Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-76fb5796d-2lccl Total loading time: 0 Render date: 2024-04-26T12:50:33.829Z Has data issue: false hasContentIssue false

16 - Performance Management and the Changing Nature of Work

from Part III - Implications for Talent Management and Impact on Employees

Published online by Cambridge University Press:  02 April 2020

By
Deidra J. Schleicher  and
Heidi M. Baumann
Edited by
Brian J. Hoffman ,
Mindy K. Shoss  and
Lauren A. Wegman
Brian J. Hoffman
Affiliation:
University of Georgia
Mindy K. Shoss
Affiliation:
University of Central Florida
Lauren A. Wegman
Affiliation:
University of Georgia
Get access

Summary

Like many other aspects of the world of work, PM has undergone substantial changes over the years, especially in the last decade. This chapter discusses the changing nature of PM practice and PM research, as well as the PM-related implications of other, more general, changes in the nature of work. It is clear that PM practices will continue to be impacted by the changing nature of work. As such, our PM research needs to continue to evolve, to meet the realities of the changing nature of PM practice. We offer several suggestions in this regard.

Keywords

performance managementperformance appraisalperformance evaluationratingsfeedbackchanging nature of work
Type
Chapter
Information
The Cambridge Handbook of the Changing Nature of Work , pp. 340 - 363
Publisher: Cambridge University Press
Print publication year: 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abu-Doleh, J., & Weir, D. (2007). Dimensions of performance appraisal systems in Jordanian private and public organizations. International Journal of Human Resource Management, 18, 75–84.Google Scholar
Adler, S., Campion, M., Colquitt, A., Grubb, A., Murphy, K., Ollander-Krane, R., & Pulakos, E. D. (2016). Getting rid of performance ratings: Genius or folly? A debate. Industrial and Organizational Psychology, 9, 219–252.CrossRefGoogle Scholar
Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle River, NJ: Pearson Prentice Hall.Google Scholar
Akuratiyagamage, V. M. (2005). Identification of management development needs: A comparison across companies of different ownership – foreign, joint venture and local in Sri Lanka. International Journal of Human Resource Management, 16, 1512–1528.Google Scholar
Atwater, L., Smither, J. W., Wang, M., & Fleenor, J. W. (2009). Are cultural characteristics associated with the relationship between self and others’ ratings of leadership? Journal of Applied Psychology, 94, 876–886.CrossRefGoogle ScholarPubMed
Ayers, R. S. (2013). Building goal alignment in federal agencies’ performance appraisal programs. Public Personnel Management, 42, 495–520.Google Scholar
Balfour, D. L. (1992). Impact of agency investment in the implementation of performance appraisal. Public Personnel Management, 92, 1–15.CrossRefGoogle Scholar
Barua, A., & Viechnicki, P. (2017). Looking for convergence: How is the government workforce similar to the private sector? Deloitte Insights, April 26.Google Scholar
Becker, K., Antuar, N., & Everett, C. (2011). Implementing an employee performance management system in a nonprofit organization. Nonprofit Management and Leadership, 21, 255–271.Google Scholar
Boswell, W. R., & Boudreau, J. W. (2000). Employee satisfaction with performance appraisals and appraisers: The role of perceived appraisal use. Human Resource Development Quarterly, 11, 283–299.Google Scholar
Boulding, K. E. (1956). General systems theory: The skeleton of science. Management Science, 2, 197–208.Google Scholar
Bouskila-Yam, O., & Kluger, A. N. (2011). Strength-based performance appraisal and goal setting. Human Resource Management Review, 21, 137–147.Google Scholar
Bretz, R. D., Milkovich, G. T., & Read, W. (1992). The current state of performance appraisal research and practice: Concerns, directions, and implications. Journal of Management, 18, 321–352.CrossRefGoogle Scholar
Brown, T. C., & Warren, A. M. (2011). Performance management in unionized settings. Human Resource Management Review, 21, 96–106.Google Scholar
Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard Business Review, 93, 40–50.Google Scholar
