Journal articles: 'Appraisal process'

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Khurshid, Anwar, Abdul Karim Khan, and Sara Alvi. "Performance Appraisal Challenge at Pakistan Civil Aviation Authority (CAA)." Asian Journal of Management Cases 14, no. 2 (September 2017): 198–225. http://dx.doi.org/10.1177/0972820117712304.

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The case discusses the multitude of challenges that CAA faces with respect to its performance appraisal system. Sumair Saeed, Chief Human Resource CAA, feels that problems lie in the implementation of the current appraisal system. Firstly, the system of targets and objectives between and the appraiser and the appraisee at the start of the year is not being followed. This leads employees to feel unfairly treated because no criteria for performance appraisal for their evaluation have been agreed upon. Secondly, Sumair feels there is no buy-in for the performance appraisal system since supervisors regard appraisal as extra workload and an uneasy time of the year. Supervisors consider it to be a confrontational rather than developmental/feedback exercise with the subordinate. Moreover, supervisors lack training in providing feedback on appraisals. It is felt that the culture of the organisation develops hostility and distrust when the appraisals are being conducted. The appraisal system doesn’t differentiate between performers or non-performers; thus decisions on promotions or career progressions can’t be based on appraisals. The problem of demotivation among employees is also a result of an ineffective performance appraisal system, as no differentiation exists between star performers and non-performers. Sumair is now contemplating the changes in the design or the implementation of the performance appraisal system which are required to rectify the process of performance appraisal at CAA.

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Galeone, Carlotta, Paolo Bruzzi, and Claudio Jommi. "Key drivers of innovativeness appraisal for medicines: the Italian experience after the adoption of the new ranking system." BMJ Open 11, no. 1 (January 2021): e041259. http://dx.doi.org/10.1136/bmjopen-2020-041259.

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ObjectiveIn 2017, the Italian Medicines Agency (Agenzia Italiana del Farmaco, AIFA) introduced a standardised process to appraise innovativeness of medicines. Innovative medicines are provided speeder market access and dedicated funds. Innovativeness criteria are: unmet therapeutic need, added therapeutic value and quality of the evidence (Grading of Recommendations Assessment, Development and Evaluation method). We investigated the role played by these three criteria on the final decision aimed to understand how the new Italian innovativeness appraisal framework was implemented.DesignA desk research gathered AIFA’s appraisal reports on innovativeness and data analyses were conducted. No patients were directly involved in this study.Setting and participantsWe scrutinised all 77 appraisal reports available on AIFA’s website (2017–2020).Primary and secondary outcome measuresThe impact of the three domains on final decision was investigated through a series of univariate analyses.ResultsAmong 77 appraisal reports on innovativeness available, 49 (64%) and 28 (36%) were for oncology and non-oncology medicines, respectively. The appraisals were equally distributed among ‘fully innovative’ (36%), ‘conditionally innovative’ (30%) and ‘not innovative’ (34%). Added therapeutic value was the most important driver on innovativeness decision, followed by quality of the evidence. Drugs for rare diseases and with paediatric/mixed indications were appraised ‘innovative’ by a larger proportion, but no statistical significance was found.ConclusionsDespite some limitations, including the moderate number of appraisals, this paper provides an insight into the determinants of innovativeness appraisals for medicines in Italy and the accuracy of the appraisal process. This has important implications in terms of transparency and accountability in the prioritisation process applied to innovative medicines.

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Gerich, Joachim, and Christoph Weber. "The Ambivalent Appraisal of Job Demands and the Moderating Role of Job Control and Social Support for Burnout and Job Satisfaction." Social Indicators Research 148, no. 1 (October 11, 2019): 251–80. http://dx.doi.org/10.1007/s11205-019-02195-9.

