Show Less
You do not have access to this content

Improving Performance Appraisal at Work

Evolution and Change

Aharon Tziner and Edna Rabenu

Compiling extensive research findings with real insights from the business world, this must-read book on performance appraisal explores its evolution from the classic appraisal to its current form, and the methodology behind its progression. Looking forward, Aharon Tziner and Edna Rabenu emphasize that well-conducted appraisals combine a mixture of classic and current, and are here to stay.
Show Summary Details
You do not have access to this content

Chapter 13: Beyond performance appraisal: To performance management and firm-level performance

Aharon Tziner and Edna Rabenu

Extract

Having reviewed the various angles of performance appraisal (PA) formats and their potential, as well as trends in the marketplace towards alternatives to classical PA, we now turn to a wider perspective and theoretically anchored approach to the whole notion of performance appraisal systems (PASs) and performance management (PM) techniques that brazenly broadens the scope of discussion concerning the future of performance evaluation in general. The discussion is based on Angelo DeNisi and Caitlin E. Smith’s (2016) ground-breaking treatise, ‘Performance appraisal, performance management, and firm-level performance: A review, a proposed model, and new directions for future research’ (2014). The central question addressed in their paper is: While it is intuitively obvious that aggregates of increased individual performance should translate into improved organizational performance (and teams would appear to present a microcosm of that notion), what, nevertheless, is the real relationship between individual performance improvements that are outcomes of performance appraisals (and other performance management techniques) and what DeNisi and Smith (2014) call firm-level performance? In the paper, the authors argue that the direct links are tenuous and, consequently, they build up a thoroughly substantiated case for a completely new model of performance evaluation that expands the discussion on performance appraisal (rating formats) from the relatively narrow confines of traditional performance appraisal to the wider domain of performance management. The reader is referred to the complete paper for an in-depth coverage. Based on DeNisi and Smith’s admirable odyssey through the literature in search of the genie that links performance appraisal, performance management, and firm-level performance, we are satisfied to recount the key themes in the paper that, inter alia, demonstrate where research can and should be heading.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.