Employee reactions to contextual and session components of performance appraisals

Article Abstract:

A neglected area of performance appraisal research concerns the context within which the appraisal process occurs. For a sample of exempt employees, measures were developed that assessed system components of the appraisal context. The contribution of these variables (complexity, implementation, and follow-up) to the prediction of 2 measures of employee reactions to performance appraisal (review session satisfaction and appraisal system satisfaction) was compared with the contribution of a more frequently studied set of variables - supervisory behaviors in the review session. The relationship of a salary linkage variable to the 2 outcome criteria also was assessed. The supervisory session variables were related to session satisfaction, and the system contextual variables were primarily related to system satisfaction. Salary linkage was associated with system satisfaction. (Reprinted by permission of the publisher.)

Human resource management, Management research

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Interrater reliability of job performance ratings: growth to asymptote level with increasing opportunity to observe

Article Abstract:

The interrater reliabilities of ratings of 9,975 ratees from 79 organizations were examined as a function of length of exposure to the ratee. It was found that there was a strong, nonlinear relationship between months of exposure and interrater reliability. The correlation between a logarithmic transformation of months of experience and reliability was .73 for one type of ratings and .65 for another type. The relationship was strongest during the first 12 months on the job. Changes in reliability were accounted for mostly by changes in criterion variance. Asymptotic levels of reliability were only about .60, even with 10-20 years of experience. Implications for estimating reliability in individual and meta-analytic studies and for performance appraisal were presented, and possible explanations of the reliability-variance relationship were advanced. (Reprinted by permission of the publisher.)

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Cognitive versus affective determinants of organizational citizenship behavior

Article Abstract:

In this research we tested the relative importance of subjective appraisals of the job versus mood state in accounting for organizational citizenship behavior (OCB). A total of 369 individuals from two hospitals provided data concerning their typical mood state at work and appraisals of their jobs and their pay, and supervisors provided ratings of employee OCB. Subjects' evaluations of the job, notably with respect to pay, accounted for more unique variance in OCB than did the mood measures. The results suggest that OCB has a deliberate, controlled character and does not represent expressive behavior owing to emotional states. We offer a fairness interpretation of OCB, drawing from Blau's (1964) social exchange framework. Conclusions are tentative and qualified in view of the limitations of the data. (Reprinted by permission of the publisher.)

Employee motivation

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