PERFORMANCE EVALUATION IN WORK SETTINGS

Recent research from 1993 on performance evaluations in work settings is reviewed and integrated with the prior reset and historical bases. Contemporary research reflects several themes: General models of job performance are being developed, the job performance domain is being expanded, research continues to explore the psychometric characteristics of performance ratings, research is developing on potential bias in ratings, rater training is examined, and research continues in terms of efforts to attach utility values to rated performance. We conclude that research is progressing in traditional content areas as well in the exploration of new ground. Researchers are recognizing that job performance is more than just the execution of specific tasks and that it involves a wider array of important organizational activities. There is also an increased optimism regarding the use of supervisory ratings and recognition that such "subjective" appraisal instruments do not automatically translate into rater error or bias.