Burke, R. J., & Ng, E. (2006). The changing nature of work and organizations: Implications for human resource management. Human Resource Management Review, 16, 86–94.CrossRefGoogle Scholar
Cabrera, D. D., Fernaud, E. H., Díaz, R. I., Rodríguez, N. D., Vilela, L. D., & Sánchez, C. R. (2014). Factores relevantes para aumentar la precisión, la viabilidad y el éxito de los sistemas de evaluación del desempeño laboral. Papeles del Psicólogo, 35, 115–121.Google Scholar
Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94, 58–67.Google Scholar
Cascio, W. F. (2006). 10 global performance management systems. In Stahl, G. K. & Björkman, I. (Eds.), Handbook of research in international human resource management (pp. 176–196). Northampton, MA: Edward Elgar Publishing.Google Scholar
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. Journal of Applied Psychology, 83, 615–633.Google Scholar
Chen, Z., & Kemp, S. (2012). Lie hard: The effect of self-assessments on academic promotion decisions. Journal of Economic Psychology, 33, 578–589.Google Scholar
Clarke, C., Harcourt, M., & Flynn, M. (2012). Clinical governance, performance appraisal and interactional and procedural fairness at a New Zealand public hospital. Journal of Business Ethics, 117, 667–678.Google Scholar
Claus, L., & Briscoe, D. (2009). Employee performance management across borders: A review of relevant academic literature. International Journal of Management Reviews, 11, 175–196.Google Scholar
Collins-Camargo, C., Chuang, E., McBeath, B., & Bunger, A. C. (2014). Private child welfare agency managers’ perceptions of the effectiveness of different performance management strategies. Children and Youth Services Review, 38, 133–141.Google Scholar
Colquitt, A. L. (2017). Next generation performance management: The triumph of science over myth and superstition. Charlotte, NC: Information Age Publishing.Google Scholar
Dahling, J. J., Chau, S. L., & O’Malley, A. (2012). Correlates and consequences of feedback orientation in organizations. Journal of Management, 38, 531–546.Google Scholar
Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: Relationship with employee performance management satisfaction. International Journal of Human Resource Management, 24, 352–371.Google Scholar
Deming, W. E. (1986). Out of the crisis. Cambridge, MA: MIT Press.Google Scholar
den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance management: A model and research agenda. Applied Psychology, 53, 556–569.Google Scholar
DeNisi, A. S., & Pritchard, R. D. (2006). Performance appraisal, performance management and improving individual performance: A motivational framework. Management and Organization Review, 2, 253–277.Google Scholar
Duff, A. J. (2013). Performance management coaching: Servant leadership and gender implications. Leadership & Organization Development Journal, 34, 204–221.Google Scholar
Dunn, M., & Walker, J. ((2016). Union membership in the United States. Spotlight on Statistics, US Bureau of Labor Statistics (September).Google Scholar
Effron, M., & Ort, M. (2010). One page talent management: Eliminating complexity, adding value. Boston, MA: Harvard Business School Publishing.Google Scholar
Ellis, D. R. (2012). Exploring cultural dimensions as predictors of performance management preferences: The case of self-initiating expatriate New Zealanders in Belgium. International Journal of Human Resource Management, 23, 2087–2107.Google Scholar
Fee, A., McGrath-Champ, S., & Yang, X. (2011). Expatriate performance management and firm internationalization: Australian multinationals in China. Asia Pacific Journal of Human Resources, 49, 365–384.Google Scholar
Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology, 74, 473–487.CrossRefGoogle Scholar
Giumetti, G. W., Schroeder, A. N., & Switzer, I. S. (2015). Forced distribution rating systems: When does “rank and yank” lead to adverse impact?. Journal of Applied Psychology, 100, 180–193.Google Scholar
Grant, A. M., Parker, S., & Collins, C. (2009). Getting credit for proactive behavior: Supervisor reactions depend on what you value and how you feel. Personnel Psychology, 62, 31–55.Google Scholar
