Performance appraisal - Knowledge (XXG)

638:: The negotiated performance appraisal (NPA) is an emerging approach for improving communication between supervisors and subordinates and for increasing employee productivity, and may also be adapted to an alternate mediation model for supervisor-subordinate conflicts. A facilitator meets separately with the supervisor and with the subordinate to prepare three lists. What employees do well, where the employee has improved in recently, and areas where the employee still needs to improve. Because the subordinate will present his or her lists first during the joint session, this reduces defensive behaviors. Furthermore, the subordinate comes to the joint session not only prepared to share areas of needed improvement, but also brings concrete ideas as to how these improvements can be made. The NPA also focuses very strongly on what employees are doing well, and involves a minimum of twenty minutes of praise when discussing what the employee does well. The role of the facilitator is that of a coach in the pre-caucuses, and in the joint sessions the supervisor and subordinate mostly speak to each other with little facilitator interference. 821:

performing employees receive greater rewards or higher salaries. Countries scoring low on assertiveness but higher in interpersonal relations may not like the social separation and pay inequity of higher/lower performing employees; employees from this more cooperative rather than individualistic culture place more concern on interpersonal relationships with other employees rather than on individual interests. High assertive countries value performance feedback for self-management and effectiveness purposes while countries low in assertiveness view performance feedback as "threatening and obtrusive". In this case, the PA of the high assertive countries would likely not be beneficial for countries scoring lower in assertiveness to employ. However, countries scoring lower in assertiveness could employ PA for purposes of improving long-term communication development within the organization such as clarifying job objectives, guide training and development plans, and lessen the gap between job performance and organizational expectations.

406:(HRM) conducts performance management. Performance management systems consist of the activities and/or processes embraced by an organization in anticipation of improving employee performance, and therefore, organizational performance. Consequently, performance management is conducted at the organizational level and the individual level. At the organizational level, performance management oversees organizational performance and compares present performance with organizational performance goals. The achievement of these organizational performance goals depends on the performance of the individual organizational members. Therefore, measuring individual employee performance can prove to be a valuable performance management process for the purposes of HRM and for the organization. Many researchers would argue that "performance appraisal is one of the most important processes in Human Resource Management". 792:(ADA)." Lawsuits may also results from charges of an employer's negligence, defamation, and/or misrepresentation. A few appraisal criteria to keep in mind for a legally sound PA is to keep the content of the appraisal objective, job-related, behavior-based, within the control of the ratee, and related to specific functions rather than a global assessment. Some appraisal procedure suggestions for a legally sound PA is to standardize operations, communicate formally with employees, provide information of performance deficits and give opportunities to employees to correct those deficits, give employees access to appraisal results, provide written instructions for the training of raters, and use multiple, diverse and unbiased raters. These are valuable but not exhaustive lists of recommendations for PAs. 830:(Stanton, 2000). Not only does it facilitate a more continuous and detailed collection of performance data in some jobs, e.g. call centres, but it has the capacity to do so in a non-obvious, covert manner. The second aspect is in mediating the feedback process, by recording and aggregating performance ratings and written observations and making the information available on-line; many software packages are available for this. The use of IT in these ways undoubtedly helps in making the appraisal process more manageable, especially where multiple rating sources are involved, but it also raises many questions about appraisees' reactions and possible effects on PA outcomes. Mostly, the evidence so far is positive. 484: 441:

unambiguous criteria, they are usually incomplete because of criterion contamination and criterion deficiency. Criterion contamination refers to the part of the actual criteria that is unrelated to the conceptual criteria. In other words, the variability in performance can be due to factors outside of the employee's control. Criterion deficiency refers to the part of the conceptual criteria that is not measured by the actual criteria. In other words, the quantity of production does not necessarily indicate the quality of the products. Both types of criterion inadequacies result in reduced

372:. If employers have a reliable way to distinguish productive from unproductive workers, then firing the worst employees and hiring replacements would be one way to increase the overall productivity of the firm, and possibly increase profits or lower consumer prices. Some labor contracts specify a way to take merit into account when firing or promoting, often involving performance reviews. For example, union rules might require an employer to warn a poorly performing employee and have a probationary period before firing. The records generated by performance reviews might be consulted during 817:". "Appraisal reflects attitudes towards motivation and performance (self) and relationships (e.g. peers, subordinates, supervisors, organization), all of which vary from one country to the next". Therefore, appraisal should be in conjunction with cultural norms, values, and beliefs in order to be operative. The deep-seated norms, values and beliefs in different cultures affect employee motivation and perception of organizational equity and justice. In effect, a PA system created and considered effectual in one country may not be an appropriate assessment in another cultural region. 656:

makes two assumptions: the principals wants agents to work for the principal's best interest, but agents possess different goals than the principals; and, the agents have more information than the principals resulting in the asymmetry of information between the two parties. This paradigm creates adverse selections and moral hazards for the hiring company in deciding how to effectively minimize the potential threat of shirking; disruption to daily operations; and loss in output margins due to actions of the employee.

238:. Traditional performance appraisals are often based upon a manager's or supervisor's perceptions of an employee's performance and employees are evaluated subjectively rather than objectively. Therefore, the review may be influenced by many non-performance factors such as employee 'likeability', personal prejudices, ease of management, and previous mistakes or successes. Reviews should instead be based on data-supported, measurable behaviors and results within the performers control. 475:, accidents can often be a useful indicator of poor job performance, but this is also subject to criterion contamination because situational factors also contribute to accidents. Once again, both types of criterion inadequacies result in reduced validity of the measure. Although excessive absenteeism or accidents often indicate poor job performance rather than good performance, such personnel data is not a comprehensive reflection of an employee's performance. 5168: 4535: 95:. While extensively practiced, annual performance reviews have also been criticized as providing feedback too infrequently to be useful, and some critics argue that performance reviews in general do more harm than good. It is an element of the principal-agent framework, that describes the relationship of information between the employer and employee, and in this case the direct effect and response received when a performance review is conducted. 717:

subordinate participate in the interview discussion and establish goals together. Three factors consistently contribute to effective PA interviews: the supervisor's knowledge of the subordinate's job and performance in it, the supervisor's support of the subordinate, and a welcoming of the subordinate's participation. The objective of performance appraisal is to assess the training development needs of employees.

708:. Researchers have found that the OCB dimensions of altruism and civic virtue can have just as much of an impact on manager's subjective evaluations of employees' performances as employees' objective productivity levels. The degree to which OCB can influence judgments of job performance is relatively high. Controversy exists as to whether OCB should be formally considered as a part of performance appraisal (PA). 141:

terminations, transfers), as criteria in research (e.g. test validation), to aid with communication (e.g. allowing employees to know how they are doing and organizational expectations), to establish personal objectives for training" programs, for transmission of objective feedback for personal development, "as a means of documentation to aid in keeping track of decisions and legal requirements" and in wage and

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such as line managers also often face complexities (Tyskbo, 2020). Generally, there are two overarching problems from which several complications spawn. One of the problems with formal PAs is there can be detrimental effects to the organization(s) involved if the appraisals are not used appropriately. The second problem with formal PAs is they can be ineffective if the PA system does not correspond with the

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improving the feedback process, and increasing the frequency of review." In light of traditional PA operation defects, "organizations are now increasingly incorporating practices that may improve the system. These changes are particularly concerned with areas such as elimination of subjectivity and bias, training of appraisers, improvement of the feedback process and the performance review discussion."

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and appraisal). "The ultimate objective of a performance management process is to align individual performance with organizational performance". A very common and central process of performance management systems is performance appraisal (PA). The PA process should be able to inform employees about the "organization's goals, priorities, and expectations and how well they are contributing to them".

622:: members of a group evaluate and appraise the performance of their fellow group members. There it is common for a graphic rating scale to be used for self-assessments. Positive leniency tends to be a problem with self-assessments. Peer assessments from multiple members of a group are often called crowd-based performance reviews, and solve many problems with peer assessments from only one member. 419:

the organization and employee." It is suggested that regular performance feedback provided to employees may quell any unexpected or surprising feedback to year-end discussions. In a recent research study concerning the timeliness of PAs, "one of the respondents even suggested that the performance review should be done formally and more frequently, perhaps once a month, and recorded twice a year."

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feedback ensures peer accountability, which may yield better results than accountability to management. Management assessment comes last for need of recognition by authority and avoidance of conflict in case of disagreements. It is generally recommended that PA is done in shorter cycles to avoid high-stakes discussions, as is usually the case in long-cycle appraisals.

508:. Halo effect is characterized by the tendency to rate a person who is exceptionally strong in one area higher than deserved in other areas. It is the opposite of the Horns effect, where a person is rated as lower than deserved in other areas due to an extreme deficiency in a single discipline. These errors arise predominantly from 520:

higher ratings because of the lack of organizational sanction concerning accurate/inaccurate appraisals, the rater's desire to guarantee promotions, salary increases, etc., the rater's inclination to avoid negative reactions from subordinates, and the observation that higher ratings of the ratees reflect favorably upon the rater.

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in legal issues if not executed appropriately, as many employees tend to be unsatisfied with the PA process, as well as, the misuse of PA's can incur apathy towards organizational goals and values. PAs created in and determined as useful in the United States are not necessarily able to be transferable cross-culturally.

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the other hand, employees of more discretionary and non-routine jobs, where goal-setting is appropriate and there is room for development, would benefit from more frequent PA feedback. Informal performance appraisals may be done more often, to prevent the element of surprise from the formal appraisal.

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Computers have been playing an increasing role in PA for some time (Sulsky & Keown, 1998). There are two main aspects to this. The first is in relation to the electronic monitoring of performance, which affords the ability to record a huge amount of data on multiple dimensions of work performance

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Incentive pay leads to the increase of agents awareness of their own actions and seek to maximize their pay by considering the best possible actions that can be taken for the success of the firm and actively explore several options to minimize opportunity costs. The issue with this form of resolution

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Employee-comparison methods: rather than subordinates being judged against pre-established criteria, they are compared with one another. This method eliminates central tendency and leniency errors but still allows for halo effect errors to occur. The rank-order method has raters ranking subordinates

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Performance appraisals (PAs) are conducted at least annually, and annual employee performance reviews appear to be the standard in most American organizations. However, "it has been acknowledged that appraisals conducted more frequently (more than once a year) may have positive implications for both

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Determination of training needs: "Employee training and development are crucial components in helping an organization achieve strategic initiatives". It has been argued that for PAs to truly be effective, post-appraisal opportunities for training and development in problem areas, as determined by the

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There are a number of potential benefits of organizational performance management conducting formal performance appraisals (PAs). There has been a general consensus in the belief that PAs lead to positive implications of organizations. Furthermore, PAs can benefit an organization's effectiveness. One

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The Employment Opportunity Commission (EEOC) guidelines apply to any selection procedure that is used for making employment decisions, not only for hiring, but also for promotion, demotion, transfer, layoff, discharge, or early retirement. Therefore, employment appraisal procedures must be validated

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Also referred to as contextual behavior, prosocial behavior, and extra-role behavior, organizational citizenship behavior (OCB) consists of employee behavior that contributes to the welfare of the organization but is beyond the scope of the employee's job duties. These extra-role behaviors may help

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Other researchers propose that the purpose of PAs and the frequency of their feedback are contingent upon the nature of the job and characteristics of the employee. For example, employees of routine jobs where performance maintenance is the goal would benefit sufficiently from annual PA feedback. On

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Some applications of PA are compensation, performance improvement, promotions, termination, test validation, and more. While there are many potential benefits of PA, there are also some potential drawbacks. For example, PA can help facilitate management-employee communication; however, PA may result

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According to a meta-analysis of 27 field studies, general employee participation in his/her own appraisal process was positively correlated with employee reactions to the PA system. More specifically, employee participation in the appraisal process was most strongly related to employee satisfaction

