perceived performance appraisal effectiveness and turnover intention of knowledge workers

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

11 COPY RIGHT copy 2013 Institute of Interdisciplinary Business Research

NOVEMBER 2013

VOL 5 NO 7

PERCEIVED PERFORMANCE APPRAISAL EFFECTIVENESS AND

TURNOVER INTENTION OF KNOWLEDGE WORKERS A

CONCEPTUAL MODEL

MARINA MUSTAPHA

Taylor‟s Business School Taylor‟s University

Subang Jaya Selangor Malaysia

NORMALA DAUD

Faculty of Business Management Universiti Teknologi Mara

Shah Alam Selangor Malaysia

Corresponding Author

Marina Mustapha

Taylor‟s Business School Taylor‟s University Taylor‟s Lakeside Campus No 1 Jalan

Taylor‟s 47500 Subang Jaya Selangor Darul Ehsan Malaysia

Abstract

Employees‟ turnover intention may be contingent upon an organization‟s human resource

practices The effectiveness of a performance appraisal practice that may substantially

contribute to knowledge worker turnover intention could be simply overlook and arduous

to manage This paper is based on a conceptual model that seeks to examine the effect of

perceived performance appraisal effectiveness on the intention to leave an organization

among knowledge workers An assimilated framework is employed to discuss the

multifaceted performance appraisal system and turnover issues from past literatures In

addition the role and significance of career commitment is believed to influence perceived

performance appraisal effectiveness-turnover intention relationship Career commitment is

thus included as an antecedent towards turnover intention to strengthen the model This

newly developed model could serve as a management platform in their effort to improve

or enhance their current performance appraisal practices towards effectiveness thus

retaining their knowledge workers

Keywords KNOWLEDGE WORKERS PERFORMANCE APPRAISAL PERCEIVED

PERFORMANCE APPRAISAL EFFECTIVENESS CAREER COMMITMENT

TURNOVER INTENTION

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10 Introduction

The significant increase of knowledge intensive firms has been conspicuous in the era of

knowledge economy Contemporary firms are now more people-focused (Robertson et al

2003) and based on intellectual work where knowledge workers represent the largest

proportion of the workforce (Alvesson 2000 Davenport 2002) especially in advance

nations (Drucker 1999 Helton 1988) Subsequently knowledge has become an eminent

resource (Drucker 1994) for a firm‟s competitive advantage and sustainable growth both

locally and internationally (Oltra 2005) This knowledge which is sourced primarily from

the mind of knowledge workers however is not easily available Knowledge in its tacit

form could only be captured generated and utilized through formal and social interactive

and communicative measures with these workers Knowledge workers have since become

the key essence of knowledge intensive organizations Not only these organizations

encounter challenges in focusing on efficient and effective strategies to search and recruit

these qualified workers but also to uphold their employment within the organizations

(Damir et al 2008) Knowledge workers are prominent workers that are renowned as the

most mobile workforce Organizational survival and success in the knowledge era is

profoundly dependent on this brain gain The above objective could be accomplished

through organizations‟ Human Resource Management (HRM) practices One of the efforts

is to appreciate a sturdy and efficacious performance appraisal system (Michie and

Sheehan 1999 Gratton et al 2000) A robust and comprehensive appraisal system would

be able to recognize what is of significance to these intellectual workers and their vocation

(Kimiz 2005)

Issues on performance appraisal and turnover intention have been conventional and well-

explored in the field of management for many decades Discussions on performance

appraisal systems alone have received consistently much attention from a considerable

number of authors particularly pertaining to the existing divergence between research and

practice (Maroney and Buckley 1992) Despite the profusion of these literatures none

seems to distinctively relate performance appraisal and turnover intention Indeed issues

on the history evolution and effect of perceived performance appraisal effectiveness on

turnover intention have been disregarded by the researchers (Huselid 1995 Mor Barak et

al 2001 Rees and Porter 2004 St-Onge et al 2009 Yoon and Lewis 2011 Alexander

2012 Choi et al 2012) In support to the above the effects of such human resource

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practice on employees‟ behavior (Harley 2002) are usually being ignored by firms due to

the unviable belief that there exists a flaw in human organizational behavior (Pollard

2003) Besides Huselid (1995) asserts that organizational performance appraisal-turnover

relationship is not to be presumed on individual level since an employee decision to stay or

leave an organization is dependent on his or her response towards such perceived

performance appraisal practice

In the present paper results of past researches are deliberated and synthesized to establish

a conceptual framework as well as to develop an array of propositions that link perceived

performance appraisal effectiveness of knowledge workers to their career commitment and

the probable effect of this perception on their turnover intention The framework takes into

account all performance appraisal system elements as past researches only focus on one or

few performance appraisal elements Notwithstanding current studies on turnover

intention are more inclined toward organizational commitment job-related and

demographic variables However they are not being used within the performance

appraisal framework Another new contribution to the framework is the inclusion of

career commitment as a mediator between knowledge workers perceived performance

appraisal effectiveness and turnover intention Since knowledge workers are more career-

oriented than organizational-oriented workers and also affected by an organizational

