Andrew B. Speer, Andrew P. Tenbrink, Michael G. Schwendeman
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引用次数: 4
Abstract
ABSTRACT The current study investigated the effects of rater motivations on performance appraisals (PA). Despite rater motivations being important to PAs, there is no established and validated scale to measure rater motives. Within this study, a scale was developed to measure five rater motives. This scale, labeled the Performance Appraisal Motivation Scale (PAMS), was then examined for internal structure and validated using data from current managers. PAMS exhibited acceptable internal structure and displayed an expected pattern of relationships with individual difference variables, situational variables, other rater motives, and rating outcomes. Overall, results provide evidence in support of PAMS’ construct validity. The findings also help establish empirical linkages between rater motivations and important variables within the nomological network of rater motivation.
期刊介绍：
Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.
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