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This paper, "Computer monitoring and patterns of performance: Effects on performance ratings and recommendations", is co-authored with Angelo DeNisi and is being prepared for submission. An early version was presented at SIOP in Montreal.
ABSTRACT - Little is known about how computer monitored performance (CPM) affects managerial decision making. We conducted a laboratory simulation where 67 supervisors monitored six subordinates exhibiting different patterns of performance. Performance information was presented either via computer every five minutes; via computer, but delayed until the end of the work period; or summarized, not using a computer. Results indicated that raters who regularly monitored performance via a computer used pattern information when making recommendations, but not when evaluating performance. Implications for the design and use of CPM systems for performance appraisal are discussed.
Computer monitoring and patterns of performance: Effects on performance ratings and recommendations
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