Human Resource practices it is believed that career commitment could be linked to

performance appraisal and turnover intention

20 Literature Review

21 Knowledge workers of the new millennium

There exists no specific definition for knowledge workers in theory and practice

Generally they are merely workers who are highly knowledgeable within their non-

transferable field of expertise Knowledge workers are associated with ldquoknowledge workrdquo

that largely warrants for their mental strength rather than their physical strength (Karreman

et al 2002) Their intellectual contribution in its intangible nature is difficult to monitor

until the physical output becomes visible Knowledge workers are capable of creating and

transforming knowledge as and when necessary to solve intangible ambiguous and

complex tasks in vigorous and unpredictable environments (Bryan and Joyce 2005) In

order to deliver complicated results knowledge that is applicable in making decisions and

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actions will be shared with others (Dove 1998 Davenport and Prusak 2000 Davenport et

al 2002 Scott 2005 Damir et al 2008) According to another field expert this shared

knowledge that are converted from intuition into explicit knowledge can further be turned

into new opportunities for firm‟s success and growth (Paul Yeung cited in Zalina 2005)

The broader perspectives of literatures conclude that knowledge workers refer to highly-

educated and -experienced workers Drucker (1994) portrays knowledge workers as highly

educated workers with formal education who develop new products or services

Conversely other researchers (Dove 1998 Nickols 2000) affirms less importance on

formal education as knowledge could be engendered from field experiences as well as

one‟s experiences through accessibility and usage of personal organizational and external

knowledge (Nickols 2000) Ultimately anyone who uses any form of recorded knowledge

to be a more productive worker could be considered a knowledge worker (Stuhlman

Daniel 2006 Creotec 2006) regardless whether he or she is a professional or non-

professional Nevertheless what kind of a knowledge worker an individual is depends on

the type of knowledge that he or she produces or possesses (Ritter 2003 cited in Zalina

2005) Generally they are all renowned experts within their own field through the

ownership of knowledge (Davenport 2005) and their use of mental power and scientific

methods of rationalizing knowledge enables the creation of firm‟s value They are also

acknowledged for their abilities to generate manipulate and orchestrate any information

for any analytical and application purposes (Bryan and Joyce 2005 Davenport 2005

Drucker 1999 Horwitz et al 2006)

Despite having the ability to choreograph signs and conceptions knowledge workers

experience more swift skill obsolescence These competencies are fundamental for

organizations in gaining competitive advantage over competitors and have become

increasingly imperative for their long-term success (Depres and Hiltrop 1995)

Knowledge workers are workers of immense intellectual curiosity who work most

productively and creatively to satisfy their curiosity Their other typical distinctive

personality traits include considerable resentment at bureaucracies and disapproval of

administration (Root-Bernstein 1989) Besides they are multitalented accommodating

and with sturdy analytical skills they are proficient in leveraging as well as building

knowledge to engender effective action They are also versatile with high tolerance for

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uncertainty (Moi Kok Wah 2008) Furthermore knowledge workers are highly

independent and mobile workers who favor autonomy use of examples and knowledge

sharing among organizational members Their core concern is organizational productivity

rather than the process itself (Horwitz et al 2003)

Knowledge workers prefer organizations that consistently nurture and strengthen their

competencies while having job-related and leadership structures that focus on promoting

empowerment and self-management Similarly a substantial number of Research and

Development (RampD) job designs offer autonomy and desirable leadership style The job

designs that are more associated with collegial relationships information-sharing

delegation of responsibilities and stimulating upward and horizontal communication would

fulfill knowledge worker needs for autonomy achievement and personal growth Apart

from possessing strong communication skills and high intellectual attributes knowledge

workers have a strong sense of identity are self-directed and proactive (Rosenbaum 1991

Knowledge Workers Forum 2006) Complemented with self-motivation and and self

discipline they are able to make judgments organize and manage their work with success

A worker with proactive approach persistently confronts the norms that would place a

higher value on work teams and organizations Self-driven and proactive qualities

encourage active participation and work practices sharing culture among team members