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The performance management process begins with leadership within the organization creating a performance management policy. Primarily, management governs performance by influencing employee performance input (e.g. training programs) and by providing feedback via output (i.e. performance assessment

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Performance goals: Performance goals and PA systems are often used in association. Negative outcomes concerning the organizations can result when goals are overly challenging or overemphasized to the extent of affecting ethics, legal requirements, or quality. Moreover, challenging performance goals

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Despite all the potential advantages of formal performance appraisals (PAs), there are also potential drawbacks. It has been noted that determining the relationship between individual job performance and organizational performance can be a difficult task. The ones conducting performance appraisals,

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and desired performance reinforcement: organizations find it efficient to match individual worker's goals and performance with organizational goals. PAs provide room for discussion in the collaboration of these individual and organizational goals. Collaboration can also be advantageous by resulting

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To collect PA data, there are three main methods: objective production, personnel, and judgmental evaluation. Judgmental evaluations are the most commonly used with a large variety of evaluation methods. Historically, PA has been conducted annually (long-cycle appraisals); however, many companies

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Example: An employee has to do 100 reports. Then, the manager takes five of them to check how has the work been done, and the manager finds mistakes in those five reports. Therefore the manager will appraise the work of the employee as a "poor" one, without having into account the other 95 reports

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Example: At school, if you are sat down where all the chatty people are and you are silent but you do not pay attention and you do not do your homework, because you are drawing; when teacher gets angry with the group, you might be excluded of the bad behavior they have just because you are silent;

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For example, some countries and cultures value the trait of assertiveness and personal accomplishment while others instead place more merit on cooperation and interpersonal connection. Countries scoring high on assertiveness consider PA to be a way of assuring equity among employees so that higher

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Most managers prefer to begin with positive information and then add bad news or suggestions for improvement at the end. However, employees are most satisfied when bad news is addressed early in the interview and positive information is saved until the end, so that the meeting ends with a positive

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is often a problem perceived by as many as half of employees. Appraiser bias, however, appears to be perceived as more of a problem in government and public sector organizations. Also, according to some studies, employees wished to see changes in the PA system by making "the system more objective,

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The principal–agent framework is a model describing the relationship of information held between an employer and an employee. It is used to forecast responses from employees and strategies at finding resolutions against misaligned incentives that interfere with the goals of the employer. The model

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Another piece to keep in mind is the effects of rater motivation on judgmental evaluations. It is not uncommon for rating inflation to occur due to rater motivation (i.e. "organizationally induced pressures that compel raters to evaluate ratees positively"). Typically, raters are motivated to give

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The objective production method consists of direct, but limited, measures such as sales figures, production numbers, the electronic performance monitoring of data entry workers, etc. The measures used to appraise performance would depend on the job and its duties. Although these measures deal with

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Solution: The rater must use the same standards and weights for every employee. The manager should be able to show coherent arguments in order to explain the difference. Therefore, it would be easier to know if it is done, because the employee has provided a good performance, or if it because the

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Schultz and Schultz notes that opposition to performance appraisals generally do not receive positive ratings from anyone involved, "so employees that will be directly affected by the Performance Appraisals are less than enthusiastic about participating in them". When an employee knows that their

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Researchers suggest that the study of employees' reactions to PA is important because of two main reasons: employee reactions symbolizes a criterion of interest to practitioners of PAs and employee reactions have been associated through theory to determinants of appraisal acceptance and success.

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method requires the rater to select the two "best" subordinates out of a group on each dimension then rank individuals according to the number of times each subordinate was selected as one of the "best". The forced-distribution method is good for large groups of ratees. The raters evaluate each

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While performance appraisals are fundamental in the assessment of employees, frequent testing can result in the deterioration of employee performance, thus impacting overall business operations. The agent's perception of these 'control' devices are that they signal mistrust to the individual and

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The performance appraisal (PA) interview is typically the final step of the appraisal process. The interview is held between the subordinate and supervisor. The PA interview can be considered of great significance to an organization's PA system. It is most advantageous when both the superior and

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Errors: Performance appraisals should provide accurate and relevant ratings of an employee's performance as compared to pre-established criteria/goals (i.e. organizational expectations). Nevertheless, supervisors will sometimes rate employees more favorably than that of their true performance in

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An essential piece of this method is rater training. Rater training is the "process of educating raters to make more accurate assessments of performance, typically achieved by reducing the frequency of halo, leniency, and central-tendency errors". Rater training also helps the raters "develop a

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of the critical incidents as they are observed to occur over a given period. The ratings are assigned on a five-point scale. The behavioral incidents for the rating scale are developed in the same way as for BARS through identification by supervisors or other subject matter experts. Similarly,

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Legal issues: When PAs are not carried out appropriately, legal issues could result that place the organization at risk. PAs are used in organizational disciplinary programs as well as for promotional decisions within the organization. The improper application and utilization of PAs can affect

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can occur within predictions of performance and evaluations of job behaviors. The revision of many court cases has revealed the involvement of alleged discrimination which was often linked to the assessment of the employee's job performance. Some of the laws which protect individuals against

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In general, optimal PA process involves a combination of multiple assessment modalities. One common recommendation is that assessment flows from self-assessment, to peer-assessment, to management assessment – in that order. Starting with self-assessment facilitates avoidance of conflict. Peer

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Performance management systems are employed "to manage and align" all of an organization's resources in order to achieve highest possible performance and to eliminate distractions procured from individual agents that neglect the companies goals. "How performance is managed in an organization

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Negative perceptions: "Quite often, individuals have negative perceptions of PAs". Receiving and/or the anticipation of receiving a PA can be uncomfortable and distressful and potentially cause "tension between supervisors and subordinates". If the person being appraised does not trust their

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The personnel method is the recording of withdrawal behaviors (i.e. absenteeism, accidents). Most organizations consider unexcused absences to be indicators of poor job performance, even with all other factors being equal; however, this is subject to criterion deficiency. The quantity of an

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Performance improvement: well constructed PAs can be valuable tools for communication with employees as pertaining to how their job performance stands with organizational expectations. "At the organizational level, numerous studies have reported positive relationships between human resource

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A performance appraisal is a systematic, general and periodic process that assesses an individual employee's job performance and productivity in relation to certain pre-established criteria and organizational objectives. Other aspects of individual employees are considered as well, such as

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Example: If a worker has few absences but the supervisor has a good relationship with that employee, the supervisor might give to the employee a high rating in all other areas of work, in order to balance the rating. Sometimes it happens due to the emotional dependability based on the good

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A central reason for the utilization of performance appraisals (PAs) is performance improvement ("initially at the level of the individual employee, and ultimately at the level of the organization"). Other fundamental reasons include "as a basis for employment decisions (e.g. promotions,

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Example: If a worker performs well but at certain times loves telling jokes, but the supervisor dislikes jokes, the supervisor might give the employee a lower rating in all other areas of work. Sometimes it happens when they do not have a close relationship and manager does not like the

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like tests or any other selection device. Employers who base their personnel decisions on the results of a well-designed performance review program that includes formal appraisal interviews are much more likely to be successful in defending themselves against claims of discrimination.

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administration. Additionally, PAs can aid in the formulation of job criteria and selection of individuals "who are best suited to perform the required organizational tasks". An appraisal can be part of guiding and monitoring employee career development. PAs can also be used to aid in

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It is difficult to minimize rater errors, since humans are not objective. Moreover, sometimes, managers are not aware of having preferences towards people, but there are tools to have more objective information, such as using available technology to track performances and record it.

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common frame of reference for evaluation" of individual performance. Many researchers and survey respondents support the ambition of effectual rater training. However, it is noted that such training is expensive, time-consuming, and only truly functional for behavioral assessments.

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Mistakes made by raters is a major source of problems in performance appraisal. There is no simple way to eliminate these errors, but making raters aware of them through training is helpful. Rater errors are based on the feelings and it has consequences at the time of appraisal.

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Inflationary pressure: This is where there is low differentiation with the upper range of the rating choices defining outstanding performance as 90 or above good as 90 or above, average or above 70 or above and inadequate performance as anything below 70 leaves one wonder for a

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period lapses, after which they may be conducted on a regular basis (such as every year). According to the 2014 Performance Management survey, 96% of employers perform annual performance evaluations and 44% of employers perform a 90-day performance review for new employees.

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Detrimental impact to performance improvement: It has been proposed that the use of PA systems in organizations adversely affects organizations' pursuits of quality performance. It is believed by some scholars and practitioners that the use of PAs is unnecessary if there is

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Example: When a professor because the average of the class tends to grade harder. Therefore, if the performance of the class average is quite high, the professor will evaluate them more highly. On the contrary, if the average of the class is lower, he or she would appraise

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but not because you are doing a good performance. Therefore, according to the group, you are not that chatty, but you are either doing the proper performance. However the rater will only get the idea that your behavior is not as bad as other, thus, you will be rate higher.

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Eva, N., Meacham, H., & Schwarz, G. (2018, July). Is Co-Worker Feedback More Important than Supervisor Feedback for Increasing Extra-Role Behaviors?. In Academy of Management Proceedings (Vol. 2018, No. 1, p. 11942). Briarcliff Manor, NY 10510: Academy of Management.

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DeNisi, A. (2000). Performance appraisal and performance management: A multilevel analysis. In K. Klein & S. Kozlowki (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 121–156). San Francisco, CA:

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MacKenzie, S. B., Podsakoff, P. M., & Fetter, R. (1991, October). Organizational citizenship behavior and objective productivity as determinants of managerial evaluation of salespersons’ performance. Organizational Behavior and Human Decision Processes, 50(1),

597:. Peer assessment is when assessment is performed by colleagues along both horizontal (similar function) and vertical (different function) relationship. Self-assessments are when individuals evaluate themselves. There are three common methods of peer assessments. 555:) concerns "specific behaviors indicative of good or bad job performance". Supervisors record behaviors of what they judge to be job performance relevant, and they keep a running tally of good and bad behaviors. A discussion on performance may then follow. The 646:

Research has shown that the source of the feedback (either manager or peer) does not matter in influencing employees' subsequent innovative or extra-role behaviors after the feedback is received. As long as the feedback is provided, the source does not matter.

1114:. In view of this effect, they advocate a radically different approach to performance management. In their scenario, 360-degree feedback and similar time-intensive exercises are replaced by team leaders' "performance snapshots" that focus on what they would 495:

appears to be a collection of methods, and as such, could be considered a methodology. A common approach to obtaining PAs is by means of raters. Because the raters are human, some error will always be present in the data. The most common types of error are

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reduce working autonomy. If these management practices are employed without consideration of the emotional response to said devices, then the agent's willingness to engage in the company's ambitions are greatly reduced as suggested in empirical studies.

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with the PA system. Concerning the reliability of employee reaction measures, researchers have found employee reaction scales to be sound with few concerns through using a confirmatory factor analysis that is representative of employee reaction scales.

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Fixed payment ensures a safer, standardized mode of contract that delivers reassurance in spite of performance fluctuations and external environment volatility. However, lack of motivation occurs more readily and incurs shirking and adverse selections.

548:. The method of top-grading can be applied to the forced distribution method. This method identifies the 10% lowest performing subordinates, as according to the forced distribution, and dismisses them leaving the 90% higher performing subordinates. 245:

Central tendency: This is where the evaluator fails to make extreme ratings to either direction-low or high but remains at the intermediate. The evaluator fails to use extremes of the scale and uses the central points e.g. rating all employees as

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Chiang, F. & Birtch, T. (2010, November). Appraising performance across borders: An empirical examination of the purposes and practices of performance appraisal in a multi-country context. Journal of Management Studies, 47(7), 1365–1393.

