Journal of Business and Psychology

, Volume 3, Issue 2, pp 230–241 | Cite as

The effects of appraisal system redesign on perceptions of and satisfaction with performance appraisal: A quasi-experiment

  • Bruce J. Eberhardt
  • Abdullah Pooyan
Regular Articles


A case study investigation of the effects of a change in a performance appraisal system was described. The nature of a recently implemented appraisal system was briefly outlined. Five hundred forty-seven employees of a 300-bed hospital returned mail questionnaires which asked them to respond to questions about the hospital's performance appraisal system. Two groups of employees were formed on the basis of their experience or lack of experience with the new system. It was found that the employees who had experience with the new system had more favorable perceptions of their supervisors' appraisal behaviors and were more satisfied with the appraisal process.


Social Psychology Social Issue Performance Appraisal Appraisal Process Study Investigation 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Banks, C.G., & Murphy, K.R. (1985). Toward narrowing the research-practice gap in performance appraisal.Personnel Psychology, 38, 335–345.Google Scholar
  2. Bernardin, H.J., & Beatty, R.W. (1984).Performance appraisal: Assessing human behavior at work. Boston: Kent Publishing Company.Google Scholar
  3. Bernardin, H.J., & Villanova, P. (1986). Performance appraisal. In E.A. Locke (Ed.),Generalizing from laboratory to field settings. Lexington, Mass.: D.C. Heath and Company/Lexington Books, 43–62.Google Scholar
  4. Burke, R.J., Weitzel, W., & Weir, T. (1978). Characteristics of effective employee performance review and development interviews: Replication and extension.Personnel Psychology, 31, 903–919.Google Scholar
  5. Campbell, D.T., & Stanley, J.C. (1966).Experimental and quasi-experimental designs for research. Chicago: Rand McNally Publishing Company.Google Scholar
  6. Carroll, S.J., & Schneier, C.E. (1982).Performance appraisal and review systems: The identification, measurement, and development of performance in organizations. Glenview, IL: Scott, Foresman and Company.Google Scholar
  7. Cook, T.D., & Campbell, D.T. (1976). The design and conduct of quasi-experiments and true experiments in field settings. In M.D. Dunnette (Ed),Handbook of industrial and organizational psychology. Chicago: Rand McNally College Publishing Company, 223–326.Google Scholar
  8. DeVries, D.L., Morrison, A.M., Shullman, S.L., & Gerlach, M.L. (1981).Performance appraisal on the line. New York: John Wiley and Sons.Google Scholar
  9. Frankin, H.L., & Streufert, S. (1976). Laboratory experimentation. In M.D. Dunnette (Ed.),Handbook of industrial and organizational psychology. Chicago: Rand McNally College Publishing Company, 415–416.Google Scholar
  10. Goldstein, I.L. (1974).Training: Program development and evaluation. Monterey, CA: Brooks/Cole Publishing Company.Google Scholar
  11. Henderson, R. (1981).Performance appraisal: Theory to practice. Reston, VA: Reston Publishing Company.Google Scholar
  12. Latham, G.P., & Wexley, K.N. (1981).Increasing productivity through performance appraisal. Reading, MA: Addison-Wesley.Google Scholar
  13. Lawler, E.E. (1971).Pay and organizational effectiveness: A psychological view. New York: McGraw-Hill Book Company.Google Scholar
  14. Quinn, R.P., & Staines, G.L. (1979).The 1977 quality of employment survey. Institute for Social Research, University of Michigan, Ann Arbor, Michigan.Google Scholar
  15. Silverman, S.B., & Wexley, K.N. (1984). Reaction of employees to performance appraisal interviews as a function of their participation in rating scale development.Personnel Psychology, 37, 703–710.Google Scholar
  16. Taylor, R.N., & Bowers, D.G. (1972).Survey of organizations: A machine scored standardized instrument. Institute for Social Research, University of Michigan, Ann Arbor, Michigan.Google Scholar

Copyright information

© Human Sciences Press 1988

Authors and Affiliations

  • Bruce J. Eberhardt
    • 1
  • Abdullah Pooyan
    • 1
  1. 1.Management DepartmentUniversity of North DakotaGrand Forks

Personalised recommendations