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Problems associated with implementation of an effective upward appraisal feedback process: An experimental field study
Author(s) -
Antonioni David
Publication year - 1995
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.3920060206
Subject(s) - performance appraisal , process (computing) , psychology , critical appraisal , control (management) , process management , field (mathematics) , employee performance appraisal , order (exchange) , applied psychology , computer science , business , management , medicine , alternative medicine , mathematics , nursing , finance , pathology , artificial intelligence , pure mathematics , economics , operating system
This study is intended to help HRD determine what factors may be critical for an effective upward appraisal process. An effective process is one that ensures improvement in managers'supervisory behaviors as a result of upward appraisals. This study specifically investigated the extent to which managers improved their supervisory behaviors as a result of receiving written upward appraisal reports (feedback) and reviewing them with their immediate supervisors. In order to investigate the different parts of the feedback process, ninety‐six managers were randomly assigned to one of four conditions: (1) a written upward appraisal report (feedback) and a performance review, (2) a written upward appraisal report (feedback) only, (3) a performance review only, or (4) a control group. The results do not support the hypothesis that managers who receive feedback with or without a performance review improve their supervisory behaviors more than managers who do not receive feedback. The implementation of the upward appraisal system is targeted as problematic and discussed. Finally, recommendations are made for the design of an effective upward appraisal process.