As a consequence the emergence of more effective collaborative and innovative teams

results in substantial dynamic and remarkable organizational improvements

Subsequently career development is pursued in a very distinct manner among knowledge

workers as compared to conventional workers They value their self-respect and self-

satisfaction derived from a job well done (Bandura 1991) and their motivation might

relate more to the intellectual stimulation of the job than its security Hence they are more

occupationally motivated rather than organizationally motivated Heavy reliance on

symbols of personal and professional excellence make the non-monetary rewards to

become critical factors in recognizing their achievement and innovation Due to the strong

association with occupational commitment high turnover is inevitable and rampant among

these workers (Despres and Hiltrop 1995) unless their organizational values and goals

match their professional values and goals (Lee et al 2000) Other key contributing factors

to knowledge worker nomadic behavior include better salaries (Abassi and Hollman

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2000) lifestyles and new environment (Julian and Anita 2000) While craving for latest

and best designs simulation tools and measurement equipments they do have access to

the latest information or knowledge within the field of their domain and persistent

determination in the experimentation of something new and challenging Closeness with

professional peers and networks disclose opportunities to pursue their lifelong learning

interest (Despres and Hilltrop 1995 Julian and Anita 2000 Zalina 2005) and make them

highly competitive in planning to resign and find alternative employment (Mitchell et al

2001) McGregor et al (2004) further discover that these knowledge workers are

significantly independent of their employers and typically do not expect to be employed

longer than what is stipulated in their employment contract

22 Performance appraisal elements and effectiveness

Performance appraisal has increasingly becoming common and serves as a vital human

resource practice in today‟s organizations The practice that was once concentrated on

control and maintenance based approach have somehow progressed towards an approach

that is more engaged with growth motivational and developmental concerns (Dutra 2001

cited in Ubeda and Santos 2007 Obisi 2011) The effectiveness of an appraisal system

depends on how well its purposes are understood accepted and strived to be achieved by

users A favorable performance appraisal would have positive effects on employee

attitudes behaviors and organizational efficiency (Gardner 2008 Salleh et al 2013) For

example higher employee performance and productivity attainment is derived through the

performance appraisal capability in reflecting measuring and evaluating an individual

employee‟s behavior (DeVries et al 1981 Sarita 2012) collaboration teamwork

knowledge reuse and knowledge sharing competencies and accomplishments (Kimiz

2005) over a specific period of time However these positive outcomes are a function of

the employees‟ perception on the overall performance appraisal effectiveness (Benson et

al 2010) Past studies by and large separately focused on the six performance appraisal

components as the source of perceived performance appraisal effectiveness variation

among these critical organizational stakeholders

221 Performance appraisal objectives

As surveys show the general objective of performance appraisal is primarily to improve

an organizational efficiency However this efficiency is expected to be achieved through

settings of a wider range of organizational objectives (McGregor 1957 Mamoria 1995

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Atiomo 2000 cited in Obisi 2011) that reflects the source of perceived performance

appraisal variation (Scholtes 1993) Due to confusion as to the true purpose of a system

that attempts to achieve too many objectives the system has the tendency to fail in

meeting any of its objectives (Reneker and Steel 1989) This appraisal system

imperfection eventually allows the continuity of an appraisal that relies solely upon human

information processing and judgment Likewise these vast conflicting objectives of an

appraisal system has received increasing attention in HR literatures for so many years

(Strebler et al 2001) despite an orthodox appraisal that is expected to motivate

employees through well-defined objectives with provision for training and development

needs (Bach 2005) Performance appraisals exist to merely assist an organization to make

decisions on an employee rather than to help himher make personal decisions on hisher

performance By and large what is typically communicated by the management is not

what is actually rewarded

Other harsh criticisms of impediments that are inherent in the appraisal process include

mismatching of individual and organizational goals individual goals or personal

aspirations with future development that are not linked to long-term organizational goals

or business strategies (Deming 1986 Wilson and Western 2000 Freeman 2002) and

disregard for institutional goals and objectives (Edwards and Calvin 1998) By having a

performance appraisal policy on paper is no guarantee that it will be followed accordingly

(St-Onge et al 2009) Thus many of performance appraisal defects are intractable (Rees

and Porter 2004 Latham et al 2005)

222 Performance criteria

A second source of perceived performance appraisal variation originates from

organizational performance appraisal criteria which are useful variables to measure

individual work place behavior In most organizations what gets measured and rewarded

is what employees do (Evans 2003 Greene 2002) Employees need to see performance

criteria that are explicitly links to key results in their department and organization (Evans

2003) upon which ratings to be obtained Emphasis should be rested more on the quality

of job performance because it acts in an anticipated manner (Lawler 1967 Greene 2002)

Other criteria should include the particular types of behavior that are contingent upon the

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important job functions According to an earlier researcher (Grant 1955) the sufficient

number of performance criteria to be considered is somewhere around three to five factors

However researchers explicate that the vital aspects of the work performed in each

functional area and focus on the strengths and weaknesses of the individual that are due to

the changing organizational environment and nature of jobs and roles (Wiese et al 1998)

are not ldquobuilt inrdquo to the practice of performance appraisal (Ebrahim et al 2006) For

example in the era of knowledge economy demands of knowledge production frequently

place a premium on teamwork and flexibility (Wilson et al 1994) Fairness perceptions

are intensified when employees are held to performance standards that entail greater

commitment and ownership of knowledge sharing activities (Rousseau and Shperling

2003) Unfortunately the greatest emphasis of performance appraisals in organizations is

on individual responsibility for performance and least on team-based compensation system

