The role of performance appraisals in motivating employees

Jurjen Kamphorst and Otto H. Swank

Journal of Economics & Management Strategy, 2018, vol. 27, issue 2, 251-269

Abstract: Workers' rewards and career perspectives often depend on how their supervisors perceive their performance. However, evaluating a worker's performance is often difficult. We develop a model in which a worker is uncertain about his own performance and about his supervisor's ability to assess him. The supervisor gives the worker a performance appraisal aiming to affect both the worker's self‐perception and his own credibility in assessing the performance. We examine how performance appraisals affect the worker's future performance. Our model's predictions are consistent with empirical findings. Supervisors give, on average, “too” positive appraisals, and both positive and negative feedback can (de)motivate workers.

Date: 2018
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
https://doi.org/10.1111/jems.12241

Related works:
Working Paper: The Role of Performance Appraisals in Motivating Employees (2012)
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bla:jemstr:v:27:y:2018:i:2:p:251-269

Ordering information: This journal article can be ordered from
http://www.blackwell ... ref=1058-6407&site=1

Access Statistics for this article

More articles in Journal of Economics & Management Strategy from Wiley Blackwell
Bibliographic data for series maintained by Wiley Content Delivery ().