Total quality management and performance appraisal: an experimental study of process versus results and group versus individual approaches

This study investigated the effect of a process versus a results focus as well as a group versus individual‐based approach to performance appraisals. Four experimental conditions were investigated, with dependent variables of appraisal satisfaction, perceived accuracy of the performance appraisal, expectations of performance improvement, and actual performance. The results showed that a process focus appraisal had a more positive impact than an exclusively results‐oriented appraisal on ratee appraisal satisfaction, perceived appraisal accuracy, and expectations of performance improvement. Subjects receiving process appraisal feedback also showed a greater improvement in actual performance during a subsequent trial compared to subjects that did not receive process feedback. No differences were found between the group‐ and the individual‐based performance appraisal conditions. Implications of these findings for appraisal processes in general, and total quality initiatives in particular, are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Balancing cognition and emotion: Innovation implementation as a function of cognitive appraisal and emotional reactions toward innovation

Focusing on the role of emotions in understanding employee behavior, the present study identifies employees' emotional reactions toward innovation as a mediating process that explains the effects of institutional environment on collective innovation use in work units. We further employed the appraisal theory of emotion and affective events theory (AET) to conceptualize the relationships between cognitions and emotions involving innovation. This expanded conceptual model was tested using multi‐source data from 1150 employees and managers of 81 branches of a Korean insurance company that were implementing a new practice called Life‐Long Learning. Two contextual factors (management involvement and training for innovation) significantly predicted employees' collective cognitive appraisal of the innovation (perceived usefulness and perceived ease of use). Collective cognitive appraisal in turn predicted employees' positive and negative emotions toward the innovation, which completely mediated the effects of contextual factors and cognitive appraisal on implementation effectiveness (consistent and committed use of the innovation in the branch). This study highlights the critical role of emotions in the context of innovation implementation, and shows the need for greater attention to emotional processes in examining organizational innovations. Copyright © 2010 John Wiley & Sons, Ltd.     

Leader–member exchange and job performance: The effects of taking charge and organizational tenure

We theorized and tested the mechanisms by which leader–member exchange (LMX) quality is associated with job performance. The results obtained using 212 employee–supervisor pairs from eight Chinese companies indicated that LMX quality had an indirect and positive relationship with taking charge via psychological empowerment and had an indirect and positive relationship with job performance via taking charge. In addition, organizational tenure significantly moderated the relationship between taking charge and job performance, such that the positive effect of taking charge on job performance became weaker as organizational tenure increased. Furthermore, organizational tenure significantly moderated the indirect positive relationship between LMX quality and job performance via taking charge; the indirect effect became weaker as organizational tenure increased. These results suggest that organizations should encourage managers to develop high‐quality LMX with their subordinates, which may make them feel more empowered and engage in more taking charge, and result in better job performance. Copyright © 2014 John Wiley & Sons, Ltd.     

Satisfaction with a performance appraisal system and appraisal discussion

Satisfaction with a performance appraisal system and the appraisal discussion was assessed by questionnaires administered to a random sample of managers and employees in a large multinational corporation. Stepwise regression and cross validation analyses were used to identify reliable linear composites for managers (n = 222) and employees (n = 368) on two dependent measures: overall experience with the appraisal system, and quality of the appraisal discussion. The results indicated differences in the aspects of the appraisal process which are related to satisfaction with the appraisal discussion, compared to satisfaction with the overall appraisal system. The results also indicated differences between managers' and employees' opinions regarding the appraisal system. Managers were found to be more satisfied than employees with most aspects of the appraisal system. And, the aspects of the appraisal system which were related to managers' and employees' satisfaction with the appraisal discussion were substantially different.     

Participants' appraisals of process issues and the effects of stress management interventions

It has been argued that traditional quasi‐experimental approaches to evaluation do not adequately measure, or take account of, perceptual processes that could contribute to the effectiveness of organizational‐level interventions. Using longitudinal data with added process measures at time 2 gathered from 11 intervention projects in Denmark, this paper used structural equation modelling (n = 462) to explore the impact of employees' direct appraisals of the intervention itself on intervention outcomes. Perceived influence on the content of interventions was directly linked to voluntary participation in these interventions. Participants' appraisals of the activities within an intervention were found to fully mediate the relationships between exposure to interventions and outcome measures (changes in working conditions, behavioural stress and job satisfaction). The results of the study indicate that employees' appraisal of the intervention itself can play an important role in determining the success or failure of a variety of organizational‐level interventions. Copyright © 2007 John Wiley & Sons, Ltd.     