(Ebrahim et al 2004 Zobal 1998 Abosch and Reidy 1996) Attitudes and not just

behaviors that are pivotal for ongoing knowledge creation and dissemination also need to

be an integral part of performance appraisal criteria (Liebowitz and Beckman 1998)

Attitudes that align with principles of teamwork collaboration and stakeholder

involvement should be appraised and rewarded

223 Performance measurementstandard

An effective performance appraisal exhibits the performance standard that is agreeable

between the rater and ratee (Bobko and Collela 1994) and rating scales are able to

provide descriptive and concrete definitions of the rating constructs rather than being

expressed in absolute terms (Ghorphade et al 1995 Martey 2002) Lucid precise

performance standards rather than vague or no standards will improve the overall

accuracy and effectiveness of an appraisal process (Kane and Russell 1998) Any effective

measuring instrument needs to provide relevant and sufficient measurement criteria to

accurately describe significant behaviors required for successful job performance

(Henderson 1980) These measures must be amenable to scaling and be able to be

weighted Measuring knowledge workers productivity (Bosch-Sijtsema et al 2009) is

difficult due to the complex and dynamic nature of knowledge work (Laihonen et al

2012) It all depends on the nature of jobs that vary from routine to nonroutine (Pepitone

2002 Laihonen et al 2012 Scott 2005) their organizational and contextual factors such

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as culture strategy leadership fellow workers support compensation structures and

physical surrounding (Chan 2007) and the quality of human resources that reflects skills

and competencies (Davenport 2005) Results-based measures are deficient in tapping

aspect of performance as cooperation (Ghorphade et al 1995) and less helpful for

employee development (Cardy and Dobbins 1994 Fisher et al 1996)

The ineffectiveness of performance appraisal (Becker et al 2001) in appraising workers

contributions to departmental goals (Ebrahim et al 2004) are due to irrelevant ambiguous

and undefined measuring dimensions (Green 1999 Martey 2002) and lack of a

performance appraisal system that effectively integrates all the key performance indicators

in support of the organization‟s aims and objectives Additionally many appraisal systems

are much too subjective (St-Onge et al 2009 Benson et al 2010) There has been little

progress in improving the performance rating distortion (Ilgen et al 1993 Cleveland and

Murphy 1995) Organizations intentionally allow their appraisal systems to function

ineffectively perhaps indefinitely to avoid an open conflict because of its capability in

stirring strong feelings and conflict in the organization (Rendero 1980) Often the goal of

the rater is not to evaluate the performance of the employee but to keep the employee

satisfied and not to deleteriously influence employee morale The manager also has to be

concerned about hisher own image Employees receive negative ratings reflects poorly on

the manager (Kumari 2012) It is unlikely that any managerial problem has so

successfully resisted solution than arriving at an acceptable useful and valid method of

appraising performance Organizations attempt to train the rater to improve observational

skills (Edwards and Calvin 1998 Kumari 2012) though the training efforts are usually

disappointing as their effects on appraisal accuracy dissipate over time (Latham 1988

Cleveland and Murphy 1992)

224 Sources of appraisal

Source of appraisal have consistently rely on subordinate-superior unilateral flow of

information since the immediate superior may have sufficient stance to pass judgments on

the subordinate‟s performance (Long 1986 Storey 1987 Ebrahim 2005) This trend in

today‟s matrix and flatter organizational structures has somehow moved towards multiple

sources (Fletcher and Baldry 2000 Costigan et al 2005) that may come from supervisor

subordinates peers self customers suppliers or other related sources (Byrne 1993

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McCarthy and Garavan 2001 Ebrahim et al 2003) Multi-source or 360-degree feedback

(Henderson 1980 Ebrahim 2005) along with self-appraisal is suggested for perceived

unfair appraisal practice or to correct errors from individually-based superiors‟ ratings

(Deming 1986) and teamwork assignment (Waldman 1997 Barnes 1997) Most recent

studies claim this method brings about maximum employee motivation as well as

providing the supervisor with a clear comprehensive and precise account on employees

contribution to the organization objectives (Amsler et al 2001) Likewise ratings by

unfamiliar raters are discouraged so as avoid the ldquohalo effectrdquo ((Drenth 1984)

An effective performance appraisal is believed to be the ones with informal and formal

feedback from a variety of sources However the number of appraisal sources used

depends on organizational cost-benefit appraisal analysis Managers who do not use ldquoself-

appraisalrdquo cite it as not rigorous and accurate due to employees poor objectivity and

reliability on providing information on own ability desire for self-enhancement (DeNisi

and Shaw 1977 Levine et al 1977 Ebrahim 2005) as well as appraising themselves

positively (Mohrman et al 1989) Besides they do not trust employees On the contrary

ldquoself-appraisalrdquo essential contribution towards individual developmental needs is

indisputable in numerous cases (Parry and Sinha 2005 Van Der Heijden and Nijhof

2004)

