Annotated Bibliography Jannie Tolliver Psych 700 February 13

Annotated Bibliographyjannie Tolliverpsych700february 13 2014profess

Annotated Bibliography Jannie Tolliver PSYCH/700 February 13, 2014 Professor: Alfred Van Cleave Jr., Ph.D. Updated References Ahmed, A., Hussain, I., Ahmed, S. & Akbar, M. F. (2010). Performance appraisals impact on attitudinal outcomes and organizational performance. International Journal of Business and Management, 5(10), 62-68.

Retrieved from Boachie, Mensah, F., & Seidu, P. A. (2012). Employees' perception of performance appraisal system: A case study. International Journal of Business and Management, 7(2), 73-88. Retrieved from Bunk, J. A., & Magley, V. J. (2013). The role of appraisals and emotions in understanding experience of workplace incivility. Journal of Occupational Health Psychology, 18(1), 87-105. doi: Prouse, P., & Prouse, J. (2009). The dilemma of performance appraisal. Measuring Business Excellence, 13(4), 69-77, doi: Service, R. W., & Loudon, D. L., PhD. (2010). The "Is" Versus the "Should Be" of performance appraisals: Don't Confuse them! Business Renaissance Quarterly, 5(3). 63-84. Retrieved from Swiercz, P. M., Bryan, N. B., Eagle, B. W., Bizzotto, V., & Renn, R. W. (2012). Predicting employee attitudes and performance from perceptions of performance appraisal fairness. Business Renaissance Quarterly, 7(1), 25-46 Retrieved from Zheng, W., Zhang, M., & Li, H. (2012). Performance appraisal process and organizational citizenship behavior. Journal of Managerial Psychology, 27(7). doi:

Paper For Above instruction

Performance appraisal systems are integral components of organizational management strategies aimed at enhancing employee performance, ensuring fairness, and fostering organizational growth. Over the years, a multitude of scholarly research has examined the impact, perception, and effectiveness of these systems within diverse organizational contexts. This paper critically analyzes selected literature to explore how performance appraisals influence attitudinal outcomes, organizational performance, workplace civility, and organizational citizenship behavior, ultimately underscoring the importance of fair and effective appraisal processes in contemporary workplaces.

Ahmed et al. (2010) conducted an empirical study examining the impact of performance appraisals on attitudinal outcomes and organizational performance. Their research highlights that effective appraisal systems can significantly improve employee motivation, job satisfaction, and commitment, which, in turn, enhance organizational productivity. The study emphasizes the importance of transparent and participative appraisal processes that align individual goals with organizational objectives. Such findings suggest that organizations investing in fair and constructive appraisal systems tend to experience better employee attitudes and improved overall performance.

Similarly, Boachie, Mensah, and Seidu (2012) focused on employees' perceptions of performance appraisal systems. Their case study revealed that employees' perceptions of fairness and transparency in appraisal processes directly influence their motivation and commitment levels. When employees perceive appraisal systems as unbiased and based on clear criteria, they are more likely to accept feedback and strive for improved performance. Conversely, perceptions of unfairness can breed dissatisfaction, reduced motivation, and resistance to organizational change. These insights underscore the critical role of perception in shaping attitudes toward performance management systems.

Bunk and Magley (2013) explored the emotional and social dimensions of workplace interactions, specifically the role of appraisals and emotions in understanding experiences of workplace incivility. Their findings indicate that negative appraisal experiences or unfair evaluations can evoke feelings of resentment and incivility among employees. Conversely, positive and fair appraisals foster a respectful and civil work environment. This research highlights that emotional responses to appraisal outcomes can influence workplace civility and overall organizational climate, emphasizing the need for managers to approach performance evaluations with sensitivity and fairness.

Prouse and Prouse (2009) address the inherent dilemmas associated with performance appraisals. Their critique discusses the challenges of designing appraisal systems that accurately measure performance without bias while also motivating employees. The authors suggest that traditional appraisal methods are often criticized for subjectivity and lack of developmental focus. They propose that organizations should adopt more holistic and formative appraisal approaches that emphasize continuous feedback and employee development rather than solely relying on annual ratings. This perspective encourages organizations to refine their performance management practices to better serve both organizational and employee needs.

Service and Loudon (2010) differentiate between the "Is" and the "Should Be" of performance appraisals, highlighting the common discrepancy between current practices and ideal standards. They argue that organizations often confuse or conflate these aspects, leading to ineffective appraisal systems. Their research advocates for aligning actual appraisal practices with the strategic goals of performance management, promoting clarity, consistency, and fairness. Implementing such alignment can improve the perceived legitimacy of appraisal processes and increase employee acceptance and engagement.

Swiercz et al. (2012) investigated how perceptions of fairness in performance appraisals influence employee attitudes and performance outcomes. Their findings demonstrate that perceived fairness significantly correlates with higher job satisfaction, organizational commitment, and performance. Fairness perceptions include aspects such as consistency, transparency, and bias-free evaluations. The study underscores the importance of designing appraisal systems that are perceived as fair by employees to enhance their motivation, loyalty, and performance outcomes.

Finally, Zheng, Zhang, and Li (2012) explored the relationship between the performance appraisal process and organizational citizenship behavior (OCB). Their research shows that structured and fair appraisal processes positively influence employees' willingness to engage in discretionary behaviors that benefit the organization. This connection suggests that effective appraisal systems not only assess performance but also foster a culture of proactive and cooperative behavior, contributing to overall organizational effectiveness.

In conclusion, the reviewed literature consistently emphasizes that performance appraisal systems play a crucial role in shaping employee attitudes, motivation, civility, and discretionary behaviors. The effectiveness of these systems hinges on their fairness, transparency, and alignment with organizational goals. Organizations seeking to optimize their performance management strategies should prioritize developing appraisal processes that are perceived as equitable and developmental, thereby fostering a positive organizational climate and enhancing overall performance.

References

• Ahmed, A., Hussain, I., Ahmed, S., & Akbar, M. F. (2010). Performance appraisals impact on attitudinal outcomes and organizational performance. International Journal of Business and Management, 5(10), 62-68.
• Boachie, F., Mensah, P., & Seidu, P. A. (2012). Employees' perception of performance appraisal system: A case study. International Journal of Business and Management, 7(2), 73-88.
• Bunk, J. A., & Magley, V. J. (2013). The role of appraisals and emotions in understanding experience of workplace incivility. Journal of Occupational Health Psychology, 18(1), 87-105. doi:10.1037/a0031844
• Prouse, P., & Prouse, J. (2009). The dilemma of performance appraisal. Measuring Business Excellence, 13(4), 69-77. doi:10.1108/13683040910993042
• Service, R. W., & Loudon, D. L. (2010). The "Is" Versus the "Should Be" of performance appraisals: Don't Confuse them! Business Renaissance Quarterly, 5(3), 63-84.
• Swiercz, P. M., Bryan, N. B., Eagle, B. W., Bizzotto, V., & Renn, R. W. (2012). Predicting employee attitudes and performance from perceptions of performance appraisal fairness. Business Renaissance Quarterly, 7(1), 25-46.
• Zheng, W., Zhang, M., & Li, H. (2012). Performance appraisal process and organizational citizenship behavior. Journal of Managerial Psychology, 27(7). doi:10.1108/JMP-07-2011-0022