This research extends the work of Donlin (1990), which found that individuals are biased toward recalling negative feedback. Two self-motive theories, self-enhancement theory Jones & Gerard,1973), and Competence motivation theory (White, 1959) were tested in an attempt to determine which of these two theories could best account for the Donlin findings. Self-enhancement theory predicts that individuals want to see themselves in the best possible light, and will therefore, recall positive information about themselves. Donlin argued self-enhancing subjects may attempt to discount the validity of negative feedback in order to facilitate the maintenance of a positive self-image, which leads to deeper processing of negative information. Competence motivation theory predicts that people are selfmotivated to master their environment, and will recall information that helps to attain this goal. It was hypothesized that if recall of performance appraisal feedback was tested in both an immediate and a delayed recall condition, at time one, both theories would predict superior recall of negative information. At time two, competence motivation theory would predict superior recall of negative information, self-enhancement theory, however, would predict superior recall of positive information because negative information should have been successfully discounted. The results do not support the findings of the Donlin study, and indicate a surprising trend. Subjects seem to recall information consistent with their self-image after a time delay. Subjects low in self-reported expectancy for success on the performance tasks recalled more negative information, and subjects high in self-reported expectancy for success on the performance tasks recalled more positive information. These findings provide support for another self-motive theory, self-consistency theory (Ross, Lepper, & Hubbard, 1975). Possible explanations for these unexpected findings and its implications for the performance appraisal process are discussed. / Master of Science

This research attempts to identify factors which may influence instrumentality beliefs in a merit pay environment. Specifically, the purpose was to investigate the relationship of: (1) of perceived performance appraisal accuracy, merit increase satisfaction, trust in top management, and trust in supervisor to instrumentality beliefs, (2) of performance appraisals, deviations between self and supervisor ratings of performance, and trust in supervisor to perceived performance appraisal accuracy, and (3) merit pay increases and perceived relative size of merit pay increase to merit increase satisfaction. The research site for this study was a large transit authority on the West Coast. Results of this study of 1,260 managerial, professional, and clerical employees suggest that individuals are more likely to believe that pay is tied to performance if they are satisfied with their merit pay increase and they trust top management. Findings also suggest that for individuals who receive a lower than expected performance appraisal, higher levels of perceived performance appraisal accuracy are likely to be associated with stronger beliefs that pay is tied to performance. Findings further suggest that individuals are more likely to perceive their performance appraisal to be accurate if the supervisor rating of performance is consistent with their self-rating of performance and they trust their supervisor. Also, the higher the performance appraisal, the more likely an individual is to perceive it to be accurate. Finally, individuals are more likely to be satisfied with their merit pay increase if they perceive it to be large relative to the average pay increase. In addition, the larger the merit pay increase, the more likely an individual is to be satisfied with it. Study findings in total suggest that a large number of employees are likely to believe that pay is not tied to performance. To the extent successful merit pay programs require strong beliefs that pay is tied to performance, findings cast doubt about the ability of merit pay to elicit improved job performance. Implications for compensation practice are discussed and suggestions for future research are presented. / Ph. D.

Recent work in performance appraisal has focused on the cognitive operations involved in a rating task, but has neglected the influence of affect. The purpose of the present study was to examine the process by which affect influences evaluations and to examine the impact of affeet on outcome variables. A categorization-based model of the rating process was developed that included the influence of affect. According to the model, affect was postulated to influence the categorization process at the superordinate level. The model also postulated that the classification would then influence the processing of subsequent information. To test predictions derived from the model, the present study simulated a work situation. Subjects were required to learn materials, train confederates, and then observe and evaluate confederate's videotaped performance. The impact of affect and item type was examined on process measures and the impact of affect and performance was examined on outcome measures. The results showed that affect biased leader evaluations in the form of leniency and severity. Signal detection analysis indicated that response bias may have been the cognitive mechanism underlying this effect. Leaders attributed non-performed behaviors to confederates in a category consistent manner. Path analysis showed that affect has direct and indirect effects on performance evaluations. The theoretical and applied considerations of the study's findings are discussed and future research directions are highlighted. / Ph. D.

This thesis proposed to improve an existing performance measurement methodology called the "General Measurement Methodology (GMM)." The GMM as well as its variations have been used in organizations to design a measurement effort to support performance improvement. It has evolved over a number of years and is currently being researched at the International Productivity Center (IPC). In order to attain its objective, this research adopted a case study approach supported by data from the literature as well as an expert panel. Three cases were considered to collect data on performance measurement system design and implementation. Two of these organizations (IPC and Acme Manufacturing Company) have used the GMM to set up performance measurement systems. The third case study (Golden State Power and Light {GSP&L}) was selected to lend another perspective to measurement system design since it used another approach or methodology. Site visits were made to each case study and data was collected primarily using the unstructured interview. The literature contributed more perspectives on how organizations measure performance. Responses from an expert panel of fourteen people enhanced the data base even further. Data from each of the above sources have been collected and processed. As explained in Chapter 6, the research design adopted had to be altered toward the end since the development and validation of the improved GMM was difficult. The strength and advantages of the improved version could not be completely verified. However, the conclusions of this thesis include a comprehensive description of the knowledge, wisdom and insight gained about measurement. A roadmap (based on the information acquired) toward effective measurement system design, development and implementation has also been presented. / Master of Science

