By na - Not empirical but the wording is more academic, this article explains various kinds of performance appraisal approachs, including objective based, direct indexes, comparative standards and absolute standards. (Added: 5-Aug-2004 Hits: 1098 )

By Steve Bates - Performance management systems have been given their own appraisal by employees, and some of the results are not pretty. After surveying 2,600 U.S. workers, New York-based Mercer Human Resource Consulting found that only one-third of responding workers even had a formal performance appraisal in the previous 12 months and that only 29 percent of employees believe their performance is rewarded when they do a good job. (Added: 11-Feb-2005 Hits: 300 )

By Peter Smith - In its latest attempt to improve performance, the British National Health Service (NHS) has turned to the business models of performance management. A range of managerial instruments has been deployed, signaling national priorities to local managers and seeking to offer the information, incentives, and capacity they need to respond appropriately. The arrangements are intellectually coherent and offer the prospect of major improvements in the quality of British health care. However, implementation is at an early stage, and some key issues have to be addressed. The various performance management instruments have not yet been properly aligned, and greater conceptual clarity in implementation is required. Performance management will not be fully effective unless adequate capacity—in information, leadership, and managerial resources—is made available. (Added: 8-Aug-2005 Hits: 549 )

By Mercer HR - Britain’s productivity gap with other European countries may be due to the failure of companies to effectively manage employee performance, according to the conclusions of a survey by Mercer Human Resource Consulting. (Added: 22-Oct-2004 Hits: 180 )

By M. Audrey Korsgaard - This study examined the role of subordinate voice in creating positive attitudes in the performance appraisal context. Two aspects of voice, instrumental and non-instrumental, were assessed. Both aspects of voice were related to satisfaction with the appraisal, while only non-instrumental voice had an impact on attitudes toward the manager. Implications for procedural justice and performance appraisal are discussed (Added: 11-Feb-2005 Hits: 184 )

By PeopleIQ - 96 percent of employees, mangers and CEOs agree that performance appraisals should differentiate high and low performers. But only 18 percent agree that their current system actually does differentiate high and low performers. That's one of the results of a survey done about performance management and appraisal. See the rest. (Added: 28-Jun-2006 Hits: 339 )

By Charles E. Lance - Few studies on the latent structure of job performance measures have been grounded in a theory of job performance (Waldman & Spangler, 1989) or of performance rating (Landy & Farr, 1980, 1983). The purpose of this study was to contribute to the understanding of the underlying structure of performance rating data in this regard by deriving and testing a structural model of performance rating data based on Wherry's (1952) theory of rating. (Added: 11-Feb-2005 Hits: 174 )