Hostname: page-component-586b7cd67f-l7hp2 Total loading time: 0 Render date: 2024-11-24T00:00:12.787Z Has data issue: false hasContentIssue false

Accountability Is Key to Effective Performance Appraisal Systems

Published online by Cambridge University Press:  07 January 2015

Robert E. Lewis*
Affiliation:
APTMetrics, Inc.
*
E-mail: [email protected], Address: APTMetrics, Inc., One Thorndal Circle, Darien, CT 06820

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2011 

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

Beer, M. (1980). Organization change and development: A systems view. Santa Monica, CA: Goodyear. Google Scholar
Cummings, T. G., & Worley, C. G. (2001). Essentials of organization development and change. Cincinnati, OH: South-Western. Google Scholar
Daley, D. M., & Lovrich, N. P. (2007). Assessing the performance of supervisors: Lessons for practice and insight into middle management resistance to change. Public Administration Quarterly, 31, 313341. Google Scholar
Harris, M. M., Ipsas, D., & Schmidt, G. F. (2008). Inaccurate performance ratings are a reflection of larger organizational issues. Industrial and Organizational Psychology: Perspectives on Science and Practice, 1, 190193. Google Scholar
Kanter, R. M. (1997). On the frontiers of management. Cambridge, MA: Harvard Business Press. Google Scholar
Mero, N. P., & Motowidlo, S. J. (1995). Effects of rater accountability on the accuracy and the favorability of performance ratings. Journal of Applied Psychology, 80, 517524. Google Scholar
Murphy, K. R., & Cleveland, J. N. (1995). Understanding performance appraisal: Social, organizational, and goal-based perspectives. Thousand Oaks, CA: Sage. Google Scholar
Parker, S. K. (2007). That is my job: How employees' role orientation affects their job performance. Human Relations, 60, 403434. Google Scholar
Pulakos, E. D., & O’Leary, R. S. (2011). Why is performance management broken? Industrial and Organizational Psychology: Perspectives on Science and Practice, 4, 146164.Google Scholar
Tziner, A., Murphy, K. R., & Cleveland, J. (2001). Relationships between attitudes toward organizations and performance appraisal systems and rater behavior. International Journal of Selection and Assessment, 9, 226239. Google Scholar