Although performance assessment systems are widely used in government agencies, they are underutilized in promotional decisions. Most promotions are based on the results of knowledge-based exams to the exclusion of other data such as job performance ratings, personality constructs, and motivation. Two empirical studies examined this and made recommendations for change. The first study examined the relationship between early career performance appraisal scores and future organizational advancement. The second study examined how personality variables correlated with desire to advance in the organization to attain supervisory positions. Findings provide support for incorporating job performance measures and personality constructs in promotional decision-making.
Mishken, M.A. and Juhasz, K. (2008), "Early performance ratings and personality measures in career advancement", Epstein, M.J. and Manzoni, J.-F. (Ed.) Performance Measurement and Management Control: Measuring and Rewarding Performance (Studies in Managerial and Financial Accounting, Vol. 18), Emerald Group Publishing Limited, Bingley, pp. 73-93. https://doi.org/10.1016/S1479-3512(08)18004-2
Emerald Group Publishing Limited
Copyright © 2008, Emerald Group Publishing Limited