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Abstract Within an extended challenge–hindrance framework, it is assumed that job demands are subjectively appraised both as challenges (that is, as working conditions that are associated with potential personal gains) and hindrances (as working conditions associated with constrains) at the same time. In accordance with transactional stress theory, the association between demand intensity and work-related attitudes (work satisfaction) and psychological strain (burnout) is expected to be mediated by individual appraisal. Moreover, because curvilinear relationships between demand and challenge and hindrance appraisals are assumed, and appraisal is expected to be moderated by job control and social support, we tested complex nonlinear moderated mediation models for four types of job demands (task difficulty, time pressure, interruptions, and responsibility). Based on cross-sectional data of a heterogeneous sample of employees, we confirmed simultaneous challenge and hindrance appraisals. Challenge components are positively associated and hindrance components are negatively associated with favorable outcomes (higher work satisfaction and lower burnout). Challenge appraisals are found to be more relevant for work satisfaction, while hindrance appraisals are more relevant for burnout. The relationship between demand intensity and challenge appraisal is confirmed as curvilinear, whereas hindrance appraisals are approximately linearly related to demand intensity. The relationship between demand intensity and outcome variables is partly mediated by challenge and hindrance appraisal, and significant interaction effects suggest that the appraisal process is moderated by job control and social support.

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Javad, Shahina, and Sumod S.D. "It’s time to bring performance appraisal into the twenty-first century." Human Resource Management International Digest 23, no. 7 (October 12, 2015): 23–26. http://dx.doi.org/10.1108/hrmid-07-2015-0127.

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Purpose – Examines the weaknesses of many current performance appraisals and shows how to improve them. Design/methodology/approach – Draws on examples from companies such as Cisco, Google and Infosys. Findings – Shows that there are two main sets of reasons for the failure of performance management – system related and people related. System-related problems crop up while defining the performance goals or designing the appraisal system. People-related problems usually arise while discussing the results of appraisals. Practical implications – Investigates the importance of the three key elements of performance appraisal – the appraiser, the appraisal period and the rating method. Social implications – Shows how important performance appraisal can be in the modern business world where skilled and talented workers are at a premium. Originality/value – Argues that present-day organizations need to develop an ongoing process to manage employee performance, make sure the right things are being measured, and that the feedback is carried out as constructively as possible.

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Groeschl, Stefan, and Liz Doherty. "The Appraisal Process." Journal of Human Resources in Hospitality & Tourism 1, no. 3 (June 2002): 57–76. http://dx.doi.org/10.1300/j171v01n03_05.

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Timm, Donna F., Daniel E. Banks, and Jerry McLarty. "Critical Appraisal Process." Southern Medical Journal 105, no. 3 (March 2012): 144–48. http://dx.doi.org/10.1097/smj.0b013e31824a711f.

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Larsson, Gerry, Christina Kempe, and Bengt Starrin. "Appraisal and coping processes in acute time‐limited stressful situations: A study of police officers." European Journal of Personality 2, no. 4 (December 1988): 259–76. http://dx.doi.org/10.1002/per.2410020404.

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This study focuses on the appraisal and coping process in acute, time‐limited stressful situations in a stress experienced group: 54 Swedish police officers. Each police officer retrospectively reported their thoughts, emotions, and actions during five recent stressful job events. The relations among appraisals of threat and of coping options, seven forms of problem‐ and emotion‐focused coping strategies, and selfrated performance were examined. Compared with previous studies of ordinary people in stressful situations, the police officers felt less threatened, appraised the situations as more solvable, and used considerably more problem‐focused forms of coping. Age had a significant effect on appraisal, while organizational position had a significant effect on coping. Using latent profile analysis, four appraisal styles were obtained. Consistency of cross‐situational appraisal style amongst individuals was high. The functional relationships among variables, i.e. appraisal, coping, and performance, are discussed.

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Ballantine, Joan, and Stephanie Stray. "Financial Appraisal and the IS/IT Investment Decision Making Process." Journal of Information Technology 13, no. 1 (March 1998): 3–14. http://dx.doi.org/10.1177/026839629801300101.

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This paper explores the techniques used by organizations to appraise Information Systems (IS)/Information Technology (IT) investments, and concentrates, in particular, on techniques of capital investment appraisal. We draw on relevant studies reported in both the accounting and finance, and the IS literature, which have addressed their usage. Where possible comparisons are drawn between both sets of literatures. The results of a survey that specifically examined IS/IT investment appraisal practices of a sample of UK companies is also presented. Among the issues discussed include the extent to which capital investment appraisal techniques are used to appraisal investments, the importance of the techniques used and the problems attendant on the decision making process.