225 Performance appraisal feedback

Cleveland et al (1989) signifies that performance appraisal specifically provides quality

feedback on strengths and weaknesses in determining training needs transfers assignment

and potential for growth These could be achieved through improved communication on

three key areas pertaining to what and how observations on performance are made why

and how they are discussed and what determines the level of performance in the job

(Edmonstone 1996) Individuals want and seek timely useful and accepted feedback on

their performance that can help individual make great progress toward optimal

performance (Coens and Jenkins 2001) Regardless of the rating given the superior and

his subordinate through an open effective communication should make an effort to identify

areas where improvement can be made for effective performance (Ritter and Nunnally

2002) This informal relationship should be made common activity or as frequent as

possible so as to have a performance appraisal system that reaches valid conclusions

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In an extensive review of the literature on the application of feedback in organizations

Earley et al (1990) distinguished two types of feedback outcome feedback and process

feedback The former concentrates on providing information on specific performance

outcomes and the latter provides information on the manner in which an individual

implements a work strategy The researchers found that process feedback interacted with

goal-setting more strongly than outcome feedback in determining the quality of task

strategies developed by workers their efforts to obtain information beneficial to improving

their performance appraisal satisfaction and perceived appraisal accuracy (Lam and

Schaubroeck 1999) Despite the benefits offered by the performance appraisal feedback

there emerge another major and growing concern expressed by employees on unqualified

manager and their failures to provide complete appropriate or constructive feedback about

employee‟s job performance and improvement areas (Rao 1984 cited in Obisi 2011

Kavanagh 1997) They were not even aware of the feedback objectives and had not been

provided with guidelines and instructions on how to complete the forms (Martey 2002)

While the ideas of providing training to them are theoretically sound the evidence that the

organizations concerned are taking major corrective action to eliminate these concerns is

rather weak Practically the amount of time for this exercise is too demanding

226 Frequency of performance appraisal

A large proportion of organizations conduct appraisal on a yearly basis (Freemantle 1994

Ebrahim 2003) though most employees believe that objectives could not be realized by an

annual performance appraisal Besides both employees and supervisors might not be able

to remember what happened throughout the year due to their selective memory As studied

by Boice and Kleiner (1997) evidence strongly suggests that performance reviews should

be performed on a frequent and ongoing basis to avoid surprises at an annual review

Moreover a study by Geetha (2013) further alleges that employees are unhappy when

there is no periodical or routine feedback from their superiors Besides frequent

performance appraisal has become a common activity in exceptional organizations (Quinn

et al 1996a)

Other appraisals vary from annually with interim reviews to annually with

monthlyquarterly reviews and annually with six to eight weekly reviews Nonetheless

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Fisher (1994) explains that the frequency of performance appraisal is an arduous

dimension to argue due to the ambiguity of the distinction between an appraisal meeting

and a regular daily discussion about work between a superior and a subordinate In

general the problem of frequency has always been one of the major limitations of any

formal approach to performance appraisal Too long an interval between each appraisal

might results in its contents lose relevance and risk artificiality whereas too short an

interval might results in the process to become too time-consuming (Freemantle 1994)

Evidently the actual time period varies in different organizations and with different aims

(Boice and Kleiner 1997) However a typical frequency would be bi-monthly or

quarterly

30 Hypotheses development performance appraisal career commitment and

turnover intention

31 Perceived performance appraisal effectiveness and intention to quit

Intention to withdraw or quit an organization simply refers to an employee‟s perceived

probability of staying or leaving an employing organization Turnover intention has been

recurrently prescribed in literatures as the most immediate predictor to eventual turnover

(Allen et al 2003 Lum et al 1998) The focus of this attitudinal element of turnover

intention makes sense since it highlights the various elements of behavior and the

motivation to leave that covers many inevitable reasons for actual turnover Turnover is

costly (Mitchell et al 2001 Adhinarayanan amp Gurunathan 2011 Cascio amp Bordreau

2011) and maybe difficult to quantify when irreplaceable knowledge assets or institutional

memory are lost These costs do not stop here Each time an employee leaves the firm

productivity is presumed to drop due to the learning curve involved in understanding the

job and the organization In addition research proves that after losing key employees

organizations experienced damage reputation customer relationship had lost best

practices information and lost significant income (Warren 1999) Ultimately in most

cases the involvement of superiors included positions all the way up to and including the

Chief Executive Officer (CEO) becomes inevitable This demonstrates that turnover issues

impact the firm by utilizing the precious time of senior managers This is in addition to

other expenses including loss of training and retraining time loss of human and relational

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capital Ultimately organizational success is not viable through personnel replacement

activities (Smith and Rupp 2004)