1110:, said, contrary to the assumptions underlying performance rating, the rating mainly measured the unique rating tendencies of the rater and thus reveals more about the rater than about the person who is rated. They referred to this as the 295:– By allowing employee participation in the evaluation process, there is employee-supervisor reciprocity in the discussion for any discrepancies between self ratings and supervisor ratings, thus, increasing job satisfaction and motivation. 973:

Problem: Rater's when the manager rates according to their values and prejudices which at the same time distort the rating. Those differentiations can be made due to the ethnic group, gender, age, religion, sexuality or appearance of the

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are the most commonly used system in PA. On several different factors, subordinates are judged on 'how much' of that factor or trait they possess. Typically, the raters use a 5- or 7-point scale; however, there are as many as 20-point

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There are three main methods used to collect performance appraisal (PA) data: objective production, personnel, and judgmental evaluation. Judgmental evaluations are the most commonly used with a large variety of evaluation methods.

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Performance appraisal (PA) systems, and the premises of which they were based, that have been formed and regarded as effective in the United States may not have the transferability for effectual utilization in other countries or

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Example: A professor does not grade the exams of all students in the same standards, sometimes it depends on the affection that the professor has towards others. This affection will make professor give students higher or lower

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The happy-productive worker hypothesis states that the happiest workers are the most productive performers, and the most productive performers are the happiest workers. Yet, after decades of research, the relationship between

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can impede an employee's abilities to acquire necessary knowledge and skills. Especially in the early stages of training, it would be more beneficial to instruct employees on outcome goals than on performance goals.

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Eva, N., Meacham, H., Newman, A., Schwarz, G., & Tham, T. L. (2019). Is coworker feedback more important than supervisor feedback for increasing innovative behavior?. Human Resource Management, 58(4), 383–396.

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Problem: When the manager rates an individual above what the performance actually merits due to only considering the very latest performance and not taking into consideration a sufficient enough period for quality

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Enhancement of employee focus through promoting trust: behaviors, thoughts, and/or issues may distract employees from their work, and trust issues may be among these distracting factors. Such factors that consume

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Solution: In order to avoid that, the manager can employ methods that track dominant traits as well as minor traits to understand adaptation over time. Total strength can be understood as the sum of the relative

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of that individual, and yearly appraisals of past performance are replaced by weekly check-ins among team leader and team member, preferably initiated by the team member, that focus on current and upcoming work.

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can lower job performance and cause workers to lose sight of organizational goals. Properly constructed and utilized PAs have the ability to lower distracting factors and encourage trust within the organization.

559:(BARS) combine the critical incidents method with rating scale methods by rating performance on a scale but with the scale points being anchored by behavioral incidents. Note that BARS are job specific. In the 2559:

Sparrow, P., Schuler, R., & Jackson, S. (1994). Convergence or divergence: Human resource practices and policies for competitive advantage worldwide. International Journal of Human Resource Management, 5,

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Problem: Sometimes, raters are influenced by some of the characteristics that people show. Depending if those characteristics are similar or different to the evaluators, they would be evaluated differently.

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LePine, J. A., Erez, A., & Johnson, D. E. (2002). The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis. Journal of Applied Psychology, 87(1), 52–65.

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Solution: When the manager has to make a decision, it is better not to do it according to what he or she remembers, but should be based on all the relevant and documented data of the employees performance.

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Malos, S. B. (1998). Current legal issues in performance appraisal. In J. W. Smither (Ed.), Performance appraisal: State-of-the-art methods for performance management, (49–94). San Francisco: Jossey-Bass.

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Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407.

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appraisal, must be offered. PAs can be especially instrumental for identifying training needs of new employees. Finally, PAs can help in the establishment and supervision of employees' career goals.

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Subjective evaluations: Subjectivity is related to judgement based on a supervisor's subjective impressions and opinions, which can be expressed through the use of subjective performance measures,

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way is PAs can often lead to giving individual workers feedback about their job performance. From this may spawn several potential benefits such as the individual workers becoming more productive.

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Facilitation of communication: communication in organizations is considered an essential function of worker motivation. It has been proposed that feedback from PAs aid in minimizing employees'

2067: 283:– Bringing awareness to the potential for bias by training the Evaluators to be aware of the difference of skills and abilities between employees and how to subjectively consider these traits. 340:

Annual reviews are often justified on the grounds they are needed for salary changes, but they are not actually necessary, and empirically they would make little difference for most employees

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Example: During an evaluation the manager gives a higher score due to the initial impressions the employee made during their first few weeks, and is overlooking recent performance issues.

289:– Trained raters provide managers who evaluated their subordinates with feedback, including information on ratings from other managers. This has the potential to reduce leniency errors. 265:

Derail merit pay or performance-based pay: Some researchers contend that the deficit in merit pay and performance-based pay is linked to the fundamental issues stemming from PA systems.

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Amsterdam, C. E., Johnson, R. L., Monrad, D. M.,& Tonnsen, S. L. (2005). A collaborative approach to the development and validation of a principal evaluation system: A case study.

462:, a meta-analysis of 312 research studies produced an uncorrected correlation of 0.18. This correlation is much weaker than what the happy-productive worker hypothesis would predict. 2111:

Selden, S. & Sowa, J. (2011). Performance management and appraisal in human service organizations: Management and staff perspectives. Public Personnel Management, 40(3), 251–264.

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Problem: When the manager evaluates every employee within a narrow range, as the average because he or she is dismissing the differences in the performance that employees have done.

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determines to a large extent the success or failure of the organization. Therefore, improving PA for everyone should be among the highest priorities of contemporary organizations".

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Numerous researchers have reported that many employees are not satisfied with their performance appraisal (PA) systems. Studies have shown that subjectivity as well as appraiser

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Problem: This is the opposite to the halo effect and horns effect occurs when a manager rates an employee low on all items because of one characteristic that he or she dislikes.

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Sully de Luque, M. & Sommer, S. (2000). The impact of culture on feedback-seeking behavior: An integrated model and propositions. Academy of Management Review, 25, 829–849.

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Cawley, B. D., Keeping, L. M. Levy, P. E. (1998). Participation in the performance appraisal process and employee reactions: A meta-analytic review of field investigations.

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Problem: When a manager appraises (evaluates) his or her employees and the manager uses different standards and expectations for employees who are performing similar jobs.

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Although performance appraisals can be biased, there are certain steps that can be taken to improve the evaluations and reduce the margin of errors through the following:

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The frequency of an evaluation, and policies concerning them, varies widely from workplace to workplace. Sometimes, an evaluation will be given to a new employee after a

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work performance has been less than perfect it is nerve-racking to be evaluated. Employees tend to be hostile knowing they could be given bad news on their performance.

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Den Hartog, D., Boselie, P., & Paaiwe, J. (2004). Performance management: A model and research agenda. Applied Psychology: An International Review, 53(4), 556–560.

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of the measure. Regardless of the fact that objective production data is not a complete reflection upon job performance, such data is relevant to job performance.

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and the theory in that how we judge and evaluate other individuals in various contexts is associated with how we "acquire, process, and categorize information".

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Fletcher, Clive. Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology74 (Nov 2001):p.482.

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Example: A manager with higher education degree might give subordinates with higher education degree a higher appraisal than those with only bachelor's degrees.

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Conduct post appraisal interviews. interview employees after appraisal to get their comments, views and opinions on the whole exercise and general performance.

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Solution: If then, the examination is done by higher-level managers, this kind of appraising can be corrected, because they are supposed to be more impartial.

120:

to employees, counseling and developing employees, and conveying and discussing compensation, job status, or disciplinary decisions". PA is often included in

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Reward accurate appraisers. It is good practice to reward performance and hence it means those who appraise accurately have performed and should be rewarded.

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Molleman, E. & Timmerman H. (2003). Performance management when innovation and learning become critical performance indicators. Personnel Review, 32(1).

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DeNisi, A. & Pritchard, R. (2006, July). Performance appraisal, performance management, and improving individual performance: A motivational framework.

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Leadership development coach Jack Zenger urges companies to find alternatives to annual performance reviews, and says that research supports the following:

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systems. PA helps the subordinate answer two key questions: first, "What are your expectations of me?" second, "How am I doing to meet your expectations?"

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Kanfer, R. & Ackerman, P. L. (1989). Motivation and cognitive abilities: An integrative/aptitude-treatment interaction approach to skill acquisition.

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approach to performance appraisal, employees are also evaluated in the terms of critical incidents. In that respect, it is similar to BARS. However, the

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Robert L.Mathis & John H. Jackson. (2010). In Michele Rhoades, Susanna C. Smart, Ruth Belanger & Rod Ellington (Ed.), Human resources management

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Solution: Is the same as in the halo effect. Training raters to recognize the problem and differentiating the person with the performance they provide.

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Talking about future goals is more productive than past performance, especially with clear targets, deadlines, and the participation of the employee

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McGivern, G. & Ferlie, E. (2007) ‘Playing Tick Box Games: Interrelating Defences in Professional Appraisal', Human Relations, 60 (9) 1361–1385.

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Effective communication in the performance appraisal interview: Face-to-face communication for public managers in the culturally diverse workplace

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Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage.

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is documented and evaluated. This is done after employees are trained about work and settle into their jobs. Performance appraisals are a part of

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Twomey, D. & Harris, D. (2000). From strategy to corporate outcomes: Aligning human resource management systems with entrepreneurial intent.

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Managers who have had unsatisfactory experiences with inadequate or poorly designed appraisal programs may be skeptical about their usefulness.

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Positive feedback does little to improve productivity, though does improve the interpersonal relationship with the person giving the feedback

112:

are moving towards shorter cycles (every six months, every quarter), and some have been moving into short-cycle (weekly, bi-weekly) PA. The

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Selden, S. C., Ingraham, P. W., & Jacobson, W. (2001). Human resource practices in state government: Findings from a national survey.

483: 2150:

Staw, B. M. (1986). Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4), 40–53.

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Cummings, L. L. & Schwab, D. P. (1978). Designing appraisal systems for information yield. California Management Review, 20, 18–25.

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Use selective rating. Use people as raters on areas where they have job knowledge since no single person is knowledgeable in all areas.

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Mayer, C. M. & Gavin, M. B. (2005). Trust in management and performance: Who minds the shop while the employees watch the boss.

630:: 360-degree feedback is multiple evaluations of employees which often include assessments from superior(s), peers, and one's self. 1897: 5177: 4543: 576:

techniques meet equal employment opportunity because they are related to actual behavior required for successful job performance.

540: 1447:

Abu-Doleh, J. & Weir, D. (2007). Dimensions of performance appraisal systems in Jordanian private and public organizations.

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Problem: When the rater evaluates the performance of an employee relying only on a small percentage of the amount of work done.

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This tendency can lead them to inflate their assessments of the workers' job performance, giving higher ratings than deserved.

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Tyskbo, D. (2020). Line management involvement in performance appraisal work. Employee Relations: The International Journal.

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Pettijohn, L., Parker, R., Pettijohn, C., & Kent, J. (2001). Performance appraisals: usage, criteria, and observations.

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Muczyk, J. P. & Gable, M. (1987, May). Managing sales performance through a comprehensive performance appraisal system.

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subordinate on one or more dimensions and then place (or "force-fit", if you will) each subordinate in a 5 to 7 category

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The Office of Human Resources at Dartmouth College. (15 April 2010). Common rater errors. Retrieved 24 April 2014, from

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While assessment can be performed along reporting relationships (usually top-down), net assessment can include peer and

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Daniels, Aubrey C. Designing a Compensation Program That Motivates and Produces a Profit-Driven Workplace. PMeZine.com

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of uncertainty. Fundamentally, feedback and management-employee communication can serve as a guide in job performance.

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Example: When a professor gives the course grade based just in the performance of the student only in the last week.

609:

requires each group member rank all fellow members from "best" to "worst" on one or more dimensions of performance.

254:

order to please the employees and avoid conflict. "Inflated ratings are a common malady associated with formal" PA.

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Cardy, R. & Dobbins, G. (1994). Performance appraisal: Alternative perspectives. Cincinnati, OH: South-Western.