Gregory, J. B., & Levy, P. E. (2010). Employee coaching relationships: Enhancing construct clarity and measurement. Coaching: An International Journal of Theory, Research and Practice, 3, 109–123.Google Scholar
Gregory, J. B., & Levy, P. E. (2011). It’s not me, it’s you: A multilevel examination of variables that impact employee coaching relationships. Consulting Psychology Journal: Practice and Research, 63, 67–88.Google Scholar
Gregory, J. B., & Levy, P. E. (2012). Employee feedback orientation: Implications for effective coaching relationships. Coaching: An International Journal of Theory, Research and Practice, 5, 86–99.Google Scholar
Gregory, J. B., Levy, P. E., & Jeffers, M. (2008). Development of a model of the feedback process within executive coaching. Consulting Psychology Journal: Practice and Research, 60, 42–56.CrossRefGoogle Scholar
Greguras, G. J., Robie, C., Schleicher, D. J., & Goff, M. III (2003). A field study of the effects of rating purpose on the quality of multisource ratings. Personnel Psychology, 56, 1–21.Google Scholar
Haines, V. Y., & St-Onge, S. (2012). Performance management effectiveness: Practices or context? International Journal of Human Resource Management, 23, 1158–1175.Google Scholar
Hebert, B. G., & Vorauer, J. D. (2003). Seeing through the screen: Is evaluative feedback communicated more effectively in face-to-face or computer-mediated exchanges? Computers in Human Behavior, 19, 25–38.CrossRefGoogle Scholar
Hedge, J. W., & Borman, W. C. (1995). Changing conceptions and practices in performance appraisal. In Howard, A. (Ed.), The changing nature of work (pp. 451–481). San Francisco,CA: Jossey-Bass.Google Scholar
Hernandez, M., Avery, D. R., Tonidandel, S., Hebl, M. R., Smith, A. N., & McKay, P. F. (2016). The role of proximal social contexts: Assessing stigma-by-association effects on leader appraisals. Journal of Applied Psychology, 101, 68–85.Google Scholar
Hoffman, B. J., & Woehr, D. J. (2009). Disentangling the meaning of multisource performance rating source and dimension factors. Personnel Psychology, 62, 735–765.CrossRefGoogle Scholar
Ilgen, D. R., Barnes-Farrell, J. L., & McKellin, D. B. (1993). Performance appraisal process research in the 1980s: What has it contributed to appraisals in use? Organizational Behavior and Human Decision Processes, 54, 321–368.Google Scholar
Inderrieden, E. J., Allen, R. E., & Keaveny, T. J. (2004). Managerial discretion in the use of self-ratings in an appraisal system: The antecedents and consequences. Journal of Managerial Issues, 16, 460–482.Google Scholar
Irs, R., & Turk, K. (2012). Implementation of the performance-related pay in the general education schools of Estonia. Employee Relations, 34, 360–393.Google Scholar
Johns, G. (2018). Advances in the treatment of context in organizational research. Annual Review of Organizational Psychology and Organizational Behavior.Google Scholar
Kacik, A. (2017, October). Healthcare industry to create four million jobs by 2026. Modern Healthcare. www.modernhealthcare.com/article/20171027/NEWS/171029879Google Scholar
Kamer, B., & Annen, H. (2010). The role of core self-evaluations in predicting performance appraisal reactions. Swiss Journal of Psychology, 69, 95–104.Google Scholar
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). New York, NY: Wiley.Google Scholar
Kavanagh, P., Benson, J., & Brown, M. (2007). Understanding performance appraisal fairness. Asia Pacific Journal of Human Resources, 45, 132–150.Google Scholar
Keeping, L. M. & Levy, P. E. (2000). Performance appraisal reactions: Measurement, modeling, and method bias. Journal of Applied Psychology, 85,708–723.CrossRefGoogle ScholarPubMed
Kinicki, A. J., Jacobson, K. J., Peterson, S. J., & Prussia, G. E. (2013). Development and validation of the performance management behavior questionnaire. Personnel Psychology, 66, 1–45.Google Scholar
Kinicki, A. J., Prussia, G. E., Wu, B. J., & McKee-Ryan, F. M. (2004). A covariance structure analysis of employees’ response to performance feedback. Journal of Applied Psychology, 89, 1057–1069.Google Scholar