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Cocciolo, Anthony. "Email as cultural heritage resource: appraisal solutions from an art museum context." Records Management Journal 26, no. 1 (March 21, 2016): 68–82. http://dx.doi.org/10.1108/rmj-04-2015-0014.

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Purpose – The purpose of this study is to evaluate strategies to appraise email correspondence to select significant email for permanent preservation without capturing trivial or personal emails. The strategies were tested on the actual email accounts of selected individuals occupying important roles within an important cultural institution in the Northeastern USA. Design/methodology/approach – Treating this art museum as a case study site, email messages are manually appraised for retention using a rubric. Following the appraisal, strategies for expediting this appraisal process, using what is learned from the manual appraisal process, are explored. Findings – A major finding of this study is that sent mail is almost always significant, although preserving only sent mail, or preserving sent mail in combination with inbox items that have been acted upon (replied to or forwarded), are not sufficient to capture significant correspondence. Rather, a social network approach holds the most promise to accelerate the process of email appraisal. Originality/value – This study provides empirically grounded strategies for appraising email for permanent retention.

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Hergovich, Andreas, Ulrike Sirsch, and Martin Felinger. "SELF-APPRAISALS, ACTUAL APPRAISALS AND REFLECTED APPRAISALS OF PREADOLESCENT CHILDREN." Social Behavior and Personality: an international journal 30, no. 6 (January 1, 2002): 603–11. http://dx.doi.org/10.2224/sbp.2002.30.6.603.

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The relationship between children's self-perceptions, children's perceptions of others' appraisal (i.e., reflected appraisals) and others' actual appraisals reported by mothers, fathers and teachers were examined. The Self-Description Questionnaire 1 (Marsh, 1988) was presented to 428 children. Parents and teachers were given an adapted form. Additionally, children were asked for reflected appraisals of their mothers, fathers and teachers according to the scales of the SDQ1. Results suggest that the reflected appraisal process is in fact more complicated than originally assumed by the theorist of symbolic interactionism. Thus, besides direct effects from actual appraisal on reflected appraisal and reflected appraisal on selfappraisal, there are also indications of an effect by actual appraisals on self- and reflected appraisals, especially for academic self-concept. Furthermore, results indicate that different significant others have a different impact on the self-perceptions of preadolescent children.

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Walsh, Kate, and Dalmar Fisher. "Action inquiry and performance appraisals." Learning Organization 12, no. 1 (February 1, 2005): 26–41. http://dx.doi.org/10.1108/09696470510574241.

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PurposeIntroduces the primary concepts behind the practice of action inquiry. Then, examines what current literature suggests about components of the performance appraisal process and identifies areas where applying action inquiry concepts can add a new dimension to our current understanding.Design/methodology/approachApplies action inquiry, a concept from the organizational learning and change literatures, to suggest ways to infuse meaning and mutuality into appraisal discussions to help organizational leaders and members learn and develop. Ways to do so are demonstrated through a review and discussion of seven principal research streams in the current appraisal literature.FindingsAn action inquiry approach can address many of the limitations inherent in the appraisal process and refocus appraisals as developmental tools. Potentially, appraisals can act as forums to open dialogue, invite participation and build relationships around re‐visioning one's work and career. The process can become instrumental to continual quality improvement and organizational growth suggests that a rich opportunity exists to make the performance appraisal process developmentally meaningful for individuals and potentially transformative for organizations.Originality/valueDiscusses seven themes addressed in performance appraisal research and poses new possibilities that emerge when these themes are examined through an action inquiry lens.

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Cerri, Karin H., Martin Knapp, and Jose-Luis Fernandez. "Decision making by NICE: examining the influences of evidence, process and context." Health Economics, Policy and Law 9, no. 2 (May 21, 2013): 119–41. http://dx.doi.org/10.1017/s1744133113000030.

