Performance Appraisals Jeffrey Spence's 2011 article "Conscious rating distortion in performance appraisal: a review, commentary, and proposal framework for research" discusses the relationship between managers and employees and how managers use conscious rating distortion as a means to evaluate individuals that they are in charge of. Performance appraisal is one of the principal topics that the paper relates to as the writer tests several theories with the purpose of determining the

However, as Murphy (2008) notes, these original scores, and the weightings, are given by biased humans who may have another agenda than simply giving the most accurate appraisal possible. In addition, there is also the question about whether a truly accurate (when negative) appraisal is the best course of action due to the possible negative consequences. Management by Objectives (MBO) Sudarsan (2009) surmises that, in the past, researchers have concluded that

performance feedback methods that seek to present employees with an opportunity to receive feedback (with regard to their performance) from not only their supervisors but also from customers, co-workers, and peers. One of the key advantages of this performance appraisal system has got to do with its ability to allow for full participation. It also gives a variety of perspectives with regard to the performance of an individual. It

performance management? Performance management is the company's goals equal the employee's activities and outputs. Defining performance, it specifies which aspects of employee's performance remain relevant to the business through job examination. Job examination or analysis means getting detailed data concerning jobs. Measuring performance involves measuring said aspects through performance evaluation. Performance evaluation is a method for managing performance. After evaluations, employees gain feedback and learn whether their performance has

The company leaders should however provide the training and development opportunities for their teams and make good on that commitment. The aspect of keeping commitments to employees, even when it is costly and hard to do in circumstances including the development of new performance management systems, is a necessary cost of consistency and leadership for higher performance (Castellano, Roehm, 2001). Once Angus and his team have been able to

Leveraging �Green� Human Resource Practices to enable Environmental and Organizational Performance: Evidence from the Qatari Oil and Gas IndustryAbstractAlthough the theoretically important role of green human resource management (HRM), relatively little research has been discovered so far about this role particularly in Oil and Gas industry. We contribute to fill this gap by developing and testing a set of hypotheses to provide a first attempt at analyzing the antecedents and