The influence of subordinate age on managerial actions: An attributional analysis

The present research examined the effects of employee age on managers attributions and actions toward subordinates. The major prediction was that managers attributions would mediate the effects of age on managerial actions. One-hundred and twenty-four undergraduate management students participated in a laboratory experiment in which subordinate age (30 versus 60 years) and performance (high versus low) were manipulated. A laboratory study was conducted so that subordinate credentials and performance levels could be controlled. Analyses indicated that poor performance by older subordinates was attributed more to stable factors than similar performance by younger subordinates. In addition, job simplification was rated as more appropriate and training was recommended as less appropriate for older subordinates. A series of hierarchical regression analyses indicated that the differences in managerial actions were a function of subjects' attributional patterns. Implications of the findings for practice and future research are discussed.     

Self-appraisal and perceptions of the appraisal discussion: A field experiment

Performance evaluation based on self-appraisal has been widely advocated because of its potential for increasing the effectiveness of the performance appraisal discussion. A field experiment was conducted to assess the effects of a formal ’both-rate‘ self appraisal (where both manager and subordinate independently complete appraisals before the discussion) on perceptions of ratee and rater behaviors and outcomes. One hundred fifty-one ratees and 81 raters randomly assigned to self-appraisal and control groups participated in the study. Results indicated that the self-appraisal treatment had no main effects on ratee perceptions of their contributions to the discussion or satisfaction with the appraisal. Self-appraising ratees perceived less influence over the appraisal discussion, and less agreement with their manager's rating than did non-self appraisers. However, informal self-appraisal behavior was significantly and positively correlated with most dependent variables. Results suggest major differences between formal and informal self-appraisal which warrant future research.     

The impact of multiple source feedback on management development: findings from a longitudinal study

Despite the rapid uptake of multi‐source multi‐rater (MSMR) feedback systems by UK organizations, comparatively little research exists describing the actual impact on participant managers, in terms of changes in management competence. Ratings of 104 target managers (by self assessments, bosses‐, first‐ and second‐level subordinates) were investigated within the context of a developmental feedback programme in operation within an organization. The study compared ratings over two administrations (with two years between administrations) to determine: (1) changes in co‐workers' perceptions of their target manager's competence, (2) changes in target managers' development needs over time, (3) factors influencing a target manager's revised self‐assessment and co‐workers ratings, (4) changes in congruence between self and co‐workers ratings and (5) the relationship of feedback to the organization's formal performance appraisal process. Significant increases in managers' competence were perceived by the managers' themselves and by their subordinates, development needs were seen to reduce and self and co‐workers ratings were largely seen to become more congruent. However, polynomial regression analyses revealed co‐workers feedback at Time One was not predictive of targets' self‐assessments at Time Two. The implications of these findings with regard to the utility of MSMR feedback as a tool for management development are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

The use of supervisory practices as leverage to improve safety behavior: a cross-level intervention model

Introduction: The paper presents three intervention studies designed to modify supervisory monitoring and rewarding of subordinates' safety performance. Method: Line supervisors received weekly feedback concerning the frequency of their safety-oriented interactions with subordinates, and used this to self-monitor progress toward designated improvement goals. Managers higher up in the organizational hierarchy received the same information, coupled with synchronous data concerning the frequency of workers' safety behaviors, and highlighting co-variation of supervisory action and workers' behavior. Results: In all the companies involved, supervisory safety-oriented interaction increased significantly, resulting in significant changes in workers' safety behavior and safety climate scores. Continued improvement during the post-intervention period suggests the inclusion of workers' safety behavior as in-role supervisory responsibility. Applied and theoretical implications are discussed.     

