Managing to overload? Work overload and performance appraisal processes
AuthorBrown, M; Benson, J
Source TitleGroup and Organization Management
PublisherSAGE PUBLICATIONS INC
AffiliationManagement and Marketing
Document TypeJournal Article
CitationsBrown, M. & Benson, J. (2005). Managing to overload? Work overload and performance appraisal processes. GROUP & ORGANIZATION MANAGEMENT, 30 (1), pp.99-124. https://doi.org/10.1177/1059601104269117.
Access StatusThis item is currently not available from this repository
C1 - Refereed Journal Article
Performance appraisals are traditionally seen as tools that can promote employee productivity. This article examines whether performance appraisals stimulate employee efforts beyond levels that employees regard as manageable, as measured by feelings of work overload. Using data from 2,399 employees, the study finds that participation in setting performance objectives, difficult objectives, and higher performance ratings are associated with increased levels of work overload. Trust in the supervisor was associated with lower levels of work overload. These findings suggest that some of the features associated with a well-designed appraisal system may generate adverse outcomes for employees and, subsequently, for their organizations.
KeywordsBusiness and Management
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