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Spinks, N., Wells, B., & Meche, M. (1999). Appraising appraisals: computerized performance appraisal systems.

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Solution: Try to focus on the performance the employee is doing regardless the common characteristic that you have

601:

involves each group member nominating who he/she believes to be the "best" on a certain dimension of performance.

471:

employee's absences does not reflect how dedicated that employee may be to the job and its duties. Especially for

4990: 4745: 4715: 4573: 4568: 4389: 4063: 3974: 3853: 1188: 1163: 898:

Problem: When the person who evaluates gives more weight according to information the manager has received first.

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Seddon, J. (1987). Assumptions, cultures and performance appraisal. Journal of Management Development, 6, 47–54.

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Keeping, L. M.; Levy, P. E. (2000). "Performance appraisal reactions: Measurement, modeling, and method bias".

1007:

Solution: Training raters to recognize the problem and differentiating the person with the performance they do.

781: 777: 388:

Some managers may not like to play the role of a judge and be responsible for the future of their subordinates.

220: 4036: 3757: 1627:

Schraeder, M. Becton, J., & Portis, R. (2007, Spring). A critical examination of performance appraisals.

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Solution: The rating should reflect the task requirement performance, not according to other people attitude.

551:

Behavioral checklists and scales: behaviors are more definite than traits. The critical incidents method (or

5218: 4980: 4965: 4855: 4680: 4505: 4384: 4286: 4224: 3663: 3550: 3484: 3397: 1923: 1218: 531: 1493:

Broady-Preston, J. & Steel, L. (2002). Employees, customers, and internal marketing strategies in LIS.

977:

Example: Sometimes happen that a manager treats someone different, because they think that the employee is

959:

Solution: try to focus more on the individual performance of every employee regardless the average results.

242:

employer, appraiser or believe that they will benefit from the process it may become a "tick box" exercise.

5005: 4860: 4795: 4670: 4359: 4311: 4281: 4118: 4086: 4076: 3893: 3878: 3858: 3740: 3511: 3506: 2781: 539:

from "best" to "worst", but how truly good or bad one is on a performance dimension would be unknown. The

208: 121: 31: 1993:

Schweitzer, M E., Ordonez, L., & Douma, B. (2004) Goal setting as a motivator of unethical behavior.

193:

management (HRM) practices" and performance improvement at both the individual and organizational levels.

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Problem: The tendency to rate people relative to other people rather than to the individual performance.

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discretional adjustment, all of which are based on factors other than performance measures specified

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Cederblom, D. (1982). The performance appraisal interview: A review, implications, and suggestions.

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Problem: When a manager rates an employee high on all items because of one characteristic they like.

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Martin, D. C. & Bartol, K. M. (1998). Performance appraisal: Maintaining system effectiveness.

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and executive Ashley Goodall, reporting on a large-scale Deloitte performance management survey on

626: 545: 373: 2419:(10th ed., International ed. ed.). Upper Saddle River, N.J.: Pearson Education. pp. 108–109. 5233: 5055: 5045: 5040: 5010: 4970: 4910: 4710: 4660: 4374: 4338: 4202: 4091: 4071: 3944: 3908: 3795: 3777: 3708: 3344: 3204: 3184: 3139: 3040: 3025: 2664: 2514:

Schultz & Schultz, Duane (2010). Psychology and work today. New York: Prentice Hall. p. 129.

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contracts sometimes specify that promotions, layoffs, and various perks are assigned in order of

77: 40: 4920: 2321: 616:: for self-assessments, individuals assess and evaluate their own behavior and job performance. 5050: 4985: 4945: 4930: 4875: 4820: 4485: 4465: 4197: 4162: 3994: 3888: 3868: 3787: 3640: 3575: 3249: 3199: 3174: 3134: 3129: 3060: 2906: 2515: 2452: 2442: 2420: 2398: 2337: 2012: 1942: 1103: 693: 2622: 1481:

Muchinsky, P. M. (2006). Psychology applied to work (8th ed). Belmont, CA: Thomson Wadsworth.

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Soltani, E. (2005). Conflict between theory and practice: TQM and performance appraisal.

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addressing fair employment practices, and this also concerns performance appraisal (PA).

2171: 4500: 4249: 4150: 4103: 3805: 3618: 3613: 3608: 3464: 3392: 3149: 3107: 2791: 2759: 2282: 2206:

Topgrading: How leading companies win by hiring, coaching, and keeping the best players

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is the firm must compensate the agents for bearing a risk premium and inequitable pay.

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Sudarsan, A. (2009). Performance appraisal systems: A survey of organizational views.

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Solution: To follow the entire track of the performance, not just a little part of it.

17: 5212: 5156: 5146: 4995: 4685: 4475: 4394: 4379: 4364: 4135: 4113: 4019: 3903: 3836: 3810: 3745: 3588: 3545: 3540: 3387: 3271: 3169: 2891: 2744: 2729: 978: 810: 701: 458:

and job performance produces only a weak positive correlation. Published in 2001 by

151: 939:

Example: When the professor tends to grade harder, because the average of the class.

108:, accomplishments, potential for future improvement, strengths and weaknesses, etc. 5136: 5126: 5106: 5025: 4870: 4845: 4650: 4510: 4490: 4470: 4460: 4435: 4189: 4024: 4004: 3989: 3959: 3949: 3728: 3583: 3565: 3501: 3479: 3437: 3427: 3324: 3314: 3286: 3017: 3007: 2834: 2774: 1178: 956:

Example: When the professor tends to grade lower, because the average of the class.

705: 527: 185: 92: 81: 2936: 30:"Performance evaluation" redirects here. For the academic journal in science, see 5151: 5141: 5116: 5091: 4810: 4790: 4635: 4123: 4046: 4014: 3474: 3417: 3035: 2992: 2967: 2931: 2886: 2811: 2801: 2786: 2739: 1560:

The Performance Appraisal Question and Answer Book: Survival Guide for Managers.

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Problem: When a manager uses only the lower part of the scale to rate employees.

768: 505: 356:, rather than based on performance. Historically, this was one means to prevent 349: 2610:

http://www.dartmouth.edu/~hrs/profldev/performance_management/rater_errors.html

2394: 809:, and vice versa. Performance "appraisal is thought to be deeply rooted in the 5096: 4333: 4140: 4053: 4031: 3999: 3898: 3883: 3863: 3628: 3593: 3555: 3469: 3432: 3364: 3359: 3354: 3319: 3276: 3261: 3239: 3164: 3002: 2982: 2901: 2769: 2764: 2734: 2700: 2456: 1434:

Manasa, K. & Reddy, N. (2009). Role of Training in Improving Performance.

369: 365: 171: 2660:

Employee Assessments: Organisational Value and Purpose (A Focalworks article)

2333: 391:

They may be uncomfortable about providing negative feedback to the employees.

4955: 4730: 4695: 4621: 4520: 4440: 4254: 3939: 3293: 3194: 3154: 3124: 3045: 2881: 2844: 2587:

Patricia. Performance appraisal rater errors. Retrieved 24 April 2014, from

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has each group member rate each other on a set of performance dimensions.

87:

Performance appraisals are most often conducted by an employee's immediate

2487: 72:", is a periodic and systematic process whereby the job performance of an 5075: 5065: 5000: 4975: 4915: 4354: 3412: 3402: 3334: 3329: 3298: 3144: 3099: 2977: 2972: 2876: 2754: 697: 689: 361: 357: 117: 73: 4589: 2230: 1733:

Jenks, J. M. (1991). Do your performance appraisals boost productivity?

5101: 4900: 3984: 3934: 3673: 3623: 3407: 3112: 2796: 814: 806: 298:

Use multiple raters to avoid the likely bias with using only one rater.

258:

employees negatively and lead to legal action against the organization.

88: 5131: 4815: 4108: 3456: 3095: 2062: 1924:"What Is Inflation Rating Performance Appraisal? – QuestionAnswer.io" 1537: 142: 39:"Performance review" redirects here. For the television episode, see 2589:

http://smartchurchmanagement.com/performance-appraisal-rater-errors/

2298: 2033:"Improving Performance Evaluations | Office of Financial Management" 1866:

The International Journal of Quality and Reliability Management, 22,

2266:

Party-Directed Mediation: Facilitating Dialogue Between Individuals

230:

flexibility in the weighting of objective performance measures, or

3969: 936:

Problem: Rating of all employees are at the high end of the scale.

482: 337:

Higher-level employees receive performance reviews less frequently

322:

Frequent discussions with employees are better than annual reviews

328:

Negative feedback can cause defensiveness and worsen productivity

4009: 3452: 2058:"What Solid Research Actually Says About Performance Appraisals" 726: 685: 4593: 2673: 523:

The main methods used in judgmental performance appraisal are:

5111: 2987: 1782:, Sacred Heart University Government Faculty Publications and 1663:

The Icfai University Journal of Organizational Behavior, 3(1),

80:

and consist of regular reviews of employee performance within

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that the manager has not seen, that have been made correctly.

189:

in employee acceptance and satisfaction of appraisal results.

27:

Method to document and evaluate an employee's job performance

2191:

Gomez-Mejia, L. R., Balkin, D. B., and Cardy, R. L. (1998).

738:

Researchers translate these reasons into the context of the

1449:

International Journal of Human Resource Management, 18(1),

742:

or the "lack of alignment between research and practice."

2244:"What are Crowd Based Performance Reviews? Why use them?" 2132:

Katz, Ralph. Motivating Technical Professionals Today.

334:

Neither managers nor employees like performance reviews

3679:

List of countries by rate of fatal workplace accidents

1818:

International Journal of Commerce and Management, 10,

2441:. New York: Penguin Random House. pp. 160–165. 1969:

Journal of Personnel Evaluation in Education, 17(3),

1573:

Journal of Personal Selling and Sales Management, 7,

1401:

