http://performance-appraisals.org Performance Management and Appraisal Resource Center - Newest Additions en http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10665 http://performance-appraisals.org/appraisal-library/10665.html Abolish performance appraisals?  Certainly, if they don't work! Performance appraisals impede genuine feedback, and there%u2019s no solid evidence that it motivates people or lead to meaningful improvement.  In fact it usually produces distorted and unreliable data about the contribution of employees.  Consequently, the resulting documentation isn%u2019t useful for staffing decisions and often doesn't hold up in court.  Too often, appraisal destroys human spirit and, in the span of a 30-minute meeting, can transform a vibrant, highly committed employee into a demoralized, indifferent wallflower who reads want ads on the weekend. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10663 http://performance-appraisals.org/appraisal-library/10663.html This is a brief account of a presentation on performance appraisals that suggests the process should be replaced by more ongoing interaction between manager and employee. It's interesting because it falls into the trap of one or the other. My recommendation is you make appraisals mesh with the other aspects of performance management. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10647 http://performance-appraisals.org/appraisal-library/10647.html ENGAGEMENT, VIGOR, and MENTAL ABILITY An examination of student engagement, vigor, academic satisfaction, and cognitive ability.-- http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10660 http://performance-appraisals.org/appraisal-library/10660.html The views of HR managers on how the recession has affected employee engagement are at considerable odds with those of managers from other functions http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10659 http://performance-appraisals.org/appraisal-library/10659.html Whether staff are engaged or not depends on a variety of factors, such as age, sex, education, status and ethnicity. So what does HR need to do to keep its talent? asks Peter Crush http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10650 http://performance-appraisals.org/appraisal-library/10650.html Findings %u2013 Results indicate that there is a meaningful difference between job and organization engagements and that perceived organizational support predicts both job and organization engagement; job characteristics predicts job engagement; and procedural justice predicts organization engagement. In addition, job and organization engagement mediated the relationships between the antecedents and job satisfaction, organizational commitment, intentions to quit, and organizational citizenship behavior. Originality/value %u2013 This is the first study to make a distinction between job and organization engagement and to measure a variety of antecedents and consequences of job and organization engagement. As a result, this study addresses concerns about that lack of academic research on employee engagement and speculation that it might just be the latest management fad. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10646 http://performance-appraisals.org/appraisal-library/10646.html (this is just the abstract) The purpose of this article is to respond to the lack of consistency in the academic and practitioner literature regarding the construct of employee engagement and to offer a platform for the research and use of a refined construct called employee work passion. This article analyzes the differences between the concepts of engagement of the two groups of writers and proposes a new definition and framework based on social cognitive theory. Three recommendations are made for human resource development researchers and practitioners who seek to improve both the data and the strategies used in constructing engagement or work passion surveys. Engagement or passion surveys should (a) specifically and convincingly assess the affective components of the appraisal process, (b) differentiate descriptive cognitions and intentions, and (c) separate and corroborate intentions from behaviors. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10645 http://performance-appraisals.org/appraisal-library/10645.html Not really a criticism here, but a sense that we need to look at "healthy" engagement: Gebauer said her firm is starting to explore the concept of "healthy" engagement, where employees give their all while employers focus on their overall well-being, as opposed to unhealthy engagement, where employees risk burnout. The consultancy is even developing an index to measure this phenomenon across its client base, which I've dubbed the "Misery Meter," although I'm sure Towers Perrin will come up with a more marketable moniker. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10648 http://performance-appraisals.org/appraisal-library/10648.html The authors of this article explore the construct of employee engagement, which has received considerable press recently in management literature and practice. Our research explores questions concerning how the construct employee engagement is defined and how it compares and contrasts with other existing, well-validated constructs. We discuss positives and negatives of employee engagement research and the application of the construct to organizational outcomes. Many organizations now measure their employees level of engagement and to attempt to increase those levels of engagement because they believe that doing so will improve productivity, profitability, turnover and safety. We encourage users of the construct to continue research on employee engagement in order for both academics and practitioners to better understand what they are measuring and predicting. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10658 http://performance-appraisals.org/appraisal-library/10658.html wo of the most prestigious models for measuring engagement have been singled out for harsh criticism. Is it justified and what are the alternatives? Peter Crush talks to the main players. