APPRAISAL: A STAKEHOLDER PERSPECTIVE." The Association on Employment Practices and Principles (AEPP) (2011): 67. Ethical Issues In Performance Appraisal: A Stakeholder perspective by William Heisler and Maureen Hannay evaluates employee and management perspectives on the PA process to determine what aspects that they think are ethical. To get a perspective of views, a study was conducted using employed adults in the graduate business and criminal justice programs of a large Southeastern University. A survey was conducted which included 30 questions related to PA practices that potentially have ethical implications. A limited number of demographic variables (i.e, gender, managerial status, amount of work experience) were also included to assess if ethical responses were affected by these factors. For each question/situation, the person was asked to respond with if the act was ethical. One extremely frequent result was that honesty and integrity are a huge concern in the process. Manipulation was viewed unethical. They viewed appraisals to be ethical, however, not if they were not provided with the results or an explanation as to why they got that result and what it meant. There were mixed responses in regards to terminating employees who scored low on these PAs and to setting goals higher for those who performed excellent. This was a pilot study with a very small sample size; therefore, it was hard to draw any specific conclusions from the data. Nevertheless, one can gather that these tested employees do view PAs as ethical, so long as honesty is included along with proper explanation of the results. Sillup, George P., and Ronald Klimberg. "Assessing The Ethics Of Implementing Performance Appraisal Systems." Journal Of Management Development 29.1 (2010): 38-55. Business Source Premier. Web. 9 July 2014 In Assessing the Ethics Of Implementing Performance Appraisal Systems. By George P. Sillup and Ronald Klimberg, they are doing a study to test how effective Performance Appraisal Systems (PA) conducted by performance evaluators (PEs) help to manage more effectively and meet employee expectations in a U.S based company. In order to test this 54 PEs were gathered and interviewed form 5 major corporations (Aetna Insurance, IBM, Johnson & Johnson, Valspar, Wyeth Pharmaceuticals). It was found that PEs with the highest amount of education and most experience spent the least amount of time conducting PAs (1.86 vs 3.19 hours). Time became a very important factor in relation to ethical issues. 20% of PEs also did not solicit peer ratings as part of the PA process. No PEs had a specific amount of time laid out to preform PAs or to make it an objective, so this made it increasingly more difficult to find time to perform these PAs. Older PAs found that PAs helped them to manage more effectively. Race and field of study also played a factor, in addition to age and education level. PEs who were Black or White and from Marketing/Sales were most favorable about meeting employees' PA expectations. There were no significant differences among the PA systems in the 5 corporations. This study shows that PAs need to be an objective for PEs, it is shown that PAs help to manage more effectively and help employees preform their tasks better as well, because they know what is expected from the management. Varma, Arup, Shaun Pichler, and Ekkirala S. Srinivas. "The Role Of Interpersonal Affect In Performance Appraisal: Evidence From Two Samples The US And India." International Journal Of Human Resource Management 16.11 (2005): 2029-2044. Business Source Premier. Web. 9 July 2014. In The Role Of Interpersonal Affect In Performance Appraisal: Evidence From Two Samples-The US and India by Arup Varma, Shaun Pichler and Ekkirala Srinivas, they are trying to determine if the relationship between the PE and the employee affects the results of the employees PA results. This study used data from 190 supervisors in the US and 113 in India. Both studies found that intrapersonal affect and performance levels both played a role in the results of the PA. The US study showed that PEs were able to separate personal bias from actual performance levels when assigning results, therefore finding no bias. However, results from the Indian sample showed that employees with lower performance levels actually got higher ratings. This suggests that local cultural norms play a bias in PA reports.