PSY 255 1nd Edition Lecture 7Outline of Last Lecture I. Performance Appraisal Outline of Current Lecture II. Contemporary Performance Appraisal III. Legal IssuesCurrent LectureContemporary Performance Appraisal (PA) – Organizational “O” Stuf• PA occurs within social, organizational, and legal context• PA criteria– Rater accuracy, rater errors, ratee reactions• Due process model – fairness– Adequate notice– Fair hearing– Judgment based on evidence• Reaction criteria– Important outcomes related to positive reactions– Includes system satisfaction, session satisfaction, perceived utility, perceived accuracy, and fairness• Rater–ratee relationship– Leader-member exchange (LMX)• Supervisors have different relationships with different subordinates• Organizational politicsThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.– Deliberately protecting self-interests when conflicting courses of action are possible– Comfort with politics and self-monitoring important• Trust in PA system– Belief that fair appraisals have and will be made– Contemporary PA – “O” Stuff• Multi-source feedback (360)– Use of ratings by multiple organizational constituents• Popular for developmental purposes, on rise for administrative ones• Consistent with push for participation and empowerment• Similar ratings within groups of raters is desirable, but don’t expect similar ratings across different groups– Assumptions• Overcomes individual rater idiosyncrasies participation = satisfied employees• Multiple raters = multiple (and valuable) viewpoints• Contemporary PA – “O” Stuff– Recommendations• Be clear about PA purpose• Help employees interpret and deal with feedback• Avoid presenting too much info• Train raters (including self-raters)• Outsource some of the process• Participation– Participation in PA process (e.g., self-ratings, time to talk) associated with more positive outcomes• Perceived System Knowledge (PSK)– Knowledge of appraisal system– Related to positive PA reactions and congruence between self and supervisor ratingsLegal Issues in PA• CANNOT discriminate based on…– age, gender, race, ethnicity, religion, disability• Court case example:– Cleverly v. Western Electric (1979)• Cleverly, 45+ yrs old, fired 6 months before being vested despite good PA’s• Replaced by younger ( < 45 yrs old) worker• The company got in big trouble, plus an ADEA violation!!!– Watson v. Fort Worth Bank (1988)• Watson continually passed over for promotions, which were based on subjective supervisor judgments (quasi-interview); no formal criteria• Must validate subjective
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