東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Social context of the performance ap...

Fay, Christine Clancy.

Linked to FindBook

Google Book

Amazon

博客來

Social context of the performance appraisal process: Exploring individual, organizational, job, and social effects on employee reactions to performance appraisal.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Social context of the performance appraisal process: Exploring individual, organizational, job, and social effects on employee reactions to performance appraisal./
Author:	Fay, Christine Clancy.
Description:	151 p.
Notes:	Source: Dissertation Abstracts International, Volume: 67-09, Section: A, page: 3612.
Contained By:	Dissertation Abstracts International67-09A.
Subject:	Psychology, Social. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3236126
ISBN:	9780542902949

Social context of the performance appraisal process: Exploring individual, organizational, job, and social effects on employee reactions to performance appraisal.
Fay, Christine Clancy.

Social context of the performance appraisal process: Exploring individual, organizational, job, and social effects on employee reactions to performance appraisal. - 151 p.

Source: Dissertation Abstracts International, Volume: 67-09, Section: A, page: 3612.

Thesis (Ph.D.)--University of Connecticut, 2006.

This study explores the relative contributions of individual attributes, organizational and job characteristics, and the social context of the organization in explaining variation in employee reactions to performance appraisal. The performance appraisal process has become a powerful institution within the employment relationship, having significant impact upon employees.

ISBN: 9780542902949Subjects--Topical Terms:

529430
Psychology, Social.

Social context of the performance appraisal process: Exploring individual, organizational, job, and social effects on employee reactions to performance appraisal.
LDR:03164nmm 2200313 4500 001 1834401
005 20071119145641.5
008 130610s2006 eng d
020 $a 9780542902949
035 $a (UMI)AAI3236126
035 $a AAI3236126
040 $a UMI $c UMI
100 1 $a Fay, Christine Clancy. $3 1923056
245 1 0 $a Social context of the performance appraisal process: Exploring individual, organizational, job, and social effects on employee reactions to performance appraisal.
300 $a 151 p.
500 $a Source: Dissertation Abstracts International, Volume: 67-09, Section: A, page: 3612.
500 $a Adviser: Wayne Villemez.
502 $a Thesis (Ph.D.)--University of Connecticut, 2006.
520 $a This study explores the relative contributions of individual attributes, organizational and job characteristics, and the social context of the organization in explaining variation in employee reactions to performance appraisal. The performance appraisal process has become a powerful institution within the employment relationship, having significant impact upon employees.
520 $a Building on Murphy and Cleveland's comprehensive analysis (1995), it addresses the theoretical and empirical gaps in the literature through analysis of performance appraisal alongside social context, organizational structure, job-specific factors, individual differences, dyad similarity, and job-related attitudes. A valuable outcome of the study is the development of five reliable scales, measuring two dimensions of organizational-level social context, two dimensions of job-level social context, and one of the satisfaction dependent variable.
520 $a Results from a survey administered in four nonprofit organizations (N=250) have identified five key independent variables that influence attitudes about performance evaluation, and specifically, how social context operates and where it fits into the equation. Multiple regressions of the data confirm that employees are more satisfied with the appraisal process when they experience a low-control and high-team social context within the organization, high job satisfaction, autonomy in the job, and gender similarity with the supervisor. Team-oriented job-level social context was not directly related to satisfaction with appraisal process but was a strong antecedent to job satisfaction. Employees' satisfaction with their most recent appraisal was directly affected by job satisfaction and control. Major findings include: (1) social context operates uniquely at the organizational and job levels, (2) many dimensions of social context exist and univariate, directional hypotheses do not realistically illustrate its complexity and (3) social context provides the linkage between race, structural characteristics, job satisfaction and appraisal satisfaction and therefore, serves a career-enhancing function.
590 $a School code: 0056.
650 4 $a Psychology, Social. $3 529430
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
690 $a 0451
690 $a 0454
690 $a 0629
710 2 0 $a University of Connecticut. $3 1017435
773 0 $t Dissertation Abstracts International $g 67-09A.
790 1 0 $a Villemez, Wayne, $e advisor
790 $a 0056
791 $a Ph.D.
792 $a 2006
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3236126