NEW WRINKLES IN THE THEORY OF AGE: DEMOGRAPHY, NORMS, AND PERFORMANCE RATING.

1988 ◽  
Vol 31 (2) ◽  
pp. 309-337 ◽  
Author(s):  
B. S. Lawrence
Keyword(s):  
Performance Rating ◽  
And Performance

Customer and performance rating in QFD using SVM classification

2017 ◽  
Author(s):  
Syarizul Amri Dzulkifli ◽  
Mohd Najib Mohd Salleh ◽  
A. M. Leman
Keyword(s):  
Performance Rating ◽  
Svm Classification ◽  
And Performance

Performance Appraisal Politics in the Public Sector: The Effects of Political Skill and Social Similarity on Performance Rating

2019 ◽  
Vol 49 (2) ◽  
pp. 239-261
Author(s):  
Hyang Won Kwon
Keyword(s):  
Hierarchical Linear Modeling ◽  
Central Government ◽  
Political Skill ◽  
Interactive Effects ◽  
Performance Rating ◽  
Future Research ◽  
Interpersonal Influence ◽  
And Performance ◽  
Skill Dimensions ◽  
The Relationship

This study investigated the main effects of a subordinate’s (ratee) political skill dimensions (social astuteness, apparent sincerity, interpersonal influence, and networking ability) on supervisor (rater) performance rating and further analyzed the interactive effects of social similarity in the subordinate–supervisor dyad on the relationship between political skill dimension and performance rating. To test these relationships, hierarchical linear modeling (HLM) was used on a matched sample of 337 subordinate–supervisor dyads who worked in South Korea’s central government. Findings showed that subordinates with higher social astuteness, interpersonal influence, and networking abilities (but not apparent sincerity) will likely achieve more positive supervisor ratings. More importantly, the relationship between these political skill dimensions and performance ratings is stronger when there is greater social similarity between a subordinate (ratee) and his or her supervisor (rater). The findings’ practical and academic implications and future research directions are discussed.

Automated laboratory load-based testing and performance rating of residential cooling equipment

2021 ◽  
Vol 123 ◽  
pp. 124-137
Author(s):  
Li Cheng ◽  
Parveen Dhillon ◽  
W. Travis Horton ◽  
James E. Braun
Keyword(s):  
Performance Rating ◽  
And Performance

scholarly journals Leervermogen als metacompetentie: ontwikkelbaarheid en loopbaanuitkomsten

2008 ◽  
Vol 21 (4) ◽  
Author(s):  
Nicky Dries ◽  
Tim Vantilborgh ◽  
Roland Pepermans ◽  
Linda Venneman
Keyword(s):  
Work Experience ◽  
Research Question ◽  
Performance Rating ◽  
Career Outcomes ◽  
Learning Agility ◽  
Full Support ◽  
Research Questions ◽  
And Performance ◽  
Effect Of Age ◽  
The Ideal

Learning agility as metacompetency: Developability and career outcomes Learning agility as metacompetency: Developability and career outcomes N. Dries, T. Vantilborgh, R. Pepermans & L. Venneman, Gedrag & Organisatie, volume 21, November 2008, nr. 4, pp. 365-385 The current study let supervisors rate subordinates in terms of learning agility and focused on two research questions: (1) is learning agility developable; and (2) in what way does learning agility manifest itself in the workplace and in the careers of individuals? As regards the first research question, we found no effect of age and work experience on learning agility; we did, however, find effects of career variety and educational level. As for the second research question, we saw our hypotheses largely confirmed. Learning agility was found to be a significant predictor of on-the-job learning and performance rating. As for promotions received however, we did not find full support for the hypothesized relationships with learning agility. Interestingly, the data demonstrated that the career variety of the rated subordinates was rather low, implying that their motivation to actively look for learning experiences outside of certain geographical, organizational and functional boundaries was low, regardless of their learning agility – it thus appears that the ideal type of the flexible, 'boundaryless' career is not yet a common reality.

Working With Social Comparisons in the Appraisal and Management of Performance

2016 ◽  
Vol 9 (2) ◽  
pp. 288-296 ◽  
Author(s):  
R. Blake Jelley
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Success Factors ◽  
Social Comparisons ◽  
Performance Rating ◽  
Business Success ◽  
Company Performance ◽  
Comparison Research ◽  
And Performance ◽  
Organizational Scholarship

Research and practice in performance appraisal and performance management seem to suffer from the same “delusion of absolute performance” that Rosenzweig (2007, p. 112) described with respect to commentators’ evaluations of company performance in a competitive market economy. Commentators on business success factors have tended to speciously neglect or downplay the relative nature of performance (Rosenzweig, 2007). Downplaying the relative nature of performance is apparently the strategy endorsed by most performance appraisal scholars, too. Goffin, Jelley, Powell, and Johnston (2009) estimated that less than 4% of the published performance rating research has involved relative or social-comparative approaches, despite demonstrable advantages for relative over absolute rating formats (discussed below). Similarly, social comparison research and organizational scholarship have not traditionally been closely integrated (Buunk & Gibbons, 2007; Greenberg, Ashton-James, & Ashkanasy, 2007).

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