Prigrims Pride

performance Table 1: Widely used Likert-type rating scale |

5 | Much more than acceptable | Significantly above criteria required for successful job performance |

4 | More than acceptable | Generally exceeds criteria relative to quality and quantity of behavior required |

3 | Acceptable | Meets criteria relative to quality and quantity of behavior required |

2 | Less than acceptable | Generally does not meet criteria relative to quality and quantity of behavior required |

1 | Much less than acceptable | Significantly below criteria required for successful job performance |

Table 2 Numerical Rating Scale |

5 | Distinguished Contributor | Effects measurable and lasting improvements in organizational performance |

4 | Performance Improver | Contributes more than effective performance of essential functions and enhances the performance of self and others. |

3 | Valued Contributor | Performs all essential functions of the job effectively |

2 | Improving Contributor | Learning the essential functions of the job, or improving toward effective performance of all essential functions |

1 | Non-contributor | Not able or willing to perform the essential functions of the job |

Performance Appraisals

The Role of Performance Appraisal in Motivation

Almost all of the theories and approaches to motivation assume that managers can accurately appraise-that is, evaluate-the subordinates' performance and contributions to their jobs and to the organization. In expectancy theory two of the main determinants of motivation are expectancy (the perceived connection between effort and performance) and instrumentality (the perceived connection between performance and outcomes such as pay, praise, and career opportunities). Workers are likely to have high levels of expectancy, instrumentality, and thus motivation only if their managers can accurately appraise their performance.

According to equity theory, workers will be motivated to perform at a high level only if...