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Acceptance of peer/upward performance appraisal systems: Role of work context factors and beliefs about managers' development capability
Author(s) -
Maurer Todd J.,
Tarulli Beverly A.
Publication year - 1996
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199622)35:2<217::aid-hrm5>3.0.co;2-0
Subject(s) - performance appraisal , psychology , context (archaeology) , work (physics) , resource (disambiguation) , social psychology , applied psychology , knowledge management , management , computer science , mechanical engineering , paleontology , engineering , economics , biology , computer network
This article provides insight into acceptance of peer/upward feedback systems, and also furnishes some implications for HR practice when implementing these systems. Participants' beliefs that ratees can develop their skills following feedback were positively related to attitudes toward the appraisal system. Perceived context variables such as development resource availability, social support, and time demands were related to these development capability beliefs, and to attitudes. Importance of the appraisal dimensions moderated the influence of the development capability beliefs on attitudes, and also contributed to attitudes. Beliefs that raters had adequate opportunity to observe relevant behavior were also related to attitudes. © 1996 by John Wiley & Sons, Inc.