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Related Experiment Videos

Why performance appraisals fail.

P J McGuire

    The Personnel Journal
    |August 9, 1980
    PubMed
    Summary
    This summary is machine-generated.

    Performance appraisal systems rely on multiple reviewers, but this redundancy can lead to individuals trying too hard to meet perceived expectations. This study examines the unintended consequences of planned redundancy in performance evaluations.

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    Area of Science:

    • Organizational Behavior
    • Human Resource Management

    Background:

    • Performance appraisal systems are fundamental in organizations.
    • Planned redundancy involving employee, appraiser, and reviewer is a common safeguard.

    Purpose of the Study:

    • To analyze the effectiveness of planned redundancy in performance appraisal.
    • To identify potential drawbacks of multi-party review processes.

    Main Methods:

    • Conceptual analysis based on Dr. McGuire's observations.
    • Examination of the interplay between employee, appraiser, and reviewer roles.

    Main Results:

    • Planned redundancy, intended as a safeguard, can create pressure.
    • Each party may overexert effort to meet perceived needs and expectations.

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    Conclusions:

    • The safeguard of planned redundancy may inadvertently lead to suboptimal performance.
    • Rethinking performance appraisal processes is necessary to mitigate unintended consequences.