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Article
Publication date: 7 March 2008

Hal J. Whiting, Theresa J.B. Kline and Lorne M. Sulsky

The purpose of this paper is to construct an instrument to assess employee‐perceived performance appraisal congruency and then to use the scale to predict employee attitudes about…

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Abstract

Purpose

The purpose of this paper is to construct an instrument to assess employee‐perceived performance appraisal congruency and then to use the scale to predict employee attitudes about their performance appraisal systems.

Design/methodology/approach

The scale was developed using 28 subject‐matter experts and researcher knowledge of the extant literature. The scale was then completed by a sample of 135 individuals using internet administration.

Findings

Regression analyses showed that performance appraisal congruency predicted overall system satisfaction, perceived usefulness and fairness. Supplementary analyses of the performance appraisal congruency items were conducted so as to refine the original instrument for future research.

Research limitations/implications

Limitations of the study include: the interviews conducted to develop the instrument were conducted in a single organization; the study used an internet sample that was made up of university alumni; all measures were self‐report; and single item measures were used as the criterion variables. The findings support the utility of the use of the P‐E fit model in performance management systems. Future research should assess outcomes that would be of interest to organizations, such as the relationships with performance system satisfaction and employee commitment and turnover.

Practical implications

If employees perceive that the performance appraisal system is congruent with their expectations, then positive outcomes should be expected.

Originality/value

While congruency has been linked to important outcomes such as job satisfaction, organizational commitment, turnover intention, and actual turnover, it has not been used within a performance appraisal framework.

Details

International Journal of Productivity and Performance Management, vol. 57 no. 3
Type: Research Article
ISSN: 1741-0401

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Book part
Publication date: 25 March 2008

Simon Taggar, Lorne Sulsky and Heather MacDonald

This chapter presents a contextual model of human resources management (HRM). The hallmarks of this model are that (1) the most advantageous HRM practices vary conditionally upon…

Abstract

This chapter presents a contextual model of human resources management (HRM). The hallmarks of this model are that (1) the most advantageous HRM practices vary conditionally upon strategic considerations; (2) each organization has multiple substrategies within it, and each substrategy is aligned with a unique bundle of HRM practices; (3) within each organization, three substrategies are associated with three subsystems; and (4) in terms of contributing to sustainable competitive advantage, the innovation subsystem is the most valuable regardless of the organization in question.

Details

Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 25 March 2008

Simon Taggar, Heather MacDonald and Lorne Sulsky

This response addresses the central issues raised by the commentaries on our earlier chapter. The intent here is to clarify issues that may have been insufficiently explicated in…

Abstract

This response addresses the central issues raised by the commentaries on our earlier chapter. The intent here is to clarify issues that may have been insufficiently explicated in our original treaties. These include the distinction between core and other employee groups, the importance of horizontal fit among the human resources management (HRM) practices, and the importance of job analysis principles when considering innovative activities throughout firms.

Details

Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 25 March 2008

Abstract

Details

Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 25 March 2008

Mark D. Agars is an associate professor of psychology at California State University, San Bernardino. He received his Ph.D. from the Pennsylvania State University in industrial…

Abstract

Mark D. Agars is an associate professor of psychology at California State University, San Bernardino. He received his Ph.D. from the Pennsylvania State University in industrial and organizational psychology, where he worked with James L. Farr.

Details

Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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