Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information on Marketing Management

Sign In to gain access to subscriptions and/or personal tools.
Group & Organization Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Brown, M.
Right arrow Articles by Benson, J.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Managing to Overload?

Work Overload and Performance Appraisal Processes

Michelle Brown

University of Melbourne, brownm{at}unimelb.edu.au

John Benson

University of Melbourne

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.

Key Words: performance appraisal • work overload • employee reactions

Group & Organization Management, Vol. 30, No. 1, 99-124 (2005)
DOI: 10.1177/1059601104269117
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Journal of Leadership and Organizational StudiesHome page
S. G. Heilmann, J. E. Bell, and G. K. McDonald
Work--Home Conflict: A Study of the Effects of Role Conflict on Military Officer Turnover Intention
Journal of Leadership and Organizational Studies, August 1, 2009; 16(1): 85 - 96.
[Abstract] [PDF]