Performance Appraisal and Management

Kevin Murphy holds the Kemmy Chair of Work and Employment Studies, Kemmy Business School, University of Limerick, Ireland.  He earned his PhD in Psychology from Penn State in 1979, has served on the faculties of Rice University, New York University, Penn State and Colorado State University. He is a Fellow of the American Psychological Association, the Society for Industrial and Organizational Psychology and the American Psychological Society, and the recipient of the Society for Industrial and Organizational Psychology’s 2004 Distinguished Scientific Contribution Award.   He has served as President of the Society for Industrial and Organizational Psychology and Editor of Journal of Applied Psychology (1991-2002), and is Editor of Industrial and Organizational Psychology: Perspectives on Science and Practice.  He served as Chair of the Department of Defense Advisory Committee on Military Personnel Testing, and has also served on five National Academy of Sciences committees dealing with problems in the workplace.  He is the author of over one hundred and eighty articles and book chapters, and author or editor of eleven books, in areas ranging from psychometrics and statistical analysis to individual differences, performance assessment, gender, and honesty in the workplace.  Jeanette N. Cleveland is a Professor of Industrial & Organizational Psychology at Colorado State University. She earned her B.S. from Occidental College and M.S. and Ph.D from the Pennsylvania State University. She has held faculty positions at Baruch College, The Pennsylvania State University and has served as an external examiner for University of Limerick, Ireland.  She has served elected Program Chair for the Human Resources and Gender & Diversity in Organizations Divisions, Division Chair for HR and GDO, and prior to this to the Executive committees for these Divisions of the Academy of Management. In addition, she served as chair/co-chair for the HR doctoral & junior faculty consortium, scholarly achievement award, Best paper Award, and the GDO Dissertation award, also for the Academy of Management.  She is an elected Fellow of the Society for Industrial and Organizational Psychology (Division 14) and the American Psychological Association.Her research interests include personal and contextual variables regarding work attitudes and performance decisions, workforce diversity issues including older workers and women, and work and family issues. She has served as consulting editor for Journal of Organizational Behavior and has or is currently serving on the editorial boards of Journal of Applied Psychology, Personnel Psychology, Academy of Management Journal, Journal of Vocational Behavior, Human Resource Management Review, Journal of Management, and International Journal of Management Reviews. She is the Co-Editor for the Applied Psychology Series for Taylor and Francis. Her books include, Understanding performance appraisal: Social, organizational and goal perspectives (with K. Murphy) and Women and men in organizations: Sex and gender issues (with M. Stockdale and K. Murphy, 2000).  Madison E. Hanscom is a doctoral student in the Industrial and Organizational Psychology doctoral program at Colorado State University. In addition to working on her PhD, Madison is a trainee in occupational health psychology through the Mountains and Plains Education and Research Center.  She earned her Bachelor of Science in Psychology from Kennesaw State University in 2014.

• PrefaceAcknowledgmentsAbout the AuthorsSection I: IntroductionChapter 1: Performance Appraisal: Research and PracticeLearning ObjectivesPerformance Appraisal: Historical Development and Present StatusOrganization of this BookSummaryExercise: Can Organizations Manage Human Resources Without Performance Appraisal?Chapter 2: Performance Management and Performance AppraisalLearning ObjectivesWhy Study Performance Appraisal Rather Than Performance Management?Performance ManagementPerformance Appraisal and Performance Management: Similarities and DifferencesHuman Resource Management, Strategic HRM, and Performance ManagementCan Performance Management Be Simplified?Can Performance Be Managed?Challenges in Evaluating Performance ManagementWhat Is the Role of Performance Appraisal in Performance Management?Performance Appraisal, Performance Management, and Integrated HR InterventionsSummaryAnalysis: From Strategy to Performance GoalsChapter 3: Defining Job PerformanceLearning ObjectivesDefining PerformanceA General Model of Job PerformanceThe Distribution of Job PerformanceDimensions of Job PerformanceUnits of Analysis and Methods of MeasurementObjective Versus Subjective Measures of PerformanceSummaryAnalysis: Values and Validation—How the Definition of Performance Influences Conclusions Test ValiditySection II: The Performance Appraisal ProcessChapter 4: The Four Key Challenges to Performance AppraisalLearning ObjectivesThe Structural Causes of FailureSummaryExercise: Maintain a Behavior DiaryChapter 5: Obtaining Information and Evaluating PerformanceLearning ObjectivesWho Should Evaluate PerformanceCognitive Processes in Performance EvaluationLiking and Emotion: Affective Influences on Performance AppraisalStandards for Evaluating PerformanceSummaryExercise: Writing Performance StandardsChapter 6: Rating Scales and Rater TrainingLearning ObjectivesRating ScalesRanking as an Alternative to RatingRater TrainingSummaryExercise: Developing Behavior-Based Rating ScalesChapter 7: How Context Influences Performance AppraisalLearning ObjectivesThe Emergence of Context-Oriented ResearchDistal ContextProximal ContextSummaryCase Study: Why Rank and Yank Failed at MicrosoftChapter 8: How Organizations Use Performance AppraisalLearning ObjectivesThe Purpose of Performance AppraisalThe Uses of Performance AppraisalInformal Uses of Performance Appraisal: Downward and Upward InfluenceSummaryCase Study: Even Terrorists Get Performance Appraisals—And Act on Them!Section III: Challenges in Implementing and Evaluating Performance Appraisal SystemsChapter 9: Giving and Receiving FeedbackLearning ObjectivesThe Definition and Purpose of FeedbackMultisource FeedbackWhy is Feedback Hard to Give and Receive?Culture, Climate, and FeedbackThe Effects of Feedback and Reactions to FeedbackDo Employees Want Feedback and Development?SummaryExercise: Evaluate Your Company’s Feedback ProgramChapter 10: Dealing with Reactions and AttitudesLearning ObjectivesReactions to Appraisal SystemsHow Reactions Affect Performance Appraisal Processes and OutcomesDeterminants and Effects of Reactions to Appraisal SystemsThe Death Spiral of Appraisal SystemsSummaryCase Study: Understanding Resistance to Performance AppraisalChapter 11: Evaluating Performance RatingsLearning ObjectivesDo Raters Agree? The Reliability of Performance RatingsRater Error MeasuresRating AccuracyConstruct Validity of Performance RatingsConclusions About the Reliability, Validity, and Accuracy of Performance RatingsSummaryExercise: Analyze Rating DataChapter 12: Rater Goals and Rating DistortionLearning ObjectivesWhy are Ratings Inflated?Whose Goals?Rater GoalsAnalyzing Performance Rating Strategies as a Choice Between AlternativesSummaryExercise: Build a Goal Assessment ToolSection IV: Improving Performance Appraisal SystemsChapter 13: The Performance Appraisal DebateLearning ObjectivesGetting Rid of Performance Appraisal?We Can’t Get Rid of Performance AppraisalCan Appraisal Systems be Saved?SummaryCase Study: Can This Performance Appraisal System Be Saved?Chapter 14: Building Better Performance Appraisal SystemsLearning ObjectivesImproving Performance AppraisalsMake Appraisals Easier and Less RiskyTrust: The Essential Currency of Performance AppraisalThe Ethical Practice of Performance AppraisalSummaryCase Study: Implementing a Performance Appraisal SystemAppendix A: Rating Scale FormatsReferencesIndex

"[This is] a practical, cutting-edge, research-based textbook that bases its conclusions and recommendations on the state-of-the-art science for explaining why performance appraisals fail and how they can be designed for implementing a more successful and sustainable performance appraisal system in organizations. A must-read for students and practitioners alike!"