Interpersonal relations as a context for the effects of appraisal interviews on performance and satisfaction: a longitudinal study
Article Abstract:
The field study reported here examined the effect of interpersonal relations between supervisors and subordinates on the content and efficacy of performance appraisal reviews. One to two months after the reviews occurred and two to four months after interpersonal relations were measured, we measured subordinates' reactions to their review, their job satisfaction, and their supervisors' evaluations of their performance. Even after statistically controlling for the favorableness of performance evaluations, we found that subordinate reactions to review were affected by interpersonal relations and by three measures of review content: the evaluation criteria used, the opportunity for subordinate participation, and the presence of career discussion. The three content variables also had effects on subordinate performance and satisfaction. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1991
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CEO salary increases may be rational after all: referents and contracts in CEO pay
Article Abstract:
Studies investigating the relationship between executive compensation and firm performance, firm size, or both have had consistently low explanatory power. The present study uses Forbes data for 1983-89 and shows that nonparametric models, comparing the ranks of firms within industries, more accurately reflect changes in CEO compensation. There was no support for a linear relationship between performance and such changes but strong support for an increasing, convex relationship. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1995
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Using relative deprivation theory to explain satisfaction with income and pay level: a multistudy examination
Article Abstract:
This article reports four studies in which we applied relative deprivation theory to the prediction of satisfaction with income and pay level. The proposed model specified both social comparisons and a variety of self-comparisons as important for understanding satisfaction. Using four large samples of respondents and various measurements of the theoretical constructs of interest, we found considerable support for the model. Implications for future research are discussed. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1990
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