Reducing job-irrelevant bias in performance appraisals: Compliance and beyond
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.
Wilson, Kathlyn Y., and Robert G. Jones. "Reducing job-irrelevant bias in performance appraisals: compliance and beyond." journal of General Management 34, no. 2 (2008): 57-70.
Journal of General Management