance appraisal." -- Eric S. Ecklund

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