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This article examines the professional identity and role of human resource managers in fostering and implementing strategies that encourage high workplace performance. Workplace performance affects Australian competitiveness and this is the first detailed empirical analysis of Australian HR managers that combines case studies and survey methods. This research seeks to provide more in-depth knowledge and understanding of HR managers and line managers and how the HR function can contribute to high workplace performance. Overall this research suggests that while the HR function is likely to change in the future, its role is not diminishing in organisational decision-making. In particular, the HR function appears to provide an important function in providing the balance between behaviours and performance. [ABSTRACT FROM AUTHOR]

Much disagreement and confusion has surrounded the nature of the relationship between halo and performance rating accuracy. Traditionally, the relationship has been assumed to be linear ( Cooper, 1981 ), but Fisicaro (1988 ) proposed that the relationship between halo and performance rating accuracy is, instead, curvilinear. Using the halo index suggested by Balzer & Sulsky (1992 ), the results of the present study provided empirical evidence to support Fisicaro's proposal. Future research examining the relationship between halo and accuracy should consider the use of quadratic models, instead of linear ones. For the practitioner, this result implies that low rating dimension intercorrelations (negative halo) may lead to inaccuracy in ratings in much the same way as do high rating dimension intercorrelations (positive halo). [ABSTRACT FROM AUTHOR]

Three experimental studies investigated whether information implying social-sexual behavior (any non-work-related behavior containing a sexual component) by employees would influence judgments of their effectiveness. In managerial and entry-level positions, both male and female employees depicted as engaging in social-sexual behaviors at work were perceived as less effective and less desirable as bosses, compared to identically described managers for whom no social-sexual behavior information was provided. However, these negative evaluations were mitigated when information was provided indicating that these managers were always on-task and effectively using their time at work (Study 3), suggesting that the effectiveness of employees who engage in social-sexual behavior at work is devalued because others believe that these behaviors detract from productive time in the office. [ABSTRACT FROM AUTHOR]

This study uses data collected using a 360°-assessment instrument to investigate the structural equivalence of 360°-assessment ratings, according to rater type, controlling for organizational level. Data from 533 managers and their raters were employed in the study, which used multi-group structural equations modeling. Issues central to the implementation and use of 360°-assessment data are also considered within the context of current research and practice. [ABSTRACT FROM AUTHOR]

The choice of performance rating format may influence employees' fairness perceptions. Participants in two studies, one consisting of 208 participants and the other of 393 participants, evaluated the fairness of common relative and absolute rating formats. The participants in the second study also evaluated the fairness of two rating formats, one absolute and one relative, presented in organizational contexts of varying procedural and distributive justice. Results indicate that not only are absolute formats perceived as more fair than relative formats, but differences in fairness perceptions also occur among relative and absolute formats. Furthermore, it appears that rating format influences procedural justice, especially when outcomes are perceived as fair. Implications for organizations' appraisal practices are discussed. [ABSTRACT FROM AUTHOR]

This study investigates the effects of rater personality (Conscientiousness and Agreeableness), rating format (graphic rating scale vs. behavioral checklist), and the rating social context (face-to-face feedback vs. no face-to-face feedback) on rating elevation of performance ratings. As predicted, raters high on Agreeableness showed more elevated ratings than those low on Agreeableness when they expected to have the face-to-face feedback meeting. Furthermore, rating format moderated the relationship between Agreeableness and rating elevation, such that raters high on Agreeableness provided less elevated ratings when using the behavioral checklist than the graphic rating scale, whereas raters low on Agreeableness showed little difference in elevation across different rating formats. Results also suggest that the interactive effects of rater personality, rating format, and social context may depend on the performance level of the ratee. The implications of these findings will be discussed. [ABSTRACT FROM AUTHOR]

The last decade has witnessed a resurgence of organizational socialization research. However, a critical question has been neglected: Is there a common underlying pattern to organizational socialization? We investigated newcomer learning, job satisfaction and intent to quit as common indicators of socialization, in research with 222 newcomers at two organizations during the crucial post-entry period. The results support a learning-dependent model of newcomer adjustment, with learning in specific domains related to improved attitudinal outcomes. Some aspects of organizational socialization were not uniform across the two organizations, suggesting a need for further development of socialization models and greater accounting for this in organizational socialization research. [ABSTRACT FROM AUTHOR]

The article introduces a special 2004 issue of the periodical "Applied Psychology: An International Review," which aims to present new challenges for research inwork and organizational psychology. The special issue specifically deals with the future. Although the contributors have used theoretical developments and research efforts from the present and the past to explain proposed future directions, the focus lies on new directions. The contributions aim to detect new research trends, point at gaps in existing research, define important topics, show new or necessary research avenues, and specify future research questions. The contributions cover a diverse set of research areas, ranging from topics on the individual level such as personnel selection and workplace learning, to topics on the organizational level, such as performance management and organizational culture.