Journal of Public Administration Research and Theory

5165: 5084: 4628: 4428: 4347: 4188: 4062: 3927: 3819: 3786: 3649: 3574: 3451: 3373: 3307: 3094: 3016: 2960: 2810: 2707: 1390: 1388: 1386: 2621:Marcus Buckingham, Ashley Goodall (April 2015). 2415:Schultz, Duane P. Schultz, Sydney Ellen (2009). 2322:"Solutions to Principal-Agent Problems in Firms" 2269:(Chapters 12–14, on-line 3rd edition, 2014), by 1340:(10th ed.). Summerfield, NC: Hypergraphic Press. 2439:When: The Scientific Secrets of Perfect Timing 4605: 2685: 2098: 2096: 1898:"Central Tendency – Meaning & Definition" 1623: 1621: 1619: 1477: 688:. Research supports five dimensions of OCB: 8: 1711: 1709: 1657: 1617: 1615: 1613: 1611: 1609: 1607: 1605: 1603: 1601: 1599: 1513: 1511: 1509: 1507: 1505: 1503: 1475: 1473: 1471: 1469: 1467: 1465: 1463: 1461: 1459: 1457: 1332: 1330: 1328: 1326: 1324: 1322: 1320: 1318: 1316: 1314: 1312: 1310: 1308: 1306: 1304: 1302: 1300: 1298: 1296: 1118:with each team member rather than what they 2216: 2214: 2119: 2117: 1673: 1671: 1655: 1653: 1651: 1649: 1647: 1645: 1643: 1641: 1639: 1637: 1294: 1292: 1290: 1288: 1286: 1284: 1282: 1280: 1278: 1276: 684:or hinder the attainment of organizational 4612: 4598: 4590: 2692: 2678: 2670: 2376: 2374: 2372: 1774: 1772: 1717:The Journal of Management Development, 20, 1629:The Journal for Quality and Participation, 1585: 1583: 1581: 376:to decide whether a firing was justified. 4421:Comprehensive Employment and Training Act 2655:Self-assessment Form – anonymous and free 2545: 2543: 2541: 2539: 2537: 1838: 1836: 1834: 1832: 1830: 1828: 1826: 1812: 1810: 1796: 1794: 1792: 1745: 1743: 1695: 1693: 1691: 1689: 1687: 1685: 1683: 1591:Management and Organization Review, 2(2), 1489: 1487: 1412: 778:Title VII of the Civil Rights Act of 1964 487:An employee filling in an evaluation form 5229:Industrial and organizational psychology 4265:Job losses caused by the Great Recession 2942:Simultaneous recruiting of new graduates 2501: 2499: 2497: 2011:. New York: Prentice Hall. p. 153. 1729: 1727: 1725: 1430: 1428: 1426: 1424: 1169:Industrial and organizational psychology 214:Potential complications that may arise: 4446:Credentialism and educational inflation 2326:Handbook of New Institutional Economics 2146: 2144: 2138:, Vol. 41, No. 1, March 2013, pp. 28–38 1701:Career Development International, 4(2), 1397:"Principal-Agent Models: An Expansion?" 1272: 1246: 4317:List of countries by unemployment rate 1950: 1940: 1533:"Time to Scrap Performance Appraisals" 825:Developments in information technology 504:errors, and errors resulting from the 368:, and could also be seen as a form of 2231:http://performancereviews.net/survey/ 2195:(2nd ed.). Prentice-Hall, New Jersey. 2170:Evaluationforms.org (28 March 2013). 2007:Schultz & Schultz, Duane (2010). 1764:Academy of Management Journal, 48(5), 1204:Performance rating (work measurement) 1134:Association of Business Psychologists 7: 3210:Practice-based professional learning 2623:"Reinventing Performance Management" 2550:doi:10.1111/j.1467-6486.2010.00937.x 2310:doi:10.5465/AMBPP.2018.11942abstract 2208:. New York, New York: Penguin Group. 1844:Public Administration Review, 61(5), 1414:10.1093/oxfordjournals.jpart.a024377 786:Age Discrimination in Employment Act 3763:Workers' right to access the toilet 2229:2014 Performance Management Survey 1982:Public Personnel Management, 27(2), 1784:Public Personnel Management, 28(2), 1519:Academy of Management Review, 7(2), 679:Organizational citizenship behavior 673:Organizational citizenship behavior 567:appraisal rate subordinates on the 557:behaviorally anchored rating scales 106:organizational citizenship behavior 2135:IEEE Engineering Management Review 1995:Academy of Management Journal, 47, 1802:Journal of Applied Psychology, 83, 1751:Journal of Applied Psychology, 74, 1436:The IUP Journal of Soft Skills, 3, 561:behavioral observation scale (BOS) 449:Happy-productive worker hypothesis 166:Other potential benefits include: 25: 2299:https://doi.org/10.1002/hrm.21960 1058:Similar-to-me / Different-from-me 5167: 5166: 4534: 4533: 3827:Corporate collapses and scandals 2160:doi:I0.1037//0033-2909.I27.3.376 2070:from the original on 7 May 2023. 858:manager perception is distorted. 635:Negotiated performance appraisal 2650:Sample Employee Evaluation Form 790:Americans with Disabilities Act 62:(career) development discussion 4327:Employment-to-population ratio 3699:Occupational health psychology 1922:Editor, Staff (12 July 2022). 1558:Richard Charles Grote (2002). 1255:employee performance appraisal 660:Incentive conflict resolutions 1: 4415:Works Progress Administration 4307:Unemployment Convention, 1919 3719:Personal protective equipment 3267:Occupational Outlook Handbook 2472:"The Hidden Costs of Control" 2383:Journal of Applied Psychology 345:Seniority and labor contracts 116:could function as "providing 4496:Psychopathy in the workplace 3669:Human factors and ergonomics 2476:The American Economic Review 1194:Organizational socialization 1149:Employment integrity testing 287:Providing feedback to raters 4691:Counterproductive behaviour 4481:Narcissism in the workplace 3694:Occupational exposure limit 2273:, University of California. 1379:(Evans & Tourish, 2017) 1259:employee performance review 813:, values, and beliefs of a 800:Cross-cultural implications 553:critical incident technique 5250: 4410:Civil Works Administration 4292:Technological unemployment 3768:Workplace health promotion 3220:Professional certification 2917:Personality–job fit theory 2395:10.1037/0021-9010.85.5.708 1395:Waterman, Richard (1998). 1338:Psychology Applied to Work 1159:Human resource development 1139:Behavioral risk management 1112:idiosyncratic rater effect 740:scientist-practitioner gap 676: 427:Methods of collecting data 68:, sometimes shortened to " 38: 29: 4529: 4390:Guaranteed minimum income 3975:Organizational commitment 2665:Evans & Tourish, 2017 2417:Psychology and work today 2009:Psychology and work today 1735:Management Review, 80(6), 1336:Muchinsky, P. M. (2012). 1189:Organizational commitment 1164:Human resource management 651:Principal–agent framework 589:Peer and self assessments 404:Human resource management 293:Subordinate participation 5193:Aspects of organizations 4841:Hostile work environment 4559:Aspects of organizations 4240:Involuntary unemployment 3801:Equal pay for equal work 3724:Repetitive strain injury 3225:Professional development 3215:Professional association 2897:Letter of recommendation 2437:Pink, Daniel H. (2018). 2334:10.1007/0-387-25092-1_15 2284:Party-Directed Mediation 2193:Managing human resources 782:Civil Rights Act of 1991 776:discrimination are "the 380:Resistance from managers 221:total quality management 52:, also referred to as a 5178:Aspects of corporations 4966:Quality of working life 4656:Artificial intelligence 4544:Aspects of corporations 4506:Slow movement (culture) 4385:Employer of last resort 4287:Structural unemployment 4225:Frictional unemployment 3664:Epilepsy and employment 3551:Performance-related pay 3485:National average salary 3398:996 working hour system 2627:Harvard Business Review 2172:"Performance Appraisal" 1778:Kikoski, J. F. (1999), 1495:Library Management, 23, 1219:Quality of working life 1108:Harvard Business Review 1004:relationship they have. 202:Potential complications 136:Applications of results 5188:Aspects of occupations 4554:Aspects of occupations 4360:Unemployment insurance 4312:Unemployment extension 4282:Reserve army of labour 4087:Constructive dismissal 3894:Sleeping while on duty 3859:Exploitation of labour 3741:Sick building syndrome 2912:Person–environment fit 2782:Independent contractor 754:Hidden cost of control 488: 460:Psychological Bulletin 209:organizational culture 122:performance management 58:performance evaluation 33:Performance Evaluation 18:Performance evaluation 4926:Performance appraisal 4676:Computer surveillance 4564:Aspects of workplaces 4302:Unemployment benefits 4297:Types of unemployment 4235:Graduate unemployment 4129:Letter of resignation 3758:Workers' compensation 3751:Occupational fatality 3255:Vocational university 2855:Employment counsellor 2488:10.1257/aer.96.5.1611 2320:Millar, Gary (2005). 2204:Smart, B. D. (2005). 1224:Realistic job preview 486: 479:Judgmental evaluation 50:performance appraisal 5224:Personal development 5071:Workplace harassment 5061:Work–family conflict 4776:Employee recognition 4370:Job creation program 4146:Mandatory retirement 4099:Employee offboarding 3919:Workplace incivility 3914:Workplace harassment 3689:Occupational disease 3684:Occupational burnout 3599:Disability insurance 3443:Workweek and weekend 3423:Retroactive overtime 3245:Vocational education 3160:Continuing education 2998:Permanent employment 2470:Falk, Armin (2006). 