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10644 http://performance-appraisals.org/appraisal-library/10644.html Two of the most prestigious models for measuring engagement have been singled out for harsh criticism. Is it justified and what are the alternatives? Peter Crush talks to the main players http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10661 http://performance-appraisals.org/appraisal-library/10661.html Employee engagement is becoming top of mind for CEOs and boards at the nation's largest companies, but just what it is -- and how best to measure it has many HR executives scratching their heads. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10649 http://performance-appraisals.org/appraisal-library/10649.html The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10662 http://performance-appraisals.org/appraisal-library/10662.html What are the strengths and weaknesses/limitations of Employee Engagement Surveys? (Both from a business user and implementation point of view) Discussion board http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10651 http://performance-appraisals.org/appraisal-library/10651.html The present study investigated in a sample of 587 telecom managers whether workaholism, burnout, and work engagement—the supposed antipode of burnout—can be distinguished empirically. These three concepts were measured with existing, validated multi-dimensional questionnaires. Structural equation modeling revealed that a slightly modified version of the hypothesised model that assumed three distinct yet correlated constructs—burnout, engagement, and workaholism—fitted the data best. Multiple regression analyses revealed that these three concepts retained unique hypothesised patterns of ... hours, (2) job characteristics, (3) work outcomes, (4) quality of social relationships, and (5) perceived health, respectively. In sum, our analyses provided converging evidence that workaholism, burnout, and engagement are three different kinds of employee well-being rather than three of a kind. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10652 http://performance-appraisals.org/appraisal-library/10652.html This paper reviews existing literatures on the analysis of performance appraisal (PA) paying special attention to those which try to take into account the “social context” of appraisal systems and processes. The special place of political action within these processes is underlined and the different levels at which politics need to be considered in research are outlined. Research on politics is considered and shown to lack an adequate consideration of the social relations involved in the reciprocal interactions between PA tools and processes and users interpretation and manipulation of them. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10664 http://performance-appraisals.org/appraisal-library/10664.html This is an M.A. thesis done in Malaysia, relating to appraisal in education but it contains a nice review of the literature, generally, on performance appraisals http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10657 http://performance-appraisals.org/appraisal-library/10657.html Twenty-three Title VII court cases were reviewed in order to determine the standards set by the courts in their assessment of performance appraisal systems when used as the basis for promotion decisions. The topics covered were adverse impact determination, the courts' adjudication strategy, and the evidence needed to justify the performance appraisal procedures. Among the major findings was the courts': (1) failure to adhere to the "applicant flow technique" of adverse impact determination, (2) interest in assessing performance appraisal systems regardless of their adverse impact, (3) ignorance regarding acceptable validation procedures, and (4) focus on objectivity in lieu of validity. The discussion offered suggestions to employers for developing a professionally sound and legally defensible appraisal system. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10655 http://performance-appraisals.org/appraisal-library/10655.html Journal excerpt only. Required fee to view whole article: This article draws on relevant research and considers current major issues in framing suggestions for maintaining a performance appraisal system.(2) Collectively the major actions required to maintain a performance appraisal system can be divided into three major categories: controlling the system, monitoring the system and furnishing feedback to those who use the system. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10656 http://performance-appraisals.org/appraisal-library/10656.html Utilizing an organizational justice perspective, this cross-organizational study developed procedural fairness dimensions for the appraisal review session and two contextual domains of the performance appraisal process. The contextual domains were: (a) the structure, policies, and support characterizing the formal appraisal system, and (b) the appraisal-related interactions that occur throughout the year between supervisors and subordinates. In addition, relationships of the three procedural variable sets and their respective individual variables with three fairness (two distributive justice and one global) criteria were assessed. Procedures from the session and system domains were found to be most useful for predicting the fairness criteria. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10653 http://performance-appraisals.org/appraisal-library/10653.html The authors in this paper developed and tested a structural model in which organizational commitment mediates between performance appraisal and organizational citizenship behavior. The main findings are as follows. Firstly, performance appraisal including system and process facets had significant effect on organizational commitment. Secondly, organizational commitment leads to organizational citizenship behavior. Thirdly, organizational commitment plays fully mediating role between performance appraisal system and organizational citizenship behavior, and plays partially mediating role between performance appraisal process and organizational citizenship behavior. http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=10654 http://performance-appraisals.org/appraisal-library/10654.html No description available. First page of journal article can be viewed.