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AbstractThe National Institute for Health and Clinical Excellence (NICE) provides guidance to the National Health Service (NHS) in England and Wales on funding and use of new technologies. This study examined the impact of evidence, process and context factors on NICE decisions in 2004–2009. A data set of NICE decisions pertaining to pharmaceutical technologies was created, including 32 variables extracted from published information. A three-category outcome variable was used, defined as the decision to ‘recommend’, ‘restrict’ or ‘not recommend’ a technology. With multinomial logistic regression, the relative contribution of explanatory variables on NICE decisions was assessed. A total of 65 technology appraisals (118 technologies) were analysed. Of the technologies, 27% were recommended, 58% were restricted and 14% were not recommended by NICE for NHS funding. The multinomial model showed significant associations (p ⩽ 0.10) between NICE outcome and four variables: (i) demonstration of statistical superiority of the primary endpoint in clinical trials by the appraised technology; (ii) the incremental cost-effectiveness ratio (ICER); (iii) the number of pharmaceuticals appraised within the same appraisal; and (iv) the appraisal year. Results confirm the value of a comprehensive and multivariate approach to understanding NICE decision making. New factors affecting NICE decision making were identified, including the effect of clinical superiority, and the effect of process and socio-economic factors.

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Churchill, David. "Appraisal – a developing process." Obstetrics, Gynaecology & Reproductive Medicine 20, no. 7 (July 2010): 225–26. http://dx.doi.org/10.1016/j.ogrm.2010.04.004.

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Williams, Brian N., Robert K. Christensen, Megan LePere-Schloop, and P. Daniel Silk. "Appraising the appraisal process." Police Journal: Theory, Practice and Principles 88, no. 3 (August 27, 2015): 231–50. http://dx.doi.org/10.1177/0032258x15601808.

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Kim, Seong Jin, Young-Wuk Cho, and Jung Yul Park. "The present and future of the Korean Medical Practice Review Authority." Journal of the Korean Medical Association 64, no. 8 (August 10, 2021): 512–18. http://dx.doi.org/10.5124/jkma.2021.64.8.512.

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Background: The Korean Medical Association (KMA) has been working on medical appraisals for the last 30 years. In 2019, the Korean Medical Practice Review Authority (KMPRA) was established to systematically promote medical appraisal. In addition, regulations related to medical appraisals were amended, professional committees of KMPRA established, and medical case management programs developed. This study reviews the history, present challenges, and the future of KMPRA.Current Concepts: The efforts made by KMA for the development of KMPRA have provided evidence of the excellence of medical appraisal system, with a highly professional, fast, and transparent medical practice review system. Nevertheless, KMPRA has not completely resolved the social distrust of fairness and the quickness of medical appraisals. It is necessary to identify the obstacles that exist in the current appraisal system for the continued development of KMPRA. Currently, KMPRA faces several challenges, such as lack of independence, financial constraints, dichotomized process of medical appraisal, and insufficient administrative manpower, in the process of handling thousands of requested cases. To improve the level of expertise of the professional medical appraisal system, independence, fairness, and speed of its process, KMPRA requires more attention and support from KMA and other major professional medical organizations.Discussion and Conclusion: KMPRA is committed to fulfilling the social responsibility of fair medical appraisal, and it will ultimately contribute to resolving social conflicts derived from medical services and further improving trust relationships with the public.

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McGuffey, C. Shawn. "Rape Appraisals: Class Mobility, Social Geography, and Sexual Morality Tales in Ghana, South Africa, and Rwanda." Journal of Black Psychology 47, no. 6 (April 22, 2021): 401–44. http://dx.doi.org/10.1177/00957984211008057.

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Interdisciplinary scholarship in violence and trauma studies suggest that a person’s interpretation of stressful events contours how the person will respond. It is through the two-part appraisal process that survivors determine how they will cope. This project utilizes an identity-based approach to demonstrate that survivors use group-based ideologies such as social class, geography, gender, sexuality, and, for some, race to appraise their accounts of violence, assess their coping strategies, and manage traumatic events. Using the cross-cultural accounts of 146 Black Ghanaian, South African, and Rwandan women rape survivors, the findings extend the appraisal approach by highlighting how survivors in this study utilized sexual morality tales to construct a variety of appraisal accounts to interpret their assaults and to justify their coping strategies. I call these appraisals opportunities, possibilities, limitations, and solidarities. These differing appraisals demonstrated that social milieu contours the psychological experience of violence and can engender both parallel and divergent interpretations across social class and cultural contexts. Last, the implications of these findings for comparative sexual assault studies, theories of traumatic coping, gender and development, and intersectionality are discussed.

