Abstract
This study examines the long-standing debate among scholars and practitioners regarding the effectiveness of the performance appraisal (PA) process as a useful tool to manage individual and organizational performance (Glover, 1996; Gruman & Saks, 2011; Kondrasuk, 2012; Light, 2010; Pulakos & O’Leary, 2011; Thomas & Bretz, 1994). To further this discussion, the relationship between employees’ reactions to the PA process and perceptions of engagement in the workplace is examined.
A survey of 466 respondents finds there to be a significant positive relationship between PA reactions and employee engagement. Other significant findings of the study include: 1) high correlations among Keeping and Levy’s (2000) PA reaction first-order factors, 2) a significant correlation between PA ratings and employee engagement, and 3) a significant correlation between PA frequency and employee engagement. The implications of these findings suggest that an organization’s ability to create, implement, and manage its PA process will affect employee engagement and, ultimately,
organizational productivity. Given employees’ tendencies to view the PA process en masse and the complexities of the PA process, it is suggested that a forward-looking developmental process, similar to Gilley and Boughton’s (1996) model, be substituted for the traditional, backward-looking PA process. Finally, limitations of the study are discussed along with ideas for future research.
Date of publication
Spring 4-25-2017
Document Type
Dissertation
Language
english
Persistent identifier
http://hdl.handle.net/10950/558
Committee members
Jerry W. Gilley, Ed.D.; Ann Gilley, Ph.D.; Paul Roberts, Ph.D.; James M. Wilkerson, Ph.D.
Degree
Doctor of Philosophy in Human Resource Development
Recommended Citation
LeVan, Kenneth B., "Examining the Relationships Between Performance Appraisal Reactions and Employee Engagement" (2017). Human Resource Development Theses and Dissertations. Paper 18.
http://hdl.handle.net/10950/558
Included in
Business Administration, Management, and Operations Commons, Performance Management Commons, Training and Development Commons