Klein, H. J., Snell, S. A., & Wexley, K. N. (1987). Systems model of the performance appraisal interview process. Industrial Relations: A Journal of Economy and Society, 26, 267–280.Google Scholar
Kleingeld, A., van Tuijl, H., & Algera, J. A. (2004). Participation in the design of performance management systems: A quasi-experimental field study. Journal of Organizational Behavior, 25, 831–851.Google Scholar
Kluger, A. N., & Nir, D. (2010). The feedforward interview. Human Resource Management Review, 20, 235–246.Google Scholar
Knoke, D. (2000). Changing organizations: Business networks in the new political economy. New York, NY: Routledge.Google Scholar
Krauss, A., & Snyder, L. A. (2009). Technology and performance management: What role does technology play in performance management? In Smither, J. W. & London, M. (Eds.), Performance management: Putting research into action. San Francisco, CA: Jossey-Bass.Google Scholar
Kurtzberg, T. R., Naquin, C. E., & Belkin, L. Y. (2005). Electronic performance appraisals: The effects of e-mail communication on peer ratings in actual and simulated environments. Organizational Behavior and Human Decision Processes, 98, 216–226.Google Scholar
Latham, G. P., Budworth, M., Yanar, B., & Whyte, G. (2008). The influence of a manager’s own performance appraisal on the evaluation of others. International Journal of Selection and Assessment, 16, 220–228.CrossRefGoogle Scholar
Lawler, E. E. (2003). Reward practices and performance management system effectiveness. Organizational Dynamics, 32, 396–404.Google Scholar
Lawler, E. E., & McDermott, M. (2003). Current performance management practices: Examining the varying impacts. World at Work Journal, 12, 49–60.Google Scholar
Lebowitz, S. (2016). After overhauling its performance review system, IBM now uses an app to give and receive real-time feedback. Business Insider, May 20. Retrieved from www.businessinsider.com/ibm-now-uses-the-ace-app-to-give-and-receive-real-time-feedback-2016-5Google Scholar
Lee, G., & Jimenez, B. S. (2011). Does performance management affect job turnover intention in the federal government? American Review of Public Administration, 41, 168–184.Google Scholar
Levy, P. E., Tseng, S. T., Rosen, C. C., & Lueke, S. B. (2017). Performance management: A marriage between practice and science – Just say “I do.” In Buckley, M. R., Wheeler, A. R., & Halbesleben, J. R. B. (Eds.), Research in personnel and human resources management , Vol. 35 (pp. 155–213). Bingley, West Yorkshire, England: Emerald Publishing Limited.Google Scholar
Levy, P. E., & Williams, J. R. (2004). The social context of performance appraisal: A review and framework for the future. Journal of Management, 30, 881–905.Google Scholar
Lievens, F., Conway, J. M., & De Corte, W. (2008). The relative importance of task, citizenship and counterproductive performance to job performance ratings: Do rater source and team-based culture matter? Journal of Occupational and Organizational Psychology, 81, 11–27.Google Scholar
Linderbaum, B. A., & Levy, P. E. (2010). The development and validation of the feedback orientation scale (FOS). Journal of Management, 36, 1372–1405.Google Scholar
London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12, 81–100.Google Scholar
Lyness, K. S., & Heilman, M. E. (2006). When fit is fundamental: Performance evaluations and promotions of upper-level female and male managers. Journal of Applied Psychology, 91, 777–785.Google Scholar
Mamatoglu, N. (2008). Effects on organizational context (culture and climate) from implementing a 360-degree feedback system: The case of Arcelik. European Journal of Work and Organizational Psychology, 17, 426–449.Google Scholar
Medcof, J. W., & Song, L. J. (2013). Exploration, exploitation and human resource management practices in cooperative and entrepreneurial HR configurations. International Journal of Human Resource Management, 24, 2911–2926.Google Scholar
Miller, J. S. (2003). High tech and high performance: Managing appraisal in the information age. Journal of Labor Research, 24, 409–424.Google Scholar
Mok, A., Cheng, C. Y., & Morris, M. W. (2010). Matching versus mismatching cultural norms in performance appraisal: Effects of the cultural setting and bicultural identity integration. International Journal of Cross Cultural Management, 10, 17–35.Google Scholar
