Title

Reducing job-irrelevant bias in performance appraisals: Compliance and beyond

Abstract

Job-irrelevant discrimination seems as ubiquitous as the performance appraisals in which it is commonly detected. This paper explores both compliance-based and more proactive approaches that deal with the various possible sources of discrimination in performance appraisal ratings. The suggestions lead to a code of practice for performance management in firms across cultures and national boundaries.

Department(s)

Psychology

Document Type

Article

DOI

https://doi.org/10.1177/030630700803400204

Publication Date

1-1-2008

Journal Title

Journal of General Management

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