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Managing the Interpersonal Aspect of Performance Management

Published online by Cambridge University Press:  21 April 2015

Jisoo Ock*
Affiliation:
Department of Psychology, Rice University
Frederick L. Oswald
Affiliation:
Department of Psychology, Rice University
*
Correspondence concerning this article should be addressed to Jisoo Ock, Department of Psychology, Rice University, 6100 Main Street, MS-25, Houston, TX 77005. E-mail: jisoo.ock@gmail.com

Extract

It is safe to assume that an accurate performance appraisal (PA) is an important prerequisite to an effective performance management (PM) system, because with accurate PA information, management, teams, and employees can engage in the process of identifying and developing a wide range of job-relevant knowledge or skills to improve job performance. However, researchers and practitioners alike must continue to push for PA to be something other an administrative ritual; the ideal goal for PA is for it to contribute to a reliable process that can offer practical help to organizational operations, including PM. As Pulakos, Mueller Hanson, Arad, and Moye (2015) have pointed out, supervisors are concerned about demotivating or disengaging employees by providing PA ratings that are too much lower than the highest rating or ranking that is available, so having ratings that are clustered at the high end of the rating scale is quite common across organizations (Bretz, Milkovich, & Read, 1992).

Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2015 

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