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The current study examined whether expectations, assumed to be created by the positive reputation of an athlete, produced a bias in judging at either the encoding or evaluation phase of sport performance appraisal. The short programs of 14 female figure skaters were evaluated by judges to whom the athletes were either known or unknown. Ordinal rankings were found to be higher when skaters were known by the judges as compared to when they were unknown. Furthermore, skaters received significantly higher technical merit marks when known, although artistic marks did not differ. No significant differences were found for the identification of elements or associated deductions, measures which were assumed to be indicative of the encoding phase of judging. These findings suggest that a reputation bias does exist when judging figure skating, and that it is present during the evaluation phase of sport performance appraisal, as reflected by the ordinal and technical merit marks.

The purpose of this article is to examine the effects of treatment discrimination as manifested through performance evaluation bias. Research has demonstrated that demographic dissimilarity between raters and ratees can result in performance evaluation bias. As a result of such bias, work-related opportunities based on performance evaluation might be provided to individuals with demographic characteristics similar to those of the rater and not to those whose characteristics differ. The current model suggests that the denial of such opportunities is associated with the formation of self-limiting behavior and subsequent performance detriment. The current model also addresses the formation of a performance feedback loop that potentially leads to future poor performance. Moderators (i.e., task interdependence, time, social category identification, and common group identity) of the proposed relationships are also identified. Additionally, suggestions for future investigations are offered.

The sport literature yields little information concerning the available methods or processes coaches can use to obtain feedback about their coaching. This is unfortunate given that evaluative feedback about one’s coaching performance is useful in terms of providing direction for professional coach development (Mallett & Côté, 2006). As a follow-up to O’Boyle (2014), the purpose of this Best Practices paper is to offer a sample protocol for employing a 360-degree feedback system for coaches working in high performance settings. We draw on a review of the coach evaluation and 360-degree feedback literature, along with insights shared from Canadian intercollegiate head coaches to highlight some of the potential benefits and challenges of implementing a 360-degree feedback system in sport. We then suggest ‘best practices’ for effectively integrating this appraisal system and provide an example coach report to illustrate how feedback would be provided to a coach following a 360-degree feedback protocol. It is our hope that this sample protocol paper will encourage coaches, athletic directors, and other sport administrators to integrate comprehensive coach feedback practices in their sporting programs.

The incidence of concussions and potential for long-term health effects has captured the attention of the media, general public, medical professionals, parents, and obviously the athletes themselves. Concussions have been blamed for a variety of mental and physical health issues. The athletic trainer is at the forefront of the concussion management team, as they are typically on the scene when the concussion occurs and are often the first medical personnel to evaluate and, hopefully, remove the athlete from activity. There has been controversy of late regarding the influence of coaches in the care of concussed athletes. Therefore, a move to the “medical model” of sports medicine management can go a long way in resolving conflict of interest issues regarding the care of concussed athletes. A comprehensive concussion team and protocol are also essential to providing the highest level of care. This article takes a closer look at concussion management in the collegiate arena, with a particular focus on Princeton University.

Three hundred and twenty five employees of 68 golf courses in Malaysia participated in this study investigating the proposed model wherein selected HRM practices (Support at Work, Training, Reward System, Supervisory Assistance, and Performance Appraisal) were seen as influencing organizational citizenship behavior (OCB) which, in turn, was associated with Perceived Service Quality. The results showed that the measurement model and the structural model fit the data very well. Further, all of the paths specified in the model except the one linking Training to OCB were significant with OCB explaining more than 50% of the variance in Perceived Service Quality. Increased support at work, Reward System, Supervisory Assistance, and Performance Appraisal resulted in higher levels of Perceived Service Quality.