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

TitleTotal quality management and performance appraisal: An experimental study of process versus results and group versus individual approaches
Authors
Issue Date1999
PublisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www3.interscience.wiley.com/cgi-bin/jabout/4691/ProductInformation.html
Citation
Journal Of Organizational Behavior, 1999, v. 20 n. 4, p. 445-457 How to Cite?
AbstractThis 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.
Persistent Identifierhttp://hdl.handle.net/10722/85936
ISSN
2015 Impact Factor: 2.986
2015 SCImago Journal Rankings: 2.412
References

 

DC FieldValueLanguage
dc.contributor.authorLam, SSKen_HK
dc.contributor.authorSchaubroeck, Jen_HK
dc.date.accessioned2010-09-06T09:10:56Z-
dc.date.available2010-09-06T09:10:56Z-
dc.date.issued1999en_HK
dc.identifier.citationJournal Of Organizational Behavior, 1999, v. 20 n. 4, p. 445-457en_HK
dc.identifier.issn0894-3796en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85936-
dc.description.abstractThis 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.en_HK
dc.languageengen_HK
dc.publisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www3.interscience.wiley.com/cgi-bin/jabout/4691/ProductInformation.htmlen_HK
dc.relation.ispartofJournal of Organizational Behavioren_HK
dc.rightsJournal of Organizational Behavior. Copyright © John Wiley & Sons Ltd.en_HK
dc.titleTotal quality management and performance appraisal: An experimental study of process versus results and group versus individual approachesen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0894-3796&volume=20&issue=4&spage=445&epage=457&date=1999&atitle=Total+quality+management+and+performance+appraisal:+an+experimental+study+of+process+versus+results+and+group+versus+individual+approachesen_HK
dc.identifier.emailLam, SSK: simonlam@hku.hken_HK
dc.identifier.authorityLam, SSK=rp01071en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1002/(SICI)1099-1379(199907)20:4<445::AID-JOB938>3.0.CO;2-J-
dc.identifier.scopuseid_2-s2.0-0033153824en_HK
dc.identifier.hkuros45980en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0033153824&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume20en_HK
dc.identifier.issue4en_HK
dc.identifier.spage445en_HK
dc.identifier.epage457en_HK
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridLam, SSK=35218940100en_HK
dc.identifier.scopusauthoridSchaubroeck, J=7003293292en_HK

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