Yes / Based on a robust analysis of the existing literature on performance appraisal (PA), this paper makes a case for an integrated framework of effectiveness of performance appraisal (EPA). To achieve this, it draws on the expanded view of measurement criteria of EPA, i.e. purposefulness, fairness and accuracy, and identifies their relationships with ratee reactions. The analysis reveals that the expanded view of purposefulness includes more theoretical anchors for the purposes of PA and relates to various aspects of human resource functions, e.g. feedback and goal orientation. The expansion in the PA fairness criterion suggests certain newly established nomological networks, which were ignored in the past, e.g. the relationship between distributive fairness and organization‐referenced outcomes. Further, refinements in PA accuracy reveal a more comprehensive categorization of rating biases. Coherence among measurement criteria has resulted in a ratee reactions‐based integrated framework, which should be useful for both researchers and practitioners.

Yes / This study examines the relationships between performance appraisal (PA) purposes and immediate and ultimate outcomes. Drawing upon expectancy theory and Greenberg's taxonomy, we explore the roles of multiple mediators as sets of person- and organization-referenced ratee reactions and reveal the multiple why-related aspects of the relationships between PA purposes and PA effectiveness. Our research is based on a questionnaire survey of 563 employees from the telecommunications sector of Pakistan. The results of structural equation modeling analysis suggest that individual-focused PA better serves the employee perspective, whereas position- and organization-focused PA better serves the organizational perspective. These findings indicate that inclusion of role definition and strategic purposes in the PA system is likely to render PA more effective and practical. The findings also corroborate that ratee reactions mediate the relationship between PA purposes and PA effectiveness, albeit to varying degrees. Our findings have theoretical and practical implications.

Afin de modéliser correctement les phénomènes liés à l'évaporation, les numériciens souhaitent obtenir des mesures expérimentales fiables, leur permettant d'améliorer leurs modèles. A l'opposé, de nombreux industriels souhaitent pouvoir réaliser des mesures in situ, avec des techniques expérimentales appliquées aux conditions réelles.C'est dans ce cadre que s'est inscrite cette thèse. L'objectif principal, a été de démontrer la faisabilité, et la stabilité, de mesures en réfractométrie d'arc-en-ciel sur des gouttes uniques en écoulement afin d'obtenir le taux d'évaporation de ces gouttes.L'utilisation d'un dispositif dédié habituellement à la PIV a servi à réaliser des acquisitions de couples d'images, séparées par un délai temporel variable. Une méthode très fine de la mesure de variation de diamètre a été introduite, autorisant la mesure du taux d'évaporation instantané d'une goutte en écoulement par le biais du déphasage de la structure de ripple. / In order to model correctly the evaporation phenomenon, numerical simulations needs to work with reliable experimental data, allowing to improve the existing models. On the other side, industrialists needs to realize in situ measurements, with experimental techniques that apply to real conditions. This is the framework of this thesis. The main work has been to prove that measurements with rainbow refractometry on unique droplets in a flow were possible, obtain the evaporation rate from those measurements, and prove their stability.The use of a specific setup, most of the time used in PIV, allowed us to realize acquisitions of couple images with a temporal delay. A very fine method for the measurement of variation of diameter has been introduced, allowing the measurement of instantaneous evaporation rate of unique droplets in a flow, using the ripple structure phase shift.

Leadership development has become a focal area for most organisations today in an attempt to ensure that leaders are able to take them into the future and achieve a competitive advantage. Literature reveals that, among others, one of the most popular initiatives in leadership development includes the use 360-degree feedback. Due to the sensitivity and challenge of giving and receiving 360 degree feedback, it is essential to understand the subjective experience of manager's who have recently undergone the process as well as the factors which influence and are influenced by the process. To achieve this, a grounded theory study was conducted in a large manufacturing organisation. The data was collected through focus group interviews with a voluntary sample of senior managers who had participated in a 360 degree feedback process. The outcomes of the study include a definition of "subjective experience" as well as a substantive theory on the subjective experience of 360-degree feedback as a tool in leadership development. Findings indicate that individual's reactions coupled with the perception of both the accuracy and utility of the process are key contributors which form the essence of "subjective experience". Past experience, present information and context were further identified to be key intervening variables of a manager's subjective experience of 360-degree feedback as a tool in leadership development. A number of limitations within this study are explained and recommendations for future research and organisations are provided. / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)

Leadership development has become a focal area for most organisations today in an attempt to ensure that leaders are able to take them into the future and achieve a competitive advantage. Literature reveals that, among others, one of the most popular initiatives in leadership development includes the use 360-degree feedback. Due to the sensitivity and challenge of giving and receiving 360 degree feedback, it is essential to understand the subjective experience of manager's who have recently undergone the process as well as the factors which influence and are influenced by the process. To achieve this, a grounded theory study was conducted in a large manufacturing organisation. The data was collected through focus group interviews with a voluntary sample of senior managers who had participated in a 360 degree feedback process. The outcomes of the study include a definition of "subjective experience" as well as a substantive theory on the subjective experience of 360-degree feedback as a tool in leadership development. Findings indicate that individual's reactions coupled with the perception of both the accuracy and utility of the process are key contributors which form the essence of "subjective experience". Past experience, present information and context were further identified to be key intervening variables of a manager's subjective experience of 360-degree feedback as a tool in leadership development. A number of limitations within this study are explained and recommendations for future research and organisations are provided. / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)

In the present study, the differential effects of two different feedback-delivery methods (written feedback vs. written plus verbal feedback) were compared on the utility and affective reactions of the feedback providers (i.e., raters) and the recipients (i.e., ratees) toward the feedback process, and also on the job performance of the feedback recipients in a military sample. Using a quasi-experimental design, 77 supervisors (who provided feedback) and 71 subordinates (who received feedback) participated in the study. Results indicated that the feedback-delivery technique was differentially effective on the utility and affective reactions of the supervisors. Both the utility and affective reactions of the supervisors who provided written plus verbal feedback were more favorable than those of the supervisors who provided written-only feedback to their subordinates. However, neither the reactions nor the job performance of the subordinates in the two feedback conditions differed significantly from each other.