This research addresses the dual aims of selection research: the understanding and prediction of job performance. Two areas of research regarding criterion construct validity are examined and a research model is developed in an attempt to integrate this literature. This research model formalizes suggestions made by James (1973) and sets forth different levels, referents, and methods for criterion validation. A series of hypotheses regarding the interrelationships among alternative job performance measures and the relationships between criteria and predictors are presented. A longitudinal study was conducted to test this Job Performance Model in a field setting. Five measures of job performance and six ability tests for performance prediction were examined for sewing machine operators in a garment manufacturing plant. Data analyses indicated: High convergent validity among multiple methods of job performance measurement when the level of specificity was matched; Low to insignificant predictability of the alternative job performance criteria; and Differential prediction of job performance, depending on the method and referent for performance evaluation. lt was concluded that measurement characteristics of job performance criteria represent boundary conditions for subsequent prediction. The model presented here has merit for addressing the interrelationships among multiple performance criteria as well as the relationships between criteria and performance predictors. / Ph. D. / incomplete_metadata

The order of interview questions during the interview may influence candidate ratings, giving an unfair advantage to some candidates. This study was done to test the effect of the interviewer's need for cogniton, the desire to use cognitive energy, on primacy and recency effects during the employment interview. A transcript of competency-based behavior description interivew questions was given to nearly 300 participants. Evidence was found for recency effects only, and no significant differences were found that could be attributed to the interviewer's need for cognition.

M. Tech. Business Administration / The Department of Water Affairs has implemented the Performance Management and Development System for more than ten years, but every year the Department of Water Affairs Human Resources department has been dealing with various complaints from both supervisors and supervisees which signals some level of dissatisfaction with the system. The difficulty of measuring performance and the involvement of subjective human judgment makes the design of performance management systems challenging. This study was undertaken as an attempt to ascertain the employee perceptions of the procedural, distributive, and interactional fairness of performance assessments in implementing the Performance Management and Development System within the Department of Water Affairs.

M. Tech. Business Administration / Over the past few years, there has been increasing evidence in the literature on performance management of the importance of performance management (PM) as a tool to increase desired employee outcomes. The South African public service is facing significant challenges on several fronts in sustaining its human resource management so that it will be instrumental in providing quality service delivery to all public stakeholders in the 21st century. The continued success of any public institution in the service industry depends on its employees' contribution and commitment. This means that human resources are a vital resource that contributes to a public institution's effectiveness. In order to improve service delivery in the public sector, performance management was introduced as a means of improving employee outcomes in the Water Trading Entity (WTE). The purpose of this study was to investigate how the current performance management practices within the WTE (e.g., providing employees with feedback on strengths and weaknesses; development needs; resources needed by employees; as well as opportunities for monitoring) are related to the achievement of specific desired performance outcomes. The research was undertaken in the WTE that operates within the Department of Water Affairs.

M. Tech. Labour Relations Management

Thesis (MComm)--Stellenbosch University, 2012. / As a means to measure job performance, performance appraisal plays a central role in effective individual and organisational management (Behn, 2003). Sound performance management and performance measurement are fundamental to a productive workplace and critical for a high-performing organisation (Jordan, 2002). Performance appraisal research has shifted its emphasis from psychometric issues to the examination of rater cognitive processes and the social and contextual variables which affect performance evaluation. Since raters are important factors in successful performance measurement, one line of research has investigated the effect of similarity, between rater and ratee, on subsequent performance ratings. These studies have mostly relied on similarity measures based on physical similarity characteristics, such as demographic variables. The inconclusive nature of these studies’ findings suggests that the complexity of interpersonal similarity and its effect on ratings has most likely been oversimplified. In the social-cognition literature, substantial evidence exists that rater-ratee acquaintance shifts the focus of similarity judgment to “deeper”, sometimes unobservable, characteristics, like values, motives and attitudes. This research study investigates whether rater-ratee similarity in Big Five personality traits unduly influences task-orientated performance ratings. Self-report personality data (IPIP; Goldberg, 2006) were collected from university lecturers and their students (N = 152). Actual lecturer task performance assessment data (end-of-semester student feedback ratings) were gathered concurrently. Data were analysed through polynomial regression analysis and response surface methodology. Results indicated that ratee (i.e., lecturer) extraversion (r = .357), conscientiousness (r = .413) and openness (r = .178) had significant main effects on average performance ratings. Also, rater-ratee personality similarity in extraversion (p < .001), neuroticism (p < .01) and openness (p < .001) had a significant effect on performance ratings, with the effects of agreeableness and conscientiousness also approaching significance. The present study further extends earlier research by using task performance ratings as criterion measures — as opposed to earlier studies that used contextual performance ratings — and also used “upward” ratings of seniors, instead of peer- or ‘downward’ ratings of performance, as was done in earlier studies of personality similarity effects. The results suggest that (a) earlier conclusions that personality similarity does not affect performance ratings seem to be premature, (b) more research is needed to investigate why personality similarity affects ratings and last, (c) we do not yet understand the boundary conditions that affect this phenomenon.