Relationships of gender,family responsibility and flexible work hours to organizational commitment and job satisfaction

Psychological contract theory (Rousseau, 1995) suggests that women and those with family responsibilities may negotiate new psychological contracts that include family-responsive benefits such as flexible work hours. Relationships of gender, family responsibility, and flexible work hours to organizational commitment and job satisfaction were examined among 160 matched male and female managers in a cross-organizational study. Results revealed that women who perceived their organizations offered flexible work hours reported higher levels of organizational commitment and job satisfaction than women who did not. Also, flexible work hours were related to higher organizational commitment and job satisfaction for those having family responsibilities. Implications of these results for future research and organizational policy are discussed. © 1997 by John Wiley & Sons, Ltd.     

Evaluation of 360 degree feedback ratings: relationships with each other and with performance and selection predictors

Feedback from 360 degree ratings based on competency principles and used for developmental purposes was investigated for interrelationships among the ratings and for its relationships with performance and selection data. Relationships among: (1) feedback ratings from supervisors, peers, and self; (2) feedback ratings and selection test data; and (3) feedback ratings and performance appraisals on about 2000 employees of a Midwestern insurance company were examined. The 360 ratings by peers and managers were related to performance appraisals. All significant correlations of manager and peer ratings with selection tests were positive, but significant correlations of 360 degree self‐ratings with selection tests were negative. Copyright © 2001 John Wiley & Sons, Ltd.     

A fairer examination of rating scales when used for performance appraisal in a real organizational setting

Fifty-seven managers in an aircraft plant who had received rater training, appraised their subordinates (n = 376) using both a BARS format and a graphic scale. Less leniency and halo effect occurred with the BARS format. In addition, the use of BARS resulted in higher interrater reliability than ratings obtained with the graphic scale. Finally, the overall (global) evaluation derived with the BARS form was significantly less susceptible to leniency effect. A tentative conceptual framework to explain this finding was suggested.     

Inflation of subordinates' performance ratings: main and interactive effects of rater negative affectivity,documentation of work behavior,and appraisal visibility

We hypothesized that raters' tendency to deliberately inflate performance appraisal ratings of subordinates would be associated with rater negative affectivity (NA) and two characteristics of the performance appraisal context: documentation of subordinates' work behaviors and appraisal visibility. We further hypothesized interactions among these variables, such that high‐NA, but not low‐NA raters, would be more likely to inflate ratings under conditions of low documentation and high appraisal visibility. Moreover, we predicted that NA would be associated most strongly with rating inflation when documentation was low and appraisal visibility was high, simultaneously. Results from a sample of 148 supervisors from a variety of organizations supported these hypotheses. We discuss several practical implications of the results and suggest areas for future inquiry. Copyright © 1999 John Wiley & Sons, Ltd.     

Synergism of Ergonomics,Safety, and Quality—A Behavioral Cybernetic Analysis

Abstract

This report extends a control systems or cybernetic model of behavior to the behavior of groups of many individuals—organizations and institutions—operating together with technology as complex sociotechnical (ST) systems. The premise is that the level of quality in performance of a complex ST system is predicated upon the degree to which its organizational design incorporates elements of a closed-loop behavioral control system: control goals and objectives, sensory receptors, sensory feedback, learning and memory, effectors, and sensory feedback control. From a control systems perspective, ergonomics is essential to effective organizational self-regulation. If working conditions are poorly designed, work performance and safety and quality outcomes cannot be closely controlled. Conversely, as shown by field evidence, good design promotes synergism between ergonomics, safety, and quality as a closed-loop consequence of effective employee and organizational self-control of system performance, safety, and quality.     

The role of perceived system knowledge in predicting appraisal reactions,job satisfaction,and organizational commitment

There is a very large research base in Applied Psychology on the importance of affective reactions on organizational functioning. Likewise, performance appraisal has been a heavily researched area within the field. The present field studies attempt to bridge our understanding of these two areas by studying the relationship between performance appraisal process variables and employee affective reactions. In particular, the current studies examine the effects of a relatively new performance appraisal variable, Perceived System Knowledge (Williams and Levy, 1992), on appraisal reactions and job attitudes. In both studies, there was a strong relationship between employees' levels of perceived system knowledge and their appraisal reactions and job attitudes. In Study 1, when controlling for performance rating, PSK was positively related to appraisal reactions, job satisfaction, and organizational commitment. The findings from Study 1 were replicated in the second study which employed a longitudinal design. In addition, Study 2 found a relationship between PSK and fairness perceptions. Implications for these results and suggestions for approaching performance appraisal from an organizational perspective are proposed. © 1998 John Wiley & Sons, Ltd.     

