The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management. Bringing together contributions from leading international scholars - and with brand new chapters on key emerging topics such as firm ownership, talent management, engagement and big data - the Handbook focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, as well as comprehensively dealing with important emerging interests. The second edition of this Handbook remains an indispensable resource for advanced students and researchers in the field. PART 01: Context of Human Resource Management; PART 02: Fundamentals of Human Resource Management; and PART 03: Contemporary Issues.
Chapter 12: Understanding Performance Appraisal: Supervisory and Employee Perspectives
Job performance is important in both organizational research and practice. The most common method for measuring performance is a supervisory rating which is ‘one of the most important, time-consuming, and unpopular tasks in management’ (Cappelli & Conyon, 2018, p. 88). Performance ratings are part of a performance appraisal. Performance appraisal refers to a formal process in which the performance of an individual is evaluated by the supervisor over a period of time, traditionally one year. The supervisor evaluates the employee along a set of dimensions (e.g. problem-solving, conflict management) and assigns a score to that dimension, which are then summed to generate the employees’ overall ...