Turnover intention has brought about the importance of perceived performance appraisal

effectiveness The relationship between perceived performance appraisal effectiveness and

turnover intention has since become the most renowned issue in the field of management

research One of the common objectives of performance appraisal is to retain the topmost

performing employees through quality performance appraisal that leads to fair

compensation amounts high motivation and better career prospects (Zimmerman 2009

Abdullah et al 2011) Hence the intensity of performance appraisal effectiveness

perception is fundamental in encouraging an employee to stay within one‟s employment

(Griffeth et al 2000 Smith and Rupp 2002 Benson et al 2010) An employee with a

low intensity of perceived performance appraisal effectiveness could oppose the best

interest of an employee The employee will feel that his or her contributions are not

effectively appraised or recognized and thus will posit a negative organizational attitude

In view of being underrated the employee willingness to be in employment will weaken

Hence the following proposition is established

P1 Low intensity of perceived performance appraisal effectiveness will be associated with

higher levels of turnover intention relative to those with high intensity of perceived

performance appraisal effectiveness

32 Performance appraisal career commitment and intention to quit

Career commitment concept that was first introduced by Blau (1985) simply refers to

one‟s inspiration to stay in one‟s chosen career (Blau 1985 1989) It focuses on a uni-

dimensional measure which involves one‟s identification and involvement in one‟s

occupation or career along with one‟s effort in the pursuit of supporting one‟s career goals

(Blau 1985 Colarelli and Bishop 1990 Goulet and Singh 2002) The conceptualization

of career commitment was later extended into a multidimensional measure of accumulated

investments and cost of pursuing another new career (ldquocontinuancerdquo) attachment to a

career (ldquoaffectiverdquo) and feelings of obligation to remain in one career (ldquonormativerdquo)

commitment (Meyer et al 1993 2006 Meyer and Herscovitch 2001) Subsequently

these measures closely concur with another alternative multidimensional concept that

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measures one‟s strong feeling of attachment to one‟s career (ldquocareer identityrdquo) one‟s

strength to withhold one‟s career against commotion (ldquocareer resiliencerdquo) and clear

understanding of one‟s career path (ldquocareer insightrdquo) (London 1983 Carson and Bedeian

1994)

Performance appraisal may be seen as a viable organizational tool that may be used to

motivate direct and develop subordinates According to Smith and Rupp (2004)

performance-based rewards and understanding work-effects linkage would successfully

engage knowledge workers Knowledge workers enjoy the most positive work

environment on all measures which include perceptions of appraisal effectiveness (HR

professional 2001) High intensity of perceived performance appraisal effectiveness

should result in extrinsic rewards such as higher salaries (Day and Allen 2004) or

advancement (Allen 2006) as well as intrinsic rewards such as self-satisfaction (Locke

and Latham 1990 Greenhaus and Parasuraman 1993) These rewards would enable

employees to direct their energies in directions appropriate to their careers With higher

levels of career commitment individuals may make significant investments in their careers

to pursue their high career goals regardless of the setbacks (Colarelli and Bishop 1990

Aryee et al 1994 Mohamad et al 2006 Connie et al 2009) They would also engage

themselves with organizational training and job enrichment programs to attain new or

higher skills and knowledge This career advancement path along with their morale and

optimism would thus negate their turnover intentions (Lobburi 2012 Abdullah et al

2012 Thwala et al 2012)

Conversely employees with low intensity of perceived performance appraisal

effectiveness allege that instead being a means of measuring subordinates the appraisal

role is solely a powerful channel of managerial control (Edmonstone 1996 Weise et al

1998) The performance appraisal systems which tend not to incorporate employees

personal aspirations with their future development have been cited by several authors

(Freeman 2002 Wilson and Western 2000 Long 1986) Evidently there exist

conflicting values and goals between organizations and these professionals (Lee et al

2000) Due to the divergent needs of stakeholders the appraisal process itself is often a

source of unmet expectations (Murphy and Cleveland 1995) Usually what is articulated

by the management is not what is valued and rewarded Most often than not they feel that

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their contribution is not effectively appraised and recognized Considering perceptions of

the appraisal effectiveness may contradict employees‟ beliefs about their contributions we

would expect them not to persistently manage and pursue their career growth successfully

As a consequence employees would exhibit lower levels of career commitment (Anna

2008 Barbara 2012) and have no interest to prolong their tenure Since perceived

performance appraisal effectiveness is expected to have a positive impact on career

commitment that will negatively affect turnover intention we make the following

propositions

P2 Low intensity of perceived performance appraisal effectiveness will tend to be

associated with lower levels of career commitment relative to those with high intensity of

perceived performance appraisal effectiveness

P3 As a consequence employee turnover intention level will be higher

PAPpa

Figure 1 Conceptual model depicting the indirect (through career commitment

components) associations of performance appraisal and turnover intention

PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

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40 Concluding thoughts and proposals for future research