1355:17 June 2012 at the 1209:Personnel psychology 1174:Industrial sociology 528:Graphic rating scale 436:Objective production 180:psychological energy 4941:Positive psychology 4836:Health surveillance 4766:Employee monitoring 4761:Employee experience 4756:Employee engagement 4751:Employee assistance 4736:Effects of overtime 4641:Abusive supervision 4275:Recession-proof job 4270:Lists of recessions 4208:Economic depression 4156:Retirement planning 4037:Work–life interface 3874:Employee monitoring 3842:Corporate behaviour 3832:Accounting scandals 3714:Occupational stress 3704:Occupational injury 3235:Reflective practice 3230:Professional school 2952:Work-at-home scheme 2872:Induction programme 2850:Employment contract 2830:Business networking 1350:MIT Human Resources 1214:Personnel selection 1199:Performance paradox 1144:Employee motivation 627:360-degree feedback 546:normal distribution 374:binding arbitration 150:through the use of 4971:Queen bee syndrome 4538:See also templates 4375:Job creation index 4339:Youth unemployment 4203:Discouraged worker 4092:Wrongful dismissal 4072:At-will employment 3945:Civil conscription 3909:Workplace bullying 3796:Affirmative action 3778:Workplace wellness 3709:Occupational noise 3345:Long service leave 3205:Overspecialization 3185:Induction training 3140:Career development 2271:Gregorio Billikopf 1953:has generic name ( 1253:Often also called 1229:Systems psychology 763:Legal implications 721:Employee reactions 489: 158:Potential benefits 78:career development 66:employee appraisal 54:performance review 41:Performance Review 5206: 5205: 4931:Personality clash 4876:Kiss up kick down 4587: 4586: 4486:Post-work society 4466:Kiss up kick down 4198:Barriers to entry 4163:Severance package 3995:Human trafficking 3889:Sexual harassment 3869:Employee handbook 3788:Equal opportunity 3651:Safety and health 3641:Take-home vehicle 3250:Vocational school 3200:Lifelong learning 3175:Further education 3135:Career counseling 3130:Career assessment 2907:Overqualification 2018:978-0-205-68358-1 1928:questionanswer.io 1896:Team, MBA Skool. 1104:Marcus Buckingham 843:Varying standards 694:conscientiousness 541:paired-comparison 16:(Redirected from 5241: 5170: 5169: 4886:Machiavellianism 4831:Health promotion 4786:Employee surveys 4781:Employee silence 4614: 4607: 4600: 4591: 4574:Critique of work 4569:Corporate titles 4537: 4536: 4456:Evil corporation 4322:Employment rates 4245:Jobless recovery 4213:Great Depression 4173:Golden parachute 4168:Golden handshake 3965:Job satisfaction 3955:Critique of work 3773:Workplace phobia 3604:Health insurance 3561:Wage compression 3529:Progressive wage 3383:35-hour workweek 3350:No call, no show 3340:Leave of absence 3190:Knowledge worker 3118:Master craftsman 2922:Personality hire 2860:Executive search 2840:Curriculum vitae 2825:Background check 2694: 2687: 2680: 2671: 2638: 2637: 2635: 2633: 2618: 2612: 2606: 2600: 2597: 2591: 2585: 2579: 2576: 2570: 2567: 2561: 2557: 2551: 2547: 2532: 2529: 2523: 2512: 2506: 2503: 2492: 2491: 2482:(5): 1611–1630. 2467: 2461: 2460: 2434: 2428: 2413: 2407: 2406: 2378: 2367: 2363: 2357: 2354: 2348: 2347: 2317: 2311: 2307: 2301: 2294: 2288: 2280: 2274: 2262: 2256: 2255: 2253: 2251: 2239: 2233: 2227: 2221: 2218: 2209: 2202: 2196: 2189: 2183: 2182: 2180: 2178: 2167: 2161: 2157: 2151: 2148: 2139: 2130: 2124: 2121: 2112: 2109: 2103: 2100: 2091: 2088: 2082: 2078: 2072: 2071: 2054: 2048: 2047: 2045: 2043: 2029: 2023: 2022: 2004: 1998: 1991: 1985: 1978: 1972: 1965: 1959: 1958: 1952: 1948: 1946: 1938: 1936: 1934: 1919: 1913: 1912: 1910: 1908: 1893: 1887: 1884: 1878: 1875: 1869: 1862: 1856: 1853: 1847: 1840: 1821: 1814: 1805: 1798: 1787: 1776: 1767: 1760: 1754: 1747: 1738: 1731: 1720: 1713: 1704: 1697: 1678: 1675: 1666: 1659: 1632: 1625: 1594: 1587: 1576: 1569: 1563: 1556: 1550: 1549: 1547: 1545: 1528: 1522: 1515: 1498: 1491: 1482: 1479: 1452: 1445: 1439: 1432: 1419: 1418: 1416: 1392: 1381: 1376: 1370: 1365: 1359: 1347: 1341: 1334: 1261: 1251: 1184:Job satisfaction 911:Central tendency 788:(ADEA), and the 620:Peer assessments 614:Self-assessments 510:social cognition 502:central tendency 473:blue-collar jobs 456:job satisfaction 414:Frequency of PAs 21: 5249: 5248: 5244: 5243: 5242: 5240: 5239: 5238: 5209: 5208: 5207: 5202: 5183:Aspects of jobs 5161: 5122:Labour movement 5080: 5021:Toxic workplace 4991:Robotics safety 4921:Parkinson's law 4911:Office politics 4896:Micromanagement 4771:Employee morale 4741:Emotional labor 4726:Divide and rule 4701:Culture of fear 4624: 4618: 4588: 4583: 4579:Organized labor 4549:Aspects of jobs 4525: 4516:Toxic workplace 4451:Emotional labor 4424: 4348:Public programs 4343: 4260:Great Recession 4230:Full employment 4218:Long Depression 4184: 4082:Banishment room 4058: 3980:Refusal of work 3923: 3847:Corporate crime 3815: 3782: 3645: 3570: 3447: 3369: 3303: 3180:Graduate school 3090: 3012: 2956: 2947:Underemployment 2806: 2750:Self-employment 2725:Contingent work 2715:Academic tenure 2708:Classifications 2703: 2698: 2646: 2641: 2631: 2629: 2620: 2619: 2615: 2607: 2603: 2598: 2594: 2586: 2582: 2577: 2573: 2568: 2564: 2558: 2554: 2548: 2535: 2530: 2526: 2513: 2509: 2504: 2495: 2469: 2468: 2464: 2449: 2436: 2435: 2431: 2414: 2410: 2380: 2379: 2370: 2364: 2360: 2355: 2351: 2344: 2319: 2318: 2314: 2308: 2304: 2295: 2291: 2281: 2277: 2263: 2259: 2249: 2247: 2241: 2240: 2236: 2228: 2224: 2219: 2212: 2203: 2199: 2190: 2186: 2176: 2174: 2169: 2168: 2164: 2158: 2154: 2149: 2142: 2131: 2127: 2122: 2115: 2110: 2106: 2101: 2094: 2089: 2085: 2079: 2075: 2056: 2055: 2051: 2041: 2039: 2031: 2030: 2026: 2019: 2006: 2005: 2001: 1992: 1988: 1979: 1975: 1966: 1962: 1949: 1939: 1932: 1930: 1921: 1920: 1916: 1906: 1904: 1895: 1894: 1890: 1885: 1881: 1876: 1872: 1863: 1859: 1854: 1850: 1841: 1824: 1815: 1808: 1799: 1790: 1777: 1770: 1761: 1757: 1748: 1741: 1732: 1723: 1714: 1707: 1698: 1681: 1676: 1669: 1660: 1635: 1626: 1597: 1588: 1579: 1570: 1566: 1557: 1553: 1543: 1541: 1530: 1529: 1525: 1516: 1501: 1492: 1485: 1480: 1455: 1446: 1442: 1433: 1422: 1394: 1393: 1384: 1377: 1373: 1368:(Tyskbo, 2020]) 1366: 1362: 1357:Wayback Machine 1348: 1344: 1335: 1274: 1270: 1265: 1264: 1252: 1248: 1243: 1238: 1234:Work motivation 1129: 890:Primacy effects 866:Recency effects 836: 827: 802: 765: 756: 723: 714: 681: 675: 662: 653: 599:Peer nomination 595:self-assessment 591: 498:leniency errors 481: 468: 451: 438: 429: 416: 401: 382: 347: 316: 272: 204: 160: 148:work motivation 138: 101: 44: 37: 28: 23: 22: 15: 12: 11: 5: 5247: 5245: 5237: 5236: 5231: 5226: 5221: 5219:Job evaluation 5211: 5210: 5204: 5203: 5201: 5200: 5195: 5190: 5185: 5180: 5174: 5172: 5163: 5162: 5160: 5159: 5154: 5149: 5144: 5139: 5134: 5129: 5124: 5119: 5114: 5109: 5104: 5099: 5094: 5088: 5086: 5082: 5081: 5079: 5078: 5073: 5068: 5063: 5058: 5053: 5048: 5043: 5038: 5033: 5028: 5023: 5018: 5013: 5008: 5003: 4998: 4993: 4988: 4983: 4978: 4973: 4968: 4963: 4958: 4953: 4948: 4943: 4938: 4933: 4928: 4923: 4918: 4913: 4908: 4903: 4898: 4893: 4888: 4883: 4878: 4873: 4868: 4863: 4858: 4853: 4848: 4843: 4838: 4833: 4828: 4823: 4818: 4813: 4808: 4803: 4798: 4793: 4788: 4783: 4778: 4773: 4768: 4763: 4758: 4753: 4748: 4743: 4738: 4733: 4728: 4723: 4718: 4716:Discrimination 4713: 4708: 4703: 4698: 4693: 4688: 4683: 4678: 4673: 4668: 4663: 4658: 4653: 4648: 4643: 4638: 4632: 4630: 4626: 4625: 4619: 4617: 4616: 4609: 4602: 4594: 4585: 4584: 4582: 4581: 4576: 4571: 4566: 4561: 4556: 4551: 4546: 4540: 4539: 4530: 4527: 4526: 4524: 4523: 4518: 4513: 4508: 4503: 4501:Sunday scaries 4498: 4493: 4488: 4483: 4478: 4473: 4468: 4463: 4458: 4453: 4448: 4443: 4438: 4432: 4430: 4426: 4425: 4418: 4417: 4412: 4407: 4402: 4397: 4392: 4387: 4382: 4377: 4372: 4367: 4362: 4357: 4351: 4349: 4345: 4344: 4342: 4341: 4336: 4331: 4330: 4329: 4324: 4314: 4309: 4304: 4299: 4294: 4289: 4284: 4279: 4278: 4277: 4272: 4267: 4262: 4252: 4250:Phillips curve 4247: 4242: 4237: 4232: 4227: 4222: 4221: 4220: 4215: 4205: 4200: 4194: 4192: 4186: 4185: 4183: 4182: 4177: 4176: 4175: 4170: 4160: 4159: 4158: 4153: 4151:Retirement age 4148: 4138: 4133: 4132: 4131: 4121: 4116: 4111: 4106: 4104:Exit interview 4101: 4096: 4095: 4094: 4089: 4084: 4074: 4068: 4066: 4060: 4059: 4057: 4056: 4051: 4050: 4049: 4044: 4034: 4029: 4028: 4027: 4022: 4017: 4012: 4007: 4002: 3997: 3992: 3982: 3977: 3972: 3967: 3962: 3957: 3952: 3947: 3942: 3937: 3931: 3929: 3925: 3924: 3922: 3921: 3916: 3911: 3906: 3901: 3896: 3891: 3886: 3881: 3876: 3871: 3866: 3861: 3856: 3854:Discrimination 3851: 3850: 3849: 3844: 3839: 3834: 3823: 3821: 3817: 3816: 3814: 3813: 3808: 3806:Gender pay gap 3803: 3798: 3792: 3790: 3784: 3783: 3781: 3780: 3775: 3770: 3765: 3760: 3755: 3754: 3753: 3743: 3738: 3737: 3736: 3726: 3721: 3716: 3711: 3706: 3701: 3696: 3691: 3686: 3681: 3676: 3671: 3666: 3661: 3655: 3653: 3647: 3646: 3644: 3643: 3638: 3637: 3636: 3626: 3621: 3619:Parental leave 3616: 3614:Marriage leave 3611: 3609:Life insurance 3606: 3601: 3596: 3591: 3586: 3580: 3578: 3572: 3571: 3569: 3568: 3563: 3558: 3553: 3548: 3543: 3538: 3537: 3536: 3526: 3525: 3524: 3519: 3514: 3509: 3499: 3498: 3497: 3492: 3482: 3477: 3472: 3467: 3465:Income bracket 3461: 3459: 3449: 3448: 3446: 3445: 3440: 3435: 3430: 3425: 3420: 3415: 3410: 3405: 3400: 3395: 3393:Eight-hour day 3390: 3385: 3379: 3377: 3371: 3370: 3368: 3367: 3362: 3357: 3352: 3347: 3342: 3337: 3332: 3327: 3322: 3317: 3311: 3309: 3305: 3304: 3302: 3301: 3296: 3291: 3290: 3289: 3284: 3274: 3269: 3264: 3259: 3258: 3257: 3252: 3247: 3242: 3237: 3232: 3227: 3222: 3217: 3212: 3207: 3202: 3197: 3192: 3187: 3182: 3177: 3172: 3167: 3162: 3152: 3150:Creative class 3147: 3142: 3137: 3132: 3127: 3122: 3121: 3120: 3110: 3108:Apprenticeship 3104: 3102: 3092: 3091: 3089: 3088: 3083: 3078: 3076:Scarlet-collar 3073: 3068: 3063: 3058: 3053: 3048: 3043: 3038: 3033: 3028: 3022: 3020: 3014: 3013: 3011: 3010: 3005: 3000: 2995: 2990: 2985: 2980: 2975: 2970: 2964: 2962: 2958: 2957: 2955: 2954: 2949: 2944: 2939: 2934: 2929: 2924: 2919: 2914: 2909: 2904: 2899: 2894: 2889: 2884: 2879: 2874: 2869: 2868: 2867: 2857: 2852: 2847: 2842: 2837: 2832: 2827: 2822: 2816: 2814: 2808: 2807: 2805: 2804: 2799: 2794: 2792:Temporary work 2789: 2784: 2779: 2778: 2777: 2772: 2767: 2760:Skilled worker 2757: 2752: 2747: 2742: 2737: 2732: 2727: 2722: 2717: 2711: 2709: 2705: 2704: 2699: 2697: 2696: 2689: 2682: 2674: 2668: 2667: 2662: 2657: 2652: 2645: 2644:External links 2642: 2640: 2639: 2613: 2601: 2592: 2580: 2571: 2562: 2552: 2533: 2524: 2507: 2493: 2462: 2447: 2429: 2408: 2389:(5): 708–723. 