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Dhiman, Amit, and Manjari Singh. "Appraisal Politics: Revisiting from Assessors' Perspective." Vikalpa: The Journal for Decision Makers 32, no. 1 (January 2007): 75–88. http://dx.doi.org/10.1177/0256090920070106.

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Politics is a bane of administrative systems such as performance appraisals. It not only debilitates the system's credibility in the eyes of various stakeholders, but also adversely affects the employees' morale and the organizational effectiveness. While admitting that rooting it out completely is impossible, it is in the organizational interest that it is mitigated to a large extent. In case of performance appraisals, assessees and assessors, both try to influence the assessees� performance rating to advance self-interests. The former typically aims at higher ratings/rewards, and uses informal influence means such as upward connections, ingratiation, etc., to achieve it. The latter may use appraisals to fulfil their vested interests like building in�groups by rewarding certain favoured assessees, and projecting good departmental performance, by manipulating assessees� ratings (inflation or deflation). Some managers consider these actions legitimate because it helps them manage effectively. While these manipulations may fulfil the assessors' short-term goals, it hurts the organization in the long run by compromising performance culture, demoralizing genuine performers, discrediting pay for performance policies, etc. This paper focuses on the assessors' perspective and conceptualizes their perceptions of politics in appraisals (PAPS). We argue that PAPS constitutes the assessors' perception about political behaviours of other stakeholders�reviewers, assessees, and fellow appraisers�and shapes their own perceptions. These perceptions will be influenced by certain contextual factors in which appraisals are conducted. We have focused on four such factors: ambiguity about policies, procedures, performance standards, criteria, etc. assessors' accountability with respect to appraisals assessors' and assessees' instrumentality linked to appraisal organizational support in terms of assessors� training to conduct better appraisals. We argue that these are key variables closely related to many job and organizational characteristics, and thus are fair representation of the appraisal context. In relation to these antecedents, we propose that these reduce assessors� PAPS when: Appraisal process and system ambiguity is low. The assessors are accountable to a neutral authority for following appraisal procedures which enhance rating accuracy; on the other hand, assessors' outcome accountability accentuates politicking. Some of the procedures which enhance accuracy are frequent feedback, 360-degree feedback, assessees' involvement in the process, etc. The assessors are trained to conduct fair appraisals. The assessors' and the assessees' appraisal instrumentality directly affects PAPS as well as moderates the above relations. It is further proposed that PAPS predict the assessors' intentions to pursue certain appraisal goals. It can be rating accuracy if political perceptions are low; and, it can be other political goals, if these perceptions are high. These intentions predict actual assessor actions. This paper contributes to appraisal literature and informs managers about mitigating appraisal politics.

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Sink, Robert. "Appraisal: The Process of Choice." American Archivist 53, no. 3 (July 1990): 452–58. http://dx.doi.org/10.17723/aarc.53.3.g6606115k3854665.

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Jannat, Taslima, Nor Asiah Omar, and Syed Shah Alam. "Examining the Role of Deception on Employees’ Threat Appraisal Process, Coping Appraisal Process and Unethical Behavior in Organization." ETIKONOMI 20, no. 1 (February 22, 2021): 153–68. http://dx.doi.org/10.15408/etk.v20i1.15433.

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The purpose of this study is to examine whether deception influences unethical behavior, employee perceptions of threat, and their coping appraisal processes. It also examines the role of deception in influencing employees' threat appraisal and coping appraisal processing. Using the structural equation model (PLS-SEM), this study reveals a strong relationship between deception, unethical behavior, employees' perceived threat appraisal process, and the coping appraisal process. The empirical findings suggest that deception is a common practice in organizations and significantly influences unethical behavior. This study also finds that deception plays a crucial role in reducing employees' perceptions of threat regarding negative outcomes for engaging in unethical behavior while significantly influencing employees' perceived coping appraisal process, which suggests that deceptive behavior can protect them from the threat of detection their unethical behavior. The findings provide new insights into the relationship among deception, employees' perceived threat appraisal process, