Separating the Multiple Uses of Performance Appraisal; Clarity Out of Confusion?
The multiple uses of performance appraisal (PA) have been the focus of much research, often yielding conflicting findings and conclusions. The objective of this study was to examine the effects of separating PA uses on employee attitudes and behavioral intentions. An untreated control group design was used to investigate the effects of removing the evaluation and disciplinary responsibility from the immediate supervisor and giving it to the supervisor once-removed. The premise being that the immediate supervisor is to act in a coaching or mentoring role, having little if any evaluative obligation to the employees they supervise. Results indicate that employees in the separated PA use group reported they were less likely to use development tools in the future compared to the control group. Limitations and implications are discussed.
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|Date of creation:||1998|
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