2368: 2358: 2349: 2342: 2312: 2302: 2289: 2275: 2257: 2234: 2222: 2210: 2197: 2184: 2162: 2152: 2140: 2125: 2113: 2104: 2092: 2083: 2073: 2049: 2024: 2017: 1999: 1986: 1973: 1960: 1914: 1888: 1879: 1870: 1857: 1848: 1822: 1806: 1788: 1768: 1755: 1739: 1721: 1705: 1679: 1667: 1633: 1595: 1577: 1564: 1551: 1523: 1499: 1483: 1453: 1440: 1420: 1407:(2): 173–202. 1382: 1371: 1360: 1342: 1271: 1269: 1266: 1263: 1262: 1245: 1244: 1242: 1239: 1237: 1236: 1231: 1226: 1221: 1216: 1211: 1206: 1201: 1196: 1191: 1186: 1181: 1176: 1171: 1166: 1161: 1156: 1154:Employment law 1151: 1146: 1141: 1136: 1130: 1128: 1125: 1096: 1095: 1094: 1093: 1090: 1086: 1075: 1074: 1073: 1072: 1069: 1066: 1055: 1054: 1053: 1052: 1049: 1045: 1034: 1033: 1032: 1031: 1028: 1024: 1011: 1010: 1009: 1008: 1005: 1001: 988: 987: 986: 985: 982: 975: 963: 962: 961: 960: 957: 954: 943: 942: 941: 940: 937: 926: 925: 924: 923: 919: 908: 907: 906: 905: 902: 899: 886: 885: 884: 883: 879: 876: 862: 861: 860: 859: 855: 851: 835: 832: 826: 823: 801: 798: 773:Discrimination 764: 761: 755: 752: 722: 719: 713: 710: 677:Main article: 674: 671: 661: 658: 652: 649: 640: 639: 631: 623: 617: 590: 587: 578: 577: 549: 536: 480: 477: 467: 464: 450: 447: 437: 434: 428: 425: 415: 412: 400: 397: 396: 395: 392: 389: 381: 378: 346: 343: 342: 341: 338: 335: 332: 329: 326: 323: 315: 312: 311: 310: 309: 308: 305: 302: 299: 296: 290: 284: 271: 268: 267: 266: 263: 259: 255: 251: 247: 243: 239: 224: 203: 200: 199: 198: 194: 190: 183: 175: 159: 156: 152:reward systems 137: 134: 100: 97: 26: 24: 14: 13: 10: 9: 6: 4: 3: 2: 5246: 5235: 5232: 5230: 5227: 5225: 5222: 5220: 5217: 5216: 5214: 5199: 5196: 5194: 5191: 5189: 5186: 5184: 5181: 5179: 5176: 5175: 5173: 5164: 5158: 5157:Whistleblower 5155: 5153: 5150: 5148: 5147:Strike action 5145: 5143: 5140: 5138: 5135: 5133: 5130: 5128: 5125: 5123: 5120: 5118: 5115: 5113: 5110: 5108: 5105: 5103: 5100: 5098: 5095: 5093: 5090: 5089: 5087: 5083: 5077: 5074: 5072: 5069: 5067: 5064: 5062: 5059: 5057: 5054: 5052: 5049: 5047: 5044: 5042: 5039: 5037: 5034: 5032: 5029: 5027: 5024: 5022: 5019: 5017: 5014: 5012: 5009: 5007: 5004: 5002: 4999: 4997: 4996:Role conflict 4994: 4992: 4989: 4987: 4984: 4982: 4981:Relationships 4979: 4977: 4974: 4972: 4969: 4967: 4964: 4962: 4959: 4957: 4954: 4952: 4949: 4947: 4944: 4942: 4939: 4937: 4934: 4932: 4929: 4927: 4924: 4922: 4919: 4917: 4914: 4912: 4909: 4907: 4904: 4902: 4899: 4897: 4894: 4892: 4889: 4887: 4884: 4882: 4879: 4877: 4874: 4872: 4869: 4867: 4864: 4862: 4859: 4857: 4854: 4852: 4849: 4847: 4844: 4842: 4839: 4837: 4834: 4832: 4829: 4827: 4824: 4822: 4819: 4817: 4814: 4812: 4809: 4807: 4804: 4802: 4799: 4797: 4794: 4792: 4789: 4787: 4784: 4782: 4779: 4777: 4774: 4772: 4769: 4767: 4764: 4762: 4759: 4757: 4754: 4752: 4749: 4747: 4744: 4742: 4739: 4737: 4734: 4732: 4729: 4727: 4724: 4722: 4719: 4717: 4714: 4712: 4709: 4707: 4704: 4702: 4699: 4697: 4694: 4692: 4689: 4687: 4686:Control freak 4684: 4682: 4679: 4677: 4674: 4672: 4669: 4667: 4664: 4662: 4659: 4657: 4654: 4652: 4649: 4647: 4644: 4642: 4639: 4637: 4634: 4633: 4631: 4627: 4623: 4615: 4610: 4608: 4603: 4601: 4596: 4595: 4592: 4580: 4577: 4575: 4572: 4570: 4567: 4565: 4562: 4560: 4557: 4555: 4552: 4550: 4547: 4545: 4542: 4541: 4532: 4531: 4528: 4522: 4519: 4517: 4514: 4512: 4509: 4507: 4504: 4502: 4499: 4497: 4494: 4492: 4489: 4487: 4484: 4482: 4479: 4477: 4476:Make-work job 4474: 4472: 4469: 4467: 4464: 4462: 4459: 4457: 4454: 4452: 4449: 4447: 4444: 4442: 4439: 4437: 4434: 4433: 4431: 4427: 4423: 4422: 4416: 4413: 4411: 4408: 4406: 4403: 4401: 4398: 4396: 4395:Right to work 4393: 4391: 4388: 4386: 4383: 4381: 4380:Job guarantee 4378: 4376: 4373: 4371: 4368: 4366: 4365:Make-work job 4363: 4361: 4358: 4356: 4353: 4352: 4350: 4346: 4340: 4337: 4335: 4332: 4328: 4325: 4323: 4320: 4319: 4318: 4315: 4313: 4310: 4308: 4305: 4303: 4300: 4298: 4295: 4293: 4290: 4288: 4285: 4283: 4280: 4276: 4273: 4271: 4268: 4266: 4263: 4261: 4258: 4257: 4256: 4253: 4251: 4248: 4246: 4243: 4241: 4238: 4236: 4233: 4231: 4228: 4226: 4223: 4219: 4216: 4214: 4211: 4210: 4209: 4206: 4204: 4201: 4199: 4196: 4195: 4193: 4191: 4187: 4181: 4178: 4174: 4171: 4169: 4166: 4165: 4164: 4161: 4157: 4154: 4152: 4149: 4147: 4144: 4143: 4142: 4139: 4137: 4136:Restructuring 4134: 4130: 4127: 4126: 4125: 4122: 4120: 4117: 4115: 4114:Notice period 4112: 4110: 4107: 4105: 4102: 4100: 4097: 4093: 4090: 4088: 4085: 4083: 4080: 4079: 4078: 4075: 4073: 4070: 4069: 4067: 4065: 4061: 4055: 4052: 4048: 4045: 4043: 4040: 4039: 4038: 4035: 4033: 4030: 4026: 4023: 4021: 4020:Unfree labour 4018: 4016: 4013: 4011: 4008: 4006: 4003: 4001: 3998: 3996: 3993: 3991: 3990:Bonded labour 3988: 3987: 3986: 3983: 3981: 3978: 3976: 3973: 3971: 3968: 3966: 3963: 3961: 3958: 3956: 3953: 3951: 3948: 3946: 3943: 3941: 3938: 3936: 3933: 3932: 3930: 3926: 3920: 3917: 3915: 3912: 3910: 3907: 3905: 3904:Whistleblower 3902: 3900: 3897: 3895: 3892: 3890: 3887: 3885: 3882: 3880: 3877: 3875: 3872: 3870: 3867: 3865: 3862: 3860: 3857: 3855: 3852: 3848: 3845: 3843: 3840: 3838: 3837:Control fraud 3835: 3833: 3830: 3829: 3828: 3825: 3824: 3822: 3818: 3812: 3811:Glass ceiling 3809: 3807: 3804: 3802: 3799: 3797: 3794: 3793: 3791: 3789: 3785: 3779: 3776: 3774: 3771: 3769: 3766: 3764: 3761: 3759: 3756: 3752: 3749: 3748: 3747: 3746:Work accident 3744: 3742: 3739: 3735: 3734:United States 3732: 3731: 3730: 3727: 3725: 3722: 3720: 3717: 3715: 3712: 3710: 3707: 3705: 3702: 3700: 3697: 3695: 3692: 3690: 3687: 3685: 3682: 3680: 3677: 3675: 3672: 3670: 3667: 3665: 3662: 3660: 3657: 3656: 3654: 3652: 3648: 3642: 3639: 3635: 3634:United States 3632: 3631: 3630: 3627: 3625: 3622: 3620: 3617: 3615: 3612: 3610: 3607: 3605: 3602: 3600: 3597: 3595: 3592: 3590: 3589:Casual Friday 3587: 3585: 3582: 3581: 3579: 3577: 3573: 3567: 3564: 3562: 3559: 3557: 3554: 3552: 3549: 3547: 3546:Paid time off 3544: 3542: 3541:Overtime rate 3539: 3535: 3532: 3531: 3530: 3527: 3523: 3522:United States 3520: 3518: 3515: 3513: 3510: 3508: 3505: 3504: 3503: 3500: 3496: 3493: 3491: 3488: 3487: 3486: 3483: 3481: 3478: 3476: 3473: 3471: 3468: 3466: 3463: 3462: 3460: 3458: 3454: 3450: 3444: 3441: 3439: 3436: 3434: 3431: 3429: 3426: 3424: 3421: 3419: 3416: 3414: 3411: 3409: 3406: 3404: 3401: 3399: 3396: 3394: 3391: 3389: 3388:Four-day week 3386: 3384: 3381: 3380: 3378: 3376: 3372: 3366: 3363: 3361: 3358: 3356: 3353: 3351: 3348: 3346: 3343: 3341: 3338: 3336: 3333: 3331: 3328: 3326: 3323: 3321: 3318: 3316: 3313: 3312: 3310: 3306: 3300: 3297: 3295: 3292: 3288: 3285: 3283: 3280: 3279: 3278: 3275: 3273: 3272:Practice firm 3270: 3268: 3265: 3263: 3260: 3256: 3253: 3251: 3248: 3246: 3243: 3241: 3238: 3236: 3233: 3231: 3228: 3226: 3223: 3221: 3218: 3216: 3213: 3211: 3208: 3206: 3203: 3201: 3198: 3196: 3193: 3191: 3188: 3186: 3183: 3181: 3178: 3176: 3173: 3171: 3170:Employability 3168: 3166: 3163: 3161: 3158: 3157: 3156: 3153: 3151: 3148: 3146: 3143: 3141: 3138: 3136: 3133: 3131: 3128: 3126: 3123: 3119: 3116: 3115: 3114: 3111: 3109: 3106: 3105: 3103: 3101: 3097: 3093: 3087: 3084: 3082: 3079: 3077: 3074: 3072: 3071:Orange-collar 3069: 3067: 3064: 3062: 3059: 3057: 3054: 3052: 3049: 3047: 3044: 3042: 3039: 3037: 3034: 3032: 3029: 3027: 3024: 3023: 3021: 3019: 3018:Working class 3015: 3009: 3006: 3004: 3001: 2999: 2996: 2994: 2991: 2989: 2986: 2984: 2981: 2979: 2976: 2974: 2971: 2969: 2966: 2965: 2963: 2959: 2953: 2950: 2948: 2945: 2943: 2940: 2938: 2935: 2933: 2930: 2928: 2925: 2923: 2920: 2918: 2915: 2913: 2910: 2908: 2905: 2903: 2900: 2898: 2895: 2893: 2892:Job interview 2890: 2888: 2885: 2883: 2880: 2878: 2875: 2873: 2870: 2866: 2863: 2862: 2861: 2858: 2856: 2853: 2851: 2848: 2846: 2843: 2841: 2838: 2836: 2833: 2831: 2828: 2826: 2823: 2821: 2818: 2817: 2815: 2813: 2809: 2803: 2800: 2798: 2795: 2793: 2790: 2788: 2785: 2783: 2780: 2776: 2773: 2771: 2768: 2766: 2763: 2762: 2761: 2758: 2756: 2753: 2751: 2748: 2746: 2745:Part-time job 2743: 2741: 2738: 2736: 2733: 2731: 2730:Full-time job 2728: 2726: 2723: 2721: 2718: 2716: 2713: 2712: 2710: 2706: 2702: 2695: 2690: 2688: 2683: 2681: 2676: 2675: 2672: 2666: 2663: 2661: 2658: 2656: 2653: 2651: 2648: 2647: 2643: 2628: 2624: 2617: 2614: 2611: 2605: 2602: 2596: 2593: 2590: 2584: 2581: 2575: 2572: 2566: 2563: 2556: 2553: 2546: 2544: 2542: 2540: 2538: 2534: 2528: 2525: 2521: 2520:0-205-68358-4 2517: 2511: 2508: 2502: 2500: 2498: 2494: 2489: 2485: 2481: 2477: 2473: 2466: 2463: 2458: 2454: 2450: 2448:9780735210622 2444: 2440: 2433: 2430: 2426: 2425:9780205705870 2422: 2418: 2412: 2409: 2404: 2400: 2396: 2392: 2388: 2384: 2377: 2375: 2373: 2369: 2362: 2359: 2353: 2350: 2345: 2343:1-4020-2687-0 2339: 2335: 2331: 2327: 2323: 2316: 2313: 2306: 2303: 2300: 2293: 2290: 2286: 2285: 2279: 2276: 2272: 2268: 2267: 2261: 2258: 2245: 2242:Rehn, Karen. 