The impact of non‐performance information on ratings of job performance: A policy‐capturing approach

Researchers have suggested that rater motives and the organizational context should be considered as sources of performance appraisal inaccuracies. A review of the performance appraisal literature revealed three primary non‐performance factors that managers consider when rating employee performance: (a) Potential negative consequences of ratings, (b) organizational norms, and (c) the opportunity to advance self‐interests. Using a policy‐capturing methodology, the current study investigated if these three non‐performance factors, as well as individual rater differences (e.g., conscientiousness, agreeableness, and performance appraisal experience), influence performance ratings. A sample of 303 experienced managers rated the performance of a fictitious employee, featured in a series of hypothetical scenarios, in which the above information was manipulated. Using hierarchical linear modeling, the results revealed that each of the three non‐performance related considerations accounted for variance incremental to objective employee performance. Managers' performance appraisal experience also predicted ratings, such that more experience was associated with lower ratings. These results provide support for the view that non‐performance factors can be a substantive component of performance ratings. Copyright © 2009 John Wiley & Sons, Ltd.     

Job satisfaction as mediated by the value congruity of supervisors and their subordinates

This study represents an attempt to individualize values and job satisfaction. Using a specifically designed Value Scale and the J.D.I., a sample of 48 supervisors and 337 subordinates in six production organizations was investigated. It was found that those subordinates who indicate high job satisfaction tend to have value structures more similar to their superiors than do subordinates who evidence lower satisfaction. The implications of this value homogeneity within work groups were advanced and further research suggested.     

A laboratory experiment testing the antecedents of leader cognitions

A laboratory experiment was conducted to test relationships between leadership style, feedback on subordinate performance within the context of either the vision or goals of the organization, and leader cognitions representing a modified version of Wofford and Goodwin's (1994) cognitive processing model of leadership. The results indicated that: (1) positive feedback leads to the access of transformational cognitions, whereas negative feedback leads to the access of transactional cognitions; (2) negative feedback about subordinate performance causes transformational leaders to access transactional cognitions in response to subordinates; (3) the relationship between transformational leadership behavior and transformational cognitions is strengthened when feedback received about subordinates is vision‐related compared to feedback that is goal‐related; and (4) the relationship between transactional leadership behavior and transactional cognitions is strengthened when feedback received is goal‐related compared to feedback that is vision‐related. Limitations and future research directions are discussed. Copyright © 2000 John Wiley & Sons, Ltd.     

Source attribution matters: Mediation and moderation effects in the relationship between work‐to‐family conflict and job satisfaction

On the basis of the source attribution perspective of work–family conflict, this study aims to first test whether threat to the family role mediates the relationship between work‐to‐family conflict and job satisfaction. We then examine boundary conditions of the source attribution perspective by drawing on boundary management and gender role orientation theories to examine whether role segmentation enactment and gender role orientation moderate the relationship between work‐to‐family conflict and job satisfaction. Using a scenario‐based experiment in Study 1, we find that threat to the family role mediates the relationship between work‐to‐family conflict and job satisfaction. This finding provides evidence supporting the appraisal process proposed by the perspective of source attribution. Using survey data collected from 216 Chinese managers and their spouses in Study 2, we find that work‐to‐family conflict has a negative relationship with job satisfaction only among people with high levels of role segmentation between work and home. In addition, for male managers, the negative moderating effect of role segmentation enactment on the relationship between work‐to‐family conflict and job satisfaction is stronger for those with a nontraditional gender role orientation, compared with those with a traditional gender role orientation. Theoretical and managerial implications are discussed.     

A dimensional analysis of supervisor and subordinate attributions of success and failure

Supervisors in five organizations and subordinates in three organizations were asked how important four primary causes of behaviour—motivation, ability, luck and task difficulty—were as causes of subordinate performance. Consistent across all eight samples, organizational members perceived motivation and ability as more important causes of subordinate success than failure. Task difficulty was perceived as a more important determinant of failure than task ease was of success. Luck was the least important cause of both success and failure. Factor analysis revealed that supervisors and subordinates utilized the internal-external locus of causality dimension to explain subordinate success and failure. It was concluded that organizational members rely upon similar causal schemata to explain performance outcomes.