th the validity of personnel performance evaluations and the motivation to perform value of such evaluations. Higher levels of managerial training and education are associated with higher levels of both validity and motivation to perform value. Performance evaluation instrumentation design does affect both the validity of personnel performance evaluations and the motivation to perform value of such evaluations. Results oriented designs are associated with higher levels of both validity and motivation to perform value.
Two important conclusions stem from the findings of this study. First, formal personnel performance evaluation specific training should be provided to all supervisory personnel and should be successfully completed by such personnel before they are permitted to evaluate the performance of another. Second, a results orientation should be adopted for all personnel performance instrumentation design.
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1 INTRODUCTION 1
General Introduction 1
Statement of the Problem 1
Statement of the Purpose 5
Limitations 5
2 REVIEW OF THE LITERATURE 6
Introduction 6
Performance Appraisal 6
Perceptions of the Performance
Evaluation Process 12
Performance and Reward 14
Performance Evaluation 17
Literature Synthesis 18
3 METHODOLOGY 21
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