Distortion factor in performance appraisal

Actively resolves workplace conflicts Supports organizational goals and endeavors Teamwork The degree to which the employee works well in a team setting. These unremarkable facts would not qualify for a cover story in Harvard Business Review by management guru Gary Hamel December

Distortion factor in performance appraisal

Definitions have ranged from general to specific and from quantitative to qualitative. Some researchers have concentrated their efforts on defining job performance in terms of outcomes; others have examined job behaviors; still others have Distortion factor in performance appraisal personal traits such as conscientiousness or leadership orientation as correlates of successful performance.

The more general, qualitative descriptions tend to be used for jobs that are complex and multifaceted like those at managerial levels, while quantitative descriptions are used frequently to describe highly proceduralized jobs for which employee actions can be measured and the resulting outcomes often quantified.

Distortion factor in performance appraisal

The principal purpose of this research has been to enhance employee performance via better selection, placement, and retention decisionsunder the assumption that cumulative individual performance will influence organizational performance.

When considering measures of individual job performance, there is a tendency in the literature to characterize some measures as objective and others as subjective.

We believe this to be a false distinction that may create too much confidence in the former and an unjustified suspicion about the latter. Our discussion in this chapter avoids the artificial distinctions of objective and subjective and instead focuses on the role of human judgment in the performance appraisal process.


Initially, applied psychologists were optimistic about their ability to identify and measure job performance. Job analyses were used as the basis for constructing selection tests, for developing training programs, and for determining the strengths and weaknesses of employees.

However, many of the results were disappointing and, as experience was gained, researchers began to realize that describing the constituent dimensions of a job and understanding its performance requirements was not a straightforward task. Definition, Measurement, and Application.

Evaluating Performance Appraisal and Merit Pay.

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The National Academies Press. Thus, in even the simplest of jobs many elements of "job performance" are not easily isolated or directly observable. It is also clear to social scientists that the definition of what constitutes skill or successful work behavior is contingent and subject to frequent redefinition.

In any appraisal system, the performance factors rated depend on the approach taken to job analysis, i. There is evidence that different expert analysis and different analytic methods will result in different judgments about job skills England and Dunn, Furthermore, the evaluation of job performance is subject to social and organizational influences.

In elucidation of this point, Spenner has identified several theoretical propositions concerning the social definition of skill or of what is considered effective job behavior. For example, scholars in the constructionist school argue that what is defined as skilled behavior is influenced by interested parties, such as managers, unions, and professions.

Ultimately, what constitutes good and poor performance depends on organizational context. The armed forces, for example, place a great deal of importance on performance factors like "military bearing. In order to capture some of this complexity, Landy and Farr propose that descriptions of the performance construct for purposes of appraisal should include job behavior, situational factors that influence or interact with behavior, and job outcomes.

Dimensions of Job Performance Applied psychologists have used job analysis as a primary means for understanding the dimensions of job performance McCormick, There have been a number of approaches to job analysis over the years, including the job element method Clark and Primoff,the critical incident method Flanagan, ; Latham et al.

Air Force task inventory approach Christal,and those methods that rely on structured questionnaires such as the Position Analysis Questionnaire McCormick et al. All of these methods share certain assumptions about good job analysis practices and all are based on a variety of empirical sources of information, including surveys of task performance, systematic observations, interviews with incumbents and their supervisors, review of job-related documentation, and self-report diaries.

The results are usually detailed descriptions of job tasks, personal attributes and behaviors, or both. One of the more traditional methods used to describe job performance is Page 50 Share Cite Suggested Citation: This method involves obtaining reports from qualified observers of exceptionally good and poor behavior used to accomplish critical parts of a job.

The resulting examples of effective and ineffective behavior are used as the basis for developing behaviorally based scales for performance appraisal purposes. Throughout the s and s, Flanagan and his colleagues applied the critical incident technique to the description of several managerial and professional jobs e.

The procedure for developing critical incident measures is systematic and extremely time-consuming. In the case of the military officers, over 3, incident descriptions were collected and analyzed. Descriptions usually include the context, the behaviors judged as effective or ineffective, and possibly some description of the favorable or unfavorable outcomes.

There is general agreement in the literature that the critical incident technique has proven useful in identifying a large range of critical job behaviors. The major reservations of measurement experts concern the omission of important behaviors and lack of precision in working incidents, which interferes with their usefulness as guides for interpreting the degree of effectiveness in job performance.Draft the performance appraisal form and attach supporting documentation.

If possible, ask a colleague to review your draft or ask a member of the human resources staff to read the performance appraisal draft. Review it the next day with a fresh set of eyes.

Distortions in performance appraisals and employee perceptions of fairness in rewards and incentives and career development. Start studying Human Resource Chapter Learn vocabulary, terms, and more with flashcards, games, and other study tools.

Performance appraisal distortion caused by evaluating employees against one's own value system Human Resource Chapter 2. 55 terms. Human Resource Chapter 3.

19 terms. Human Resource Chapter 7. The results of the article suggest that prior to the performance appraisal process managers must receive training regarding possible ulterior motives in the process. Companies must factor in these underlying motives when considering performance appraisal results.

A record of performance appraisal process outcomes. J The third step in the appraisal process. F A performance appraisal method that lists traits and a range of performance for each. H Evaluating an employee’s performance by comparing the employee with other employees.

B Ranking employees’ performance from highest 95%(22). The results of the article suggest that prior to the performance appraisal process managers must receive training regarding possible ulterior motives in the process. Companies must factor in these underlying motives when considering performance appraisal results.

Performance Appraisals and How They Go Wrong