Abstract
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.
| Original language | English |
|---|---|
| Pages (from-to) | 57-70 |
| Journal | Journal of General Management |
| Volume | 34 |
| Issue number | 2 |
| Publication status | Published - 2008 |