Murphy, K. R., & Cleveland, J. N. (1991). Performance appraisal: An organizational perspective. Needham Heights, MA: Allyn & Bacon.Google Scholar
Nadler, D. A., & Tushman, M. L. (1980). A model for diagnosing organizational behavior. Organizational Dynamics, 9(2), 35–51.Google Scholar
Ng, K. Y., Koh, C., Ang, S., Kennedy, J. C., & Chan, K. Y. (2011). Rating leniency and halo in multisource feedback ratings: Testing cultural assumptions of power distance and individualism–collectivism. Journal of Applied Psychology, 96, 1033–1044.Google Scholar
Norris-Watts, C., & Levy, P. E. (2004). The mediating role of affective commitment in the relation of the feedback environment to work outcomes. Journal of Vocational Behavior, 65, 351–365.CrossRefGoogle Scholar
Nurse, L. (2005). Performance appraisal, employee development and organizational justice: Exploring the linkages. International Journal of Human Resource Management, 16, 1176–1194.Google Scholar
Payne, S. C., Horner, M. T., Boswell, W. R., Schroeder, A. N., & Stine-Cheyne, K. J. (2009). Comparison of online and traditional performance appraisal systems. Journal of Managerial Psychology, 24, 526–544.Google Scholar
Payne, S. C., & Mendoza, A. (2017, April). Performance ratings: Does case law reveal more harm than good? Paper presented at the Annual Conference of the Society for Industrial and Organizational Psychology, Orlando, FL.Google Scholar
Peretz, H., & Fried, Y. (2012). National cultures, performance appraisal practices, and organizational absenteeism and turnover: A study across 21 countries. Journal of Applied Psychology, 97, 448–459.Google Scholar
Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior and the quantity and quality of work group performance. Journal of Applied Psychology, 82, 262–270.Google Scholar
Rahman, S. A. (2006). Attitudes of Malaysian teachers toward a performance-appraisal system. Journal of Applied Social Psychology, 36, 3031–3042.Google Scholar
Randall, R., & Sharples, D. (2012). The impact of rater agreeableness and rating context on the evaluation of poor performance. Journal of Occupational and Organizational Psychology, 85, 42–59.Google Scholar
Rego, A., Marques, C., Leal, S., Sousa, F., & Pina e Cunha, M. (2010). Psychological capital and performance of Portuguese civil servants: Exploring neutralizers in the context of an appraisal system. International Journal of Human Resource Management, 21, 1531–1552.Google Scholar
Rodwell, J. J., & Teo, S. T. T. (2008). The influence of strategic HRM and sector on perceived performance in health services organizations. International Journal of Human Resource Management, 19, 1825–1841.Google Scholar
Rosen, M. A., Bedwell, W. L., Wildman, J. L., Fritzsche, B. A., Salas, E., & Burke, C. S. (2011). Managing adaptive performance in teams: Guiding principles and behavioral markers for measurement. Human Resource Management Review, 21, 107–122.Google Scholar
Saffie-Robertson, M. C., & Brutus, S. (2014). The impact of interdependence on performance evaluations: The mediating role of discomfort with performance appraisal. International Journal of Human Resource Management, 25, 459–473.Google Scholar
Schleicher, D. J., Baumann, H. M., Sullivan, D. W., Levy, P. E., Hargrove, D. C., & Barros-Rivera, B. A. (2018). Putting the system into performance management systems: A review and agenda for performance management research. Journal of Management, 44, 2209–2245.Google Scholar
Schleicher, D. J., Bull, R. A., & Green, S. G. (2009). Rater reactions to forced distribution rating systems. Journal of Management, 35, 899–927.Google Scholar
Selvarajan, T. T., & Cloninger, P. A. (2012). Can performance appraisals motivate employees to improve performance? A Mexican study. International Journal of Human Resource Management, 23, 3063–3084.CrossRefGoogle Scholar
Shore, T. H., & Tashchian, A. (2002). Accountability forces in performance appraisal: Effects of self-appraisal information, normative information, and task performance. Journal of Business and Psychology, 17, 261–274.Google Scholar