This study compares the criterion validity of the Big Five personality dimensions when assessed using Five-Factor Model (FFM)-based inventories and non-FFM-based inventories. A large database consisting of American as well as European validity studies was meta-analysed. The results showed that for conscientiousness and emotional stability, the FFM-based inventories had greater criterion validity than the non FFM-based inventories. Conscientiousness showed an operational validity of .28 (N=19,460, 90% CV=.07) for FFM-based inventories and .18 (N=5,874, 90% CV= 2.04) for non-FFM inventories. Emotional stability showed an operational validity of .16 (N=10,786, 90% CV=.04) versus .05 (N=4,541, 90% CV= 2.05) for FFM and non-FFM-based inventories, respectively. No relevant differences emerged for extraversion, openness, and agreeableness. From a practical point of view, these findings suggest that practitioners should use inventories based on the FFM in order to make personnel selection decisions. [ABSTRACT FROM AUTHOR]

This study examined predictors of 150 managers' attitudes toward a 360-degree feedback system and their degree of involvement in on- and off-the-job development activity in response to the feedback, as reported an average of 10 months following receipt of feedback. Three sets of predictors were: (a) feedback ratings from four sources (supervisor, peer, subordinate, self), (b) individual characteristics of the feedback recipients and, (c) perceived characteristics of the feedback recipients' work contexts. Despite adequate statistical power, few relationships were observed between feedback ratings and subsequent involvement in development activities and attitudes toward the feedback system. Three exceptions were a positive relationship between subordinate and peer ratings of managers and managers' attitudes toward the system as well as an interaction between self and peer ratings: the more unique or different peer ratings were compared to self-ratings, the more favourable ratee attitudes toward the system were. Other predictors of these dependent variables were: (I) a work context that includes people who are supportive of skill development (i.e. social support) and, (2) beliefs by feedback recipients that it is not only possible for people to improve their skills (i.e. incremental implicit theory of skill malleability), but also that they themselves are capable of improving and developing (i.e. self-efficacy for development). These results suggest that there are variables which are just as important (or possibly even more important) than differences in feedback level for predicting attitudes toward the feedback system and subsequent involvement in development activity following feedback. Practical implications, limitations, and suggestions for future research are discussed. [ABSTRACT FROM AUTHOR]

Performance appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrating HR activities and business policies. As a result of this, the research on the subject has moved beyond the limited confines of measurement issues and accuracy of performance ratings and has begun to focus more of social and motivational aspects of appraisal. This article identifies and discusses a number of themes and trends that together make up the developing research agenda for this field. It breaks these down in terms of the nature of appraisal and the context in which it operates. The former is considered in terms of contemporary thinking on the content of appraisal (contextual performance, goal orientation and self awareness) and the process of appraisal (appraiser-appraisee interaction, and multi-source feedback). The discussion of the context of appraisal concentrates on cultural differences and the impact of new technology. In reviewing these emerging areas of research, the article seeks to explore some of the implications for appraisal practice at both organizational and individual levels. [ABSTRACT FROM AUTHOR]

This study investigated the extent of convergence among SDy estimates from three different techniques. As reported, the dollar-based (Schmidt, Hunter, McKenzie & Muldrow, 1979) and performance-based (Eaton, Wing & Mitchell, 1985) judgemental estimates were nearly equivalent to the precentage of salary SDy estimate (Hunter, Schmidt & Judiesch, in press). Close inspection revealed that these similarities were, in large part, attributable to the various measures of central tendency adopted by these procedures. [ABSTRACT FROM AUTHOR]

A performance appraisal procedure called rated ranking is described in which alternation rankings are followed by a rating of the individuals ranked within the limits imposed by the initial rank orders. This procedure was used by 21 foremen in evaluating 185 semi-skilled mine and plant employees of a single company. the results of this application were used to investigate the value of the rated ranking procedure including reliability, nature of the distributions, differences between groups and individuals, halo, construct validity and potential bias in the evaluation. the results provide an encouraging picture of ranking procedure when the rated ranking process is incorporated. The approach has demonstrated value for the purpose of validating selection procedures. [ABSTRACT FROM AUTHOR]

Forty-six empirical studies directly investigating the effects of three classes of non-verbal variables (demographic cues, physical appearance, non-verbal behaviours) on performance appraisal were reviewed. In addition, relevant social psychological and communication research in the areas of person perception and impression formation was highlighted. The review indicated that the effects of non-verbal cues on person perception in general. acid performance appraisal in particular, are significant and varied. The review also revealed that (a) the majority of performance appraisal literature has exclusively examined demographic cues, (b) potential interactions among the three classes of non-verbal variables have been generally ignored. and (c) most of the research is non-theoretical. In an attempt to remedy this situation, a conceptual framework within which to examine the impact of non-verbal cues on the performance appraisal process was proposed. [ABSTRACT FROM AUTHOR]

One reason for Annett, et al's technique of hierarchical task analysis not being more widely adopted is that would-be analysts have failed to understand the concept of ‘redescription’. It is argued that the original tabular format proposed for recording such analyses has not facilitated this understanding. For example, the table does not enable easy examination of the redescription of a superordinate operation, nor is there a clear separation between the basic task analysis and hypotheses proposed to ensure operator competence. A revised format is proposed to overcome these objections and is illustrated using a complex planning task. [ABSTRACT FROM AUTHOR]

Studies on the effects of discussing an individual's strengths and weaknesses in job performance during appraisal interviews have come to widely differing conclusions. Some of the possible reasons for this are discussed and taken account of in this investigation of appraisal interviews in a government department. Interviews perceived as containing varying degrees of performance feedback (both positive and negative, positive only, negative only and none at all) were compared on a number of variables indicating the effectiveness of the appraisal. The results indicate that interviews perceived as containing a balanced review of the individual's strengths and weaknesses in performance achieved the greatest positive effect overall, while those containing no feedback whatsoever achieved relatively little. [ABSTRACT FROM AUTHOR]