"I don't care what they say, as long as they spell my name right": publicity, reputation and turnover

Article Abstract:

A field experiment surveying 157 middle-level managers was conducted to determine how four organizational signals effect perceptions of managers' reputations and how the subsequent reputation effects the managers' future career possibilities and choices. Signal characteristics examined in the study included the sign and level of publicity of a signal, as well as their interaction. Research results indicate that the characteristics had significant effects on perceived external and internal reputation. Perceptions of external reputation were significantly connected to an increased probability of job search and possibility of leaving but were not connected with intentions of leaving the current work environment.

Employee motivation, Career development, Organizational communication

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Performance appraisal as effective management or deadly management disease: two initial empirical investigations

Article Abstract:

The effectiveness of performance appraisals was investigated by conducting two studies. In the first study, 58 managers and 59 subordinates from two undergraduate and four MBA-level courses were surveyed. The results indicated that the managers felt that the characteristics of subordinates almost exclusively influenced subordinates' performance, while the subordinates felt that system-level factors influenced their performance. In the second study, 20 final-semester MBA students were surveyed. The results indicated that raters did not consider the system factors that can adversely affect performance, and that performance ratings were primarily influenced by productivity.

Employee performance appraisals, Performance appraisals

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The role of human resource management practices in predicting organizational commitment

Article Abstract:

Interviews with 67 agricultural production company managers at 14 sites supported a hypothesis that there is a positive relationship between human resource management practices and commitment to the organization. Factors such as perceived accuracy and fairness of promotions were found to affect willingness to identify with company goals more than variables such as job characteristics, demographics, social environment, or supervision. Stepwise regression of survey data indicated that tenure with the organization and task identity were also significant predictors.

Organizational effectiveness, Employee loyalty, Commitment (Psychology)

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