Generally there have been a tremendous number of written literatures on performance

appraisal career commitment and turnover intention This study in particular attempt to

fill the gap in the existing literatures on the direct impact of career commitment on the

relationship between perceived performance appraisal effectiveness and turnover intention

Our study takes into account the complete framework of performance appraisal system

rather than each one of its components while the focus on career commitment is split into

the strength of one‟s attachment resistant and developmentplanning towards his career or

profession There exists evidence suggesting that the intensity of perceived performance

appraisal effectiveness will somehow affect a knowledge worker general level of career

commitment through expected extrinsic and intrinsic organizational compensation

benefits and rewards Employees with high intensity of perceived performance appraisal

are therefore highly committed to their career and thus posit a low turnover intention

Thus Improving performance appraisal practices to enhance career commitment should be

an important objective for those responsible for reducing turnover intention Hence

organizations should pay more attention on how to effectively appraise and recognize their

knowledge worker contribution The conceptual model that is mapped out aspires to be

dynamic since it can be adapted across knowledge and non-knowledge-based industries

The model rest upon the employer-employee concerns expectations and perceptions in

today‟s contemporary organizational setting Indirectly the model also argues on the

challenges faced by any organizations for continuous and iterative human resource

practices on managing and retaining their knowledge workers Hence there should a fit on

the part of organizational values norms culture and beliefs towards these concerns

expectations and perceptions It is therefore crucial to recognize that businesses ultimate

success is dependent upon the attitudes and behaviors of these knowledge staff and they

are in need of strong supporting structures Although this study makes progress to increase

understanding of how perceived performance appraisal effectiveness affect directly and

interactively turnover intention future work should include moderation effects of

psychological contract and organization benefits in career-related research It is also

noteworthy to consider both organizational and career commitments concurrently for

future performance appraisal-turnover intention research The propositions set out above

will then be the starting point for developing empirical research work for further

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organizational understanding of the issues and planning of interventions It would be a

significant contribution to the field of human resource management literatures

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References

Abbasi S M amp Hollman K W (2000) Turnover the real bottom line Public Personnel

Management 29 (3) 333-342

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ijcrbwebscom



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3 5-13

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ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

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ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

Denisi A S amp Shaw J B (1977) Investigation of the uses of self-reports of abilities

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Butterworth-Heinemann

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

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analysis of the AWIRS95 data Journal of Industrial Relations 44 (3) 418-434

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

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ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

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ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

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22-28

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ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

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Organizational and Goal-Based Perspectives Thousand Oaks CA Sage

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Knowledge Management 9 (4) 70-86

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34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

Rousseau D M amp Shperling Z (2003) Pieces of the actionownership and the changing

employment relationship The Academy of Management Review 28 (4) 553-570

Salleh M Amin A Muda S amp Abdul Halim M A S (2013) Fairness of Performance

Appraisal and Organizational Commitment Asian Social Science 9 (2) 121-128

Sarita K (2012) A study on performance appraisal errors of telecom managers in Navi

Mumbai region SIES Journal of Management 2012 8 (2) 3-13

Scholtes P R (1993) Total quality or performance appraisal choose one National

Productivity Review 12 (2) 349-63

Scott P B (2005) Knowledge management Semantics Work identity Communications

Corporate Communications An International Journal 10 (3) 257-277

Smith A D amp Rupp W T (2004) Knowledge workers perceptions of performance

ratings Journal of Workplace Learning 16 (3) 146 ndash 166

Smith A D amp Rupp W T (2002) Communication and loyalty among knowledge

workers a resource of the firm theory view Journal of Knowledge Management 6 (3)

250ndash261

St-Onge S Morin D Bellehumeur M amp Dupuis F (2009) Managers motivation to

evaluate subordinate performance Qualitative Research in Organizations and

Management An International Journal 4 (3) 273-293

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Interim Report IRRU School of Industrial and Business Studies University of Warwick

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Strebler M T Robinson D amp Bevan S (2001) Performance review balancing

objective and content The Institute of Employment Studies Brighton Report No 370

Stuhlman D (2006) Helping you turn data into knowledge knowledge Management

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(November 4 2010)

Thwala D W Ajagbe A M Long C S Bilau A A amp Enegbuma W I (2012)

Sudanese Small and Medium Sized Construction Firms An Empirical Survey of Job

Turnover Journal of Basic Applied Social Research In press

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

Ubeda C L amp Santos F C A (2007) Staff Development and Performance in a

Brazilian Research Centre European Journal Of Innovation Management 10 (1) 109-

125

Van Der Heijden B I J M amp Nijhof A H J (2004) The value of subjectivity

problems and prospects for 360-degree appraisal systems International Journal of Human

