000			05528aam a2200385 i 4500
001			018753114
003			Uk
005			20211102195713.0
006			m || d |
007			cr |||||||||||
008			180212s2019 cau||||eob |||1 ||eng
015			_aGBC162882 _2bnb
020			_a9781506352893 _qPDF
020			_a1506352898 _qPDF
020			_z9781506352909 _qpaperback
037			_a9781506352893 _bIngram Content Group
040			_aUk _beng _cUk _erda
042			_aukblcatcopy
050			_aHF5549.5 _b.R3 M8624 2019
082	0	0	_a658.3125 _223
100	1		_aMurphy, Kevin R., _d1952- _eauthor.
245	1	0	_aPerformance appraisal and management / _cKevin R. Murphy, University of Limerick, Ireland, Jeanette N. Cleveland, Colorado State University, USA, Madison E. Hanscom, Colorado State University, USA.
260			_aThousand Oaks, California : _bSAGE Publications, Inc., _c2019
300			_axxi, 398 pages ; 24 cm
504			_aIncludes bibliographical references and index.
505	0		_aSection I: Introduction<br />Chapter 1. Performance Appraisal: Research and Practice<br /> Learning Objectives<br /> Performance Appraisal: Historical Development and Present Status<br /> Organization of this Book<br /> Summary<br /> Exercise: Can Organizations Manage Human Resources Without Performance Appraisal?<br />Chapter 2. Performance Management and Performance Appraisal<br /> Learning Objectives<br /> Why Study Performance Appraisal Rather Than Performance Management?<br /> Performance Management<br /> What is the Role of Performance Appraisal in Performance Management?<br /> Summary<br /> Analysis: From Strategy to Performance Goals<br />Chapter 3. Defining a Job Performance<br /> Learning Objectives<br /> Defining Performance<br /> A General Model of Job Performance<br /> Dimensions of Job Performance<br /> Units of Analysis and Methods of Measurement<br /> Summary<br /> Analysis: Values and Validation - How the Definition of Performance Influences Conclusions<br /> Test Validity<br />Section II: The Performance Appraisal Process<br />Chapter 4. Four Key Challenges to Performance Appraisal<br /> Learning Objectives<br /> The Structural Causes of Failure<br /> Summary<br /> Exercise: Maintain a Behavior Diary<br />Chapter 5. 5.Obtaining Information and Evaluating Performance<br /> Learning Objectives<br /> Who Should Evaluate Performance<br /> Cognitive Processes in Performance Evaluation<br /> Liking and Emotion: Affective Influences on Performance Appraisal<br /> Standards for Evaluating Performance<br /> Summary<br /> Exercise: Writing Performance Standards<br />Chapter 6. Rating Scales and Rater Training<br /> Learning Objectives<br /> Rating Scales<br /> Rater Training<br /> Summary<br /> Exercise: Developing Behavior-Based Rating Scales<br />Chapter 7. How Context Influences Performance Appraisal<br /> Learning Objectives<br /> Distal Context<br /> Proximal Context<br /> Summary<br /> Case Study: Why Rank and Yank Failed at Microsoft<br />Chapter 8. How Organizations Use Performance Appraisal<br /> Learning Objectives<br /> What Do We Mean by Purpose?<br /> The Uses of Performance Appraisal<br /> Informal Uses of Performance Appraisal: Downward and Upward Influence<br /> Summary<br /> Case Study: Even Terrorists Get Performance Appraisals – And Act on Them!<br />Section III: Challenges in Implementing and Evaluating Performance Appraisal Systems<br />Chapter 9: Giving and Receiving Feedback<br /> Learning Objectives<br /> The Definition and Purpose of Feedback<br /> Multisource Feedback<br /> Why is Feedback Hard to Give and Receive?<br /> The Effects of Feedback and Reactions to Feedback<br /> Do Employees Want Feedback and Development?<br /> Summary<br /> Exercise: Evaluate Your Company’s Feedback Program<br />Chapter 10. Dealing with Reactions and Attitudes<br /> Learning Objectives<br /> Reactions to Appraisal Systems<br /> Determinants of Reactions to and Attitudes Toward Appraisal Systems<br /> The Death Spiral of Appraisal Systems<br /> Summary<br /> Case Study: Understanding Resistance to Performance Appraisal<br />Chapter 11. Evaluating Performance Ratings<br /> Learning Objectives<br /> Do Raters Agree? The Reliability of Performance Ratings<br /> Reliability of Multisource Ratings<br /> Ratings<br /> Summary<br /> Exercise: Analyze Rating Data<br />Chapter 12. Rater Goals and Rating Distortion<br /> Learning Objectives<br /> Why are Ratings Inflated?<br /> Rater Goals<br /> Analyzing Performance Rating Strategies as a Choice Between Alternatives<br /> Summary<br />Section IV: Improving Performance Appraisal Systems<br />Chapter 13. The Performance Appraisal Debate<br /> Learning Objectives<br /> Getting Rid of Performance Appraisal<br /> Can Appraisal Systems be Saved?<br /> Summary<br /> Case Study: Can This PA System be Saved?<br />Chapter 14. Building Better Performance Appraisal Systems<br /> Learning Objectives<br /> Improving Performance Appraisals<br /> Make Appraisals Easier and Less Risky<br /> Trust: The Essential Currency of Performance Appraisal<br /> Summary<br /> Case Study: Implementing a Performance Appraisal System<br />Appendix A - Rating Scale Formats<br />
650		0	_aEmployees _xRating of.
650		0	_aPerformance standards.
690	7		_aManagement and Business Studies _2blcoll
700	1		_aCleveland, Jeanette, _eauthor.
700	1		_aHanscom, Madison E., _eauthor.
903			_aELD.DS.263722
942			_2lcc _cBK
999			_c413 _d413