A model of the appraisal process

Kevin R. Murphy, Angelo DeNisi

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

Abstract

In this chapter, the author shows that analyzing diverse performance appraisal (PA) and performance management systems in terms of the models they present will help to illustrate the commonalities and explain the differences in systems. A number of scholars have proposed models of the PA process, primarily as a means of organizing past research and generating propositions for future research. These models have generated a large amount of research and have generally served the field well in terms of suggesting new ideas for research. The model begins by acknowledging the role of distal factors that operate at the level of the nation or region, but which can influence the appraisal process. Organizations that concentrate on providing stable service in a specialized niche would be likely to appraise things such as customer service and satisfaction, and might even try to hire employees who fit the image of the niche in which the firm competes.

Original languageEnglish
Title of host publicationPerformance Management Systems
Subtitle of host publicationA Global Perspective
PublisherTaylor and Francis
Pages81-94
Number of pages14
ISBN (Electronic)0203885678, 9781135982331
ISBN (Print)0415771773, 9780415771771
DOIs
Publication statusPublished - 1 Jan 2008
Externally publishedYes

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