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Performance evaluation in work settings

R D Arvey1, K R Murphy

  • 1Industrial Relations Center, University of Minnesota, Minneapolis 55455, USA. rarvey@csom.umn.edu

Annual Review of Psychology
|March 13, 1998
PubMed
Summary
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This 1993 review integrates past and present research on job performance evaluations. Findings show evolving models, expanded domains, and increased optimism about supervisory ratings, recognizing their value beyond task execution.

Area of Science:

  • Organizational Psychology
  • Human Resources Management

Background:

  • Review of 1993 research on performance evaluations in work settings.
  • Integration with prior historical research bases.

Purpose of the Study:

  • To synthesize contemporary research themes in job performance.
  • To assess the evolution of performance appraisal methodologies.
  • To explore the expanding scope of job performance.

Main Methods:

  • Literature review and synthesis of research published up to 1993.
  • Analysis of key themes in contemporary performance evaluation studies.

Main Results:

  • Development of general models of job performance.
  • Expansion of the job performance domain beyond specific tasks.

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  • Continued exploration of psychometric properties and potential biases in performance ratings.
  • Examination of rater training and utility value of rated performance.

    • Conclusions:

    • Research is progressing in both traditional and novel areas of job performance.
    • Job performance is increasingly recognized as encompassing broader organizational activities.
    • Supervisory ratings are viewed with optimism, acknowledging they do not inherently imply rater error or bias.