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An Exploratory Analysis of Line Managers’ Attitudes and Perceptions towards Performance Appraisals
16 references·0 citing·49 second hop
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References

  • 1994Research Design: Qualitative, Quantitative, and Mixed Methods Approaches35,275 cited
  • 2003Research Methods for Business Students17,197 cited
  • 1996The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory.5,875 cited
  • 2006The qualitative research interview4,986 cited
  • 1999The effect of the performance appraisal system on trust for management: A field quasi-experiment.2,250 cited
  • 2004The Social Context of Performance Appraisal: A Review and Framework for the Future765 cited
  • 1998PERFORMANCE EVALUATION IN WORK SETTINGS466 cited
  • 1985Understanding research methods264 cited
  • 2006The Role of Leader-Member Exchange in the Performance Appraisal Process203 cited
  • 2011High commitment performance management: the roles of justice and trust202 cited
  • 1994Rater motivation in the performance appraisal context: A theoretical framework174 cited
  • 2010Rediscovering performance management: systems, learning and integration160 cited
  • 2009Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory159 cited
  • 2010Conscious rating distortion in performance appraisal: A review, commentary, and proposed framework for research103 cited

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  • 2002Effects of procedure and outcome accountability on interview validity.99 cited
  • 2010The Mediating Role of Appraisal Feedback Reactions on the Relationship Between Rater Feedback-Related Behaviors and Ratee Performance86 cited
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