2238: 2235: 2232: 2226: 2223: 2217: 2215: 2211: 2207: 2201: 2198: 2194: 2188: 2185: 2173: 2166: 2163: 2156: 2153: 2147: 2145: 2141: 2137: 2136: 2129: 2126: 2120: 2118: 2114: 2108: 2105: 2099: 2097: 2093: 2087: 2084: 2077: 2074: 2069: 2065: 2064: 2059: 2053: 2050: 2038: 2034: 2028: 2025: 2020: 2014: 2010: 2003: 2000: 1996: 1990: 1987: 1983: 1977: 1974: 1970: 1964: 1961: 1956: 1944: 1929: 1925: 1918: 1915: 1903: 1899: 1892: 1889: 1883: 1880: 1874: 1871: 1867: 1861: 1858: 1852: 1849: 1845: 1839: 1837: 1835: 1833: 1831: 1829: 1827: 1823: 1819: 1813: 1811: 1807: 1803: 1797: 1795: 1793: 1789: 1785: 1781: 1775: 1773: 1769: 1765: 1759: 1756: 1752: 1746: 1744: 1740: 1736: 1730: 1728: 1726: 1722: 1718: 1712: 1710: 1706: 1702: 1696: 1694: 1692: 1690: 1688: 1686: 1684: 1680: 1674: 1672: 1668: 1664: 1658: 1656: 1654: 1652: 1650: 1648: 1646: 1644: 1642: 1640: 1638: 1634: 1630: 1624: 1622: 1620: 1618: 1616: 1614: 1612: 1610: 1608: 1606: 1604: 1602: 1600: 1596: 1592: 1586: 1584: 1582: 1578: 1574: 1568: 1565: 1561: 1555: 1552: 1540: 1539: 1534: 1531:Josh Bersin. 1527: 1524: 1520: 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371: 367: 363: 359: 355: 351: 344: 339: 336: 333: 330: 327: 324: 321: 320: 319: 314:Effectiveness 313: 306: 303: 300: 297: 294: 291: 288: 285: 282: 279: 278: 277: 276: 275: 269: 264: 260: 256: 252: 248: 244: 240: 237: 233: 229: 225: 222: 217: 216: 215: 212: 210: 201: 195: 191: 187: 184: 181: 176: 173: 169: 168: 167: 164: 157: 155: 153: 149: 144: 135: 133: 129: 125: 123: 119: 115: 109: 107: 99:Main features 98: 96: 94: 90: 85: 83: 82:organizations 79: 75: 71: 67: 63: 59: 55: 51: 46: 42: 35: 34: 19: 5137:Organization 5127:Labor rights 5107:Headquarters 5026:Toxic leader 5006:Spirituality 4925: 4871:Kick the cat 4861:Intervention 4801:Feminisation 4651:Anti-pattern 4511:Toxic leader 4491:Presenteeism 4471:Labor rights 4461:Going postal 4436:Bullshit job 4419: 4404: 4399: 4190:Unemployment 4042:Downshifting 4025:Wage slavery 4005:Penal labour 3960:Dead-end job 3950:Conscription 3729:Right to sit 3584:Annual leave 3566:Working poor 3502:Minimum wage 3480:Maximum wage 3438:Working time 3428:Six-hour day 3325:Career break 3287:Professional 3081:Black-collar 3051:White-collar 3031:Green-collar 3008:Volunteering 2845:Drug testing 2835:Cover letter 2775:Tradesperson 2630:. Retrieved 2626: 2616: 2604: 2595: 2583: 2574: 2565: 2555: 2527: 2510: 2479: 2475: 2465: 2438: 2432: 2416: 2411: 2386: 2382: 2361: 2352: 2325: 2315: 2305: 2292: 2283: 2278: 2265: 2260: 2248:. Retrieved 2246:. HHStaffing 2237: 2225: 2205: 2200: 2192: 2187: 2175:. Retrieved 2165: 2155: 2133: 2128: 2107: 2086: 2081:Jossey-Bass. 2076: 2061: 2052: 2040:. Retrieved 2036: 2027: 2008: 2002: 1994: 1989: 1981: 1976: 1968: 1963: 1931:. Retrieved 1927: 1917: 1905:. Retrieved 1901: 1891: 1882: 1873: 1865: 1860: 1851: 1843: 1817: 1801: 1783: 1763: 1758: 1750: 1734: 1716: 1700: 1662: 1628: 1590: 1572: 1567: 1559: 1554: 1542:. Retrieved 1536: 1526: 1518: 1494: 1448: 1443: 1435: 1404: 1400: 1374: 1363: 1345: 1337: 1258: 1254: 1249: 1179:Job analysis 1119: 1115: 1111: 1107: 1101: 1097: 1077: 1076: 1057: 1056: 1036: 1035: 1013: 1012: 990: 989: 965: 964: 945: 944: 928: 927: 910: 909: 888: 887: 864: 863: 842: 841: 837: 834:Rater errors 828: 819: 803: 794: 769:federal laws 766: 757: 748: 744: 736: 732: 724: 715: 706:civic virtue 682: 667: 663: 654: 645: 641: 633: 625: 619: 613: 607:Peer ranking 606: 603:Peer ratings 602: 598: 592: 582:probationary 579: 573: 568: 564: 560: 522: 518: 514: 492: 490: 469: 459: 452: 439: 430: 421: 417: 408: 402: 383: 348: 317: 292: 286: 280: 273: 270:Improvements 235: 231: 227: 213: 211:and system. 205: 186:Goal setting 165: 161: 139: 130: 126: 110: 102: 93:line manager 86: 69: 65: 61: 57: 53: 49: 47: 45: 32: 5152:Trade union 5142:Remote work 5117:Job sharing 5092:Corporation 5041:Undermining 4961:Psychopathy 4811:Goofing off 4806:Generations 4791:Empowerment 4636:Absenteeism 4620:Aspects of 4400:Historical: 4124:Resignation 4064:Termination 4047:Slow living 4015:Truck wages 4000:Labour camp 3928:Willingness 3820:Infractions 3475:Living wage 3418:Remote work 3086:Gold-collar 3041:Pink-collar 3036:Grey-collar 3026:Blue-collar 2993:Labour hire 2968:Cooperative 2932:Recruitment 2887:Job hunting 2820:Application 2802:Wage labour 2787:Labour hire 2740:Job sharing 2328:: 349–370. 1951:|last= 1102:Consultant 1015:Horn effect 992:Halo effect 875:assessment. 506:halo effect 491:Judgmental 350:Labor union 172:perceptions 5213:Categories 5198:Employment 5097:Employment 4906:Narcissism 4856:Inequality 4851:Incivility 4826:Harassment 4796:Evaluation 4731:Drug tests 4646:Aggression 4622:workplaces 4334:Wage curve 4141:Retirement 4054:Workaholic 4032:Work ethic 3899:Wage theft 3884:Labour law 3879:Evaluation 3864:Dress code 3629:Sick leave 3594:Child care 3556:Salary cap 3470:Income tax 3433:Shift work 3365:Time clock 3360:Sick leave 3355:Sabbatical 3320:Break room 3308:Attendance 3277:Profession 3262:Mentorship 3240:Retraining 3165:E-learning 3061:New-collar 3056:Red-collar 3003:Supervisor 2983:Internship 2902:Onboarding 2770:Technician 2765:Journeyman 2735:Gig worker 2701:Employment 2632:6 February 2457:1001431465 2250:21 January 2037:ofm.wa.gov 1268:References 979:homosexual 966:Rater bias 946:Strictness 882:strengths. 767:There are 712:Interviews 530:: graphic 493:evaluation 399:Conducting 370:solidarity 366:corruption 250:promotion. 5234:Workplace 5171:Templates 4956:Profanity 4951:Probation 4891:Menopause 4881:Listening 4821:Happiness 4721:Diversity 4706:Democracy 4696:Coworking 4521:Workhouse 4441:Busy work 4255:Recession 4119:Pink slip 4077:Dismissal 3940:Careerism 3534:Singapore 3512:Hong Kong 3375:Schedules 3294:Tradesman 3195:Licensure 3155:Education 3125:Avocation 3066:No-collar 3046:Precariat 2927:Probation 2882:Job fraud 2042:5 October 1933:5 October 1907:5 October 1902:MBA Skool 1027:employee. 974:employee. 750:feeling. 569:frequency 466:Personnel 354:seniority 114:interview 5085:See also 5076:Workwear 5066:Workload 5056:Wellness 5046:Violence 5036:Turnover 5031:Training 5011:Strategy 5001:Sabotage 4976:Rat race 4916:Overwork 4746:Emotions 4711:Deviance 4681:Conflict 4661:Bullying 4429:See also 4355:Workfare 4180:Turnover 3576:Benefits 3457:salaries 3413:Overtime 3403:Flextime 3335:Gap year 3330:Furlough 3299:Vocation 3282:Operator 3145:Coaching 3100:training 2978:Employer 2973:Employee 2877:Job fair 2755:Side job 2560:267–299. 2403:11055144 2366:123–150. 2177:17 April 2068:Archived 1997:422–432. 1984:223–230. 1971:221–242. 1943:cite web 1868:796–818. 1846:598–607. 1804:615–633. 1786:301–322. 1766:874–888. 1753:657–690. 1719:754–771. 1593:253–277. 1521:219–227. 1497:384–393. 1353:Archived 1127:See also 1078:Sampling 1037:Contrast 929:Leniency 807:cultures 698:courtesy 690:altruism 443:validity 362:nepotism 358:cronyism 281:Training 246:average. 118:feedback 74:employee 5102:Factory 5051:Virtual 4986:Revenge 4946:Privacy 4901:Mobbing 4671:Culture 4666:Climate 4405:U.S.A.: 4010:Peonage 3985:Slavery 3935:Boreout 3674:Karoshi 3624:Pension 3408:On-call 3113:Artisan 2797:Laborer 1703:94–100. 854:grades. 815:society 535:scales. 236:ex ante 232:ex post 228:ex post 89:manager 5132:Office 5016:Stress 4936:Phobia 4866:Jargon 4816:Gossip 4629:Topics 4109:Layoff 3659:Crunch 3517:Europe 3507:Canada 3495:Europe 3096:Career 2937:Résumé 2812:Hiring 2720:Casual 2518: 2455: 2445: 2423: 2401: 2340: 2063:Forbes 2015: 1820:43–55. 1737:45–47. 1665:54–69. 1631:20–25. 1575:41–52. 1562:28–29. 1538:Forbes 1451:75–84. 1438:72–80. 922:lower. 784:, the 780:, the 704:, and 364:, and 143:salary 4846:Humor 3970:McJob 3490:World 3453:Wages 3315:Break 2961:Roles 1544:6 May 1241:Notes 1120:think 811:norms 686:goals 64:, or 3455:and 3098:and 2865:list 2634:2016 2516:ISBN 2453:OCLC 2443:ISBN 2421:ISBN 2399:PMID 2338:ISBN 2297:doi: 2252:2015 2179:2013 2044:2022 2013:ISBN 1955:help 1935:2022 1909:2022 1546:2013 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Index