Resource Management 15 493-511

Waldman D A (1997) Predictors of employee performance for multi-rater and group-

based performance appraisal Group and Organization Management 22 (2) 264-87

Warren L (1999) Knowledge management just another office in the executive suite

Accountancy Ireland 31 (6) 20-22

Wiese D S Buckley M R amp Price M F (1998) Case study Journal of Management

History 4 (3) 233-249

Wilson D Mueser R amp Raelin J (1994 July-August) New look at performance

appraisal for scientists and engineers Research-Technology Management 51-5

Wilson J P amp Western S (2000) Performance appraisal an obstacle to training and

development Journal of European Industrial Training 24 (7) 384-91

Zalina A (2005) Knowledge workers in Asia An overview Adecco Asia Pasific

[Online] Available httpadeccocom (November 4 2010)

Zobal C (1998) The ideal team compensation system ndash an overview part I Team

Performance Measurement 4 (5) 235-49

Zimmerman K (2009) The impact of job performance on employee turnover and the

voluntary turnover process a Meta-analysis and path model Personnel Review 38 (2)

142-158

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NOVEMBER 2013

VOL 5 NO 7

10 Introduction

The significant increase of knowledge intensive firms has been conspicuous in the era of

knowledge economy Contemporary firms are now more people-focused (Robertson et al

2003) and based on intellectual work where knowledge workers represent the largest

proportion of the workforce (Alvesson 2000 Davenport 2002) especially in advance

nations (Drucker 1999 Helton 1988) Subsequently knowledge has become an eminent

resource (Drucker 1994) for a firm‟s competitive advantage and sustainable growth both

locally and internationally (Oltra 2005) This knowledge which is sourced primarily from

the mind of knowledge workers however is not easily available Knowledge in its tacit

form could only be captured generated and utilized through formal and social interactive

and communicative measures with these workers Knowledge workers have since become

the key essence of knowledge intensive organizations Not only these organizations

encounter challenges in focusing on efficient and effective strategies to search and recruit

these qualified workers but also to uphold their employment within the organizations

(Damir et al 2008) Knowledge workers are prominent workers that are renowned as the

most mobile workforce Organizational survival and success in the knowledge era is

profoundly dependent on this brain gain The above objective could be accomplished

through organizations‟ Human Resource Management (HRM) practices One of the efforts

is to appreciate a sturdy and efficacious performance appraisal system (Michie and

Sheehan 1999 Gratton et al 2000) A robust and comprehensive appraisal system would

be able to recognize what is of significance to these intellectual workers and their vocation

(Kimiz 2005)

Issues on performance appraisal and turnover intention have been conventional and well-

explored in the field of management for many decades Discussions on performance

appraisal systems alone have received consistently much attention from a considerable

number of authors particularly pertaining to the existing divergence between research and

practice (Maroney and Buckley 1992) Despite the profusion of these literatures none

seems to distinctively relate performance appraisal and turnover intention Indeed issues

on the history evolution and effect of perceived performance appraisal effectiveness on

turnover intention have been disregarded by the researchers (Huselid 1995 Mor Barak et

al 2001 Rees and Porter 2004 St-Onge et al 2009 Yoon and Lewis 2011 Alexander

2012 Choi et al 2012) In support to the above the effects of such human resource

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2004)














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et al 1996a)



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quarterly


turnover intention



















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ijcrbwebscom



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1994)




























ijcrbwebscom



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propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

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References




















120-143






of Haifa







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NOVEMBER 2013

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41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







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NOVEMBER 2013

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34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

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92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



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250ndash261











(November 4 2010)




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125









History 4 (3) 233-249











142-158

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ijcrbwebscom



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ijcrbwebscom



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ijcrbwebscom



NOVEMBER 2013

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2004)














ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7


















2004)














ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7


















2004)














ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7


















2004)














ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7


















2004)














ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7


















2004)














ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7
































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7


















2004)














ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7


















2004)














ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




























et al 1996a)



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










quarterly


turnover intention



















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




1994)




























ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








propositions





PAPpa



PA Components

objectives

criteria

measurement

sources

feedback

frequency

Career

Commitment

Career

identity

Career

resilience

Career

insight

Turnover

Intention

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

































ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7

References




















120-143






of Haifa







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




41 (7) 14-16








impact on



Work Study 46 (6) 197-201






3 5-13






262







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7












34-44






















ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








(6) 26-8


Publishers
















92 ndash 112







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










Windsor Superboss



Planning 19 (2) 12-19






Psychology 39 283-6






172






ndash 415



ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7










38635-72


















(February 16 2011)



102 ndash 113

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7






















Review 8 (4) 620-630


Management









ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7




22-28















Executive 15 (4) 96-109




33- 45



Bass







ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7








92-97







Available


(November 4 2010)
















34 (2) 30-35

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7















250ndash261











(November 4 2010)




ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

ijcrbwebscom



NOVEMBER 2013

VOL 5 NO 7



125









History 4 (3) 233-249











142-158

perceived performance appraisal effectiveness and turnover intention of knowledge workers

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