Shore, T. H., & Tashchian, A. (2007). Effects of feedback accountability and self-rating information on employee appraisals: A replication and extension. Psychological Reports, 100, 1091–1100.Google Scholar
Shrivastava, A., & Purang, P. (2011). Employee perceptions of performance appraisals: A comparative study on Indian banks. International Journal of Human Resource Management, 22, 632–647.Google Scholar
Silva, P., & Tosi, H. L. (2004). Determinants of the anonymity of the CEO evaluation process. Journal of Managerial Issues, 16, 87–102.Google Scholar
Singh, S., Mohamed, A. F., & Darwish, T. (2013). A comparative study of performance appraisals, incentives and rewards practices in domestic and multinational enterprises in the country of Brunei Darussalam. International Journal of Human Resource Management, 24, 3577–3598.Google Scholar
Smither, J. W., London, M., & Reilly, R. R. (2005). Does performance improve following multisource feedback? A theoretical model, meta‐analysis, and review of empirical findings. Personnel Psychology, 58, 33–66.Google Scholar
Steelman, L. A., Levy, P. E., & Snell, A. F. (2004). The feedback environment scale: Construct definition, measurement, and validation. Educational and Psychological Measurement, 64, 165–184.Google Scholar
Taormina, R. J., & Gao, J. H. (2009). Identifying acceptable performance appraisal criteria: An international perspective. Asia Pacific Journal of Human Resources, 47, 102–125.Google Scholar
Tsai, C., & Wang, W. (2013). Exploring the factors associated with employees’ perceived appraisal accuracy: A study of Chinese state-owned enterprises. International Journal of Human Resource Management, 24, 2197–2220.Google Scholar
Tuytens, M., & Devos, G. (2012). Importance of system and leadership in performance appraisal. Personnel Review, 41, 756–776.Google Scholar
Tziner, A., Murphy, K. R., Cleveland, J. N., & Roberts-Thompson, G. P. (2001). Relationships between attitudes toward organizations and performance appraisal systems and rating behavior. International Journal of Selection and Assessment, 9, 226–239.Google Scholar
van der Heijden, B. I. J. M., & Nijhof, A. H. J. (2004). The value of subjectivity: Problems and prospects for 360-degree appraisal systems. The International Journal of Human Resource Management, 15, 493–511.Google Scholar
van der Leeuw, R. M., Overeem, K., Arah, O. A., Heineman, M. J., & Lombarts, K. M. J. M. H. (2013). Frequency and determinants of residents’ narrative feedback on the teaching performance of faculty: Narratives in numbers. Academic Medicine, 88, 1324–1331.Google Scholar
Varma, A., Pichler, S., & Srinivas, E. S. (2005). The role of interpersonal affect in performance appraisal: Evidence from two samples – the US and India. International Journal of Human Resource Management, 16, 2029–2044.Google Scholar
Wang, H., Tseng, J., Yen, Y., Huang, I. (2011). University staff performance evaluation systems, organizational learning, and organizational identification in Taiwan. Social Behavior and Personality, 39, 43–54.Google Scholar
Wegman, L. A., Hoffman, B. J., Carter, N. T., Twenge, J. M., & Guenole, N. (2018). Placing job characteristics in context: Cross-temporal meta-analysis of changes in job characteristics since 1975. Journal of Management, 44, 352–386.Google Scholar
Whiting, S. W., Podsakoff, P. M., & Pierce, J. R. (2008). Effects of task performance, helping, voice, and organizational loyalty on performance appraisal ratings. Journal of Applied Psychology, 93, 125–139.Google Scholar
Williams, M. J. (1997). Performance appraisal is dead. Long live performance management. Harvard Management Update, 2, 1–6.Google Scholar
Woehr, D. J., Sheehan, M. K., & Bennett, W. (2005). Assessing measurement equivalence across rating sources: A multitrait–multirater approach. Journal of Applied Psychology, 90, 592–600.Google Scholar
Youngcourt, S. S., Leiva, P. I., & Jones, R. G. (2007). Perceived purposes of performance appraisal: Correlates of individual- and position-focused purposes on attitudinal outcomes. Human Resource Development Quarterly, 18, 315–343.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×