The aim of this article is to stimulate thoughts andintroduce new prospects to the study of performanceappraisal accuracy, especially in the raters’ perspective.It focuses on a relatively understudied aspectof performance appraisal which is raters’ intentiontowards appraising accurately. In order to understandthe application of this aspect, this paper attemptsto develop a conceptual framework basedon hypotheses of the direct and indirect factors thatpredict the raters’ intention to appraise accurately.It is hypothesized that the raters’ experience in appraising,raters’ perceived purposes of appraisal,and raters’ perceived information adequacy for appraisingwill predict the raters’ intention towardsappraising accurately by influencing the ra...
This paper reviews briefly the literature on performance appraisal over the whole period since its ...
The face-to-face feedback element of performance appraisal has been described as the “Achilles’ heel...
To evaluate an expanded version of Ilgen, Fisher, and Taylor\u27s (1979) model of feedback effective...
The aim of this article is to stimulate thoughts and introduce new prospects to the study of perform...
The aim of this article is to stimulate thoughts andintroduce new prospects to the study of performa...
© 2015 British Academy of Management and John Wiley & Sons Ltd. Based on a robust analysis of the ...
This conceptual paper proposes that raters’ competency and compliance to accuracy are not just a fun...
Orientation: Managers often have negative attitudes towards performance appraisal because of its pro...
Performance appraisal has been widely recognized as an integral part of the Human Resource Manageme...
Based on a robust analysis of the existing literature on performance appraisal (PA), this paper make...
This study aims to determine the relationship between selected factors of rating dissatisfaction and...
Thesis (M.S.)--University of Oklahoma, 2004.Includes bibliographical references (leaves 42-44).The p...
Based on a robust analysis of the existing literature on performance appraisal (PA), this paper make...
AbstractPerformance management has been put in the most important place in HRM, as well as in the st...
We tested the effects of rater agreeableness on the rating of others’ poor performance in performanc...
This paper reviews briefly the literature on performance appraisal over the whole period since its ...
The face-to-face feedback element of performance appraisal has been described as the “Achilles’ heel...
To evaluate an expanded version of Ilgen, Fisher, and Taylor\u27s (1979) model of feedback effective...
The aim of this article is to stimulate thoughts and introduce new prospects to the study of perform...
The aim of this article is to stimulate thoughts andintroduce new prospects to the study of performa...
© 2015 British Academy of Management and John Wiley & Sons Ltd. Based on a robust analysis of the ...
This conceptual paper proposes that raters’ competency and compliance to accuracy are not just a fun...
Orientation: Managers often have negative attitudes towards performance appraisal because of its pro...
Performance appraisal has been widely recognized as an integral part of the Human Resource Manageme...
Based on a robust analysis of the existing literature on performance appraisal (PA), this paper make...
This study aims to determine the relationship between selected factors of rating dissatisfaction and...
Thesis (M.S.)--University of Oklahoma, 2004.Includes bibliographical references (leaves 42-44).The p...
Based on a robust analysis of the existing literature on performance appraisal (PA), this paper make...
AbstractPerformance management has been put in the most important place in HRM, as well as in the st...
We tested the effects of rater agreeableness on the rating of others’ poor performance in performanc...
This paper reviews briefly the literature on performance appraisal over the whole period since its ...
The face-to-face feedback element of performance appraisal has been described as the “Achilles’ heel...
To evaluate an expanded version of Ilgen, Fisher, and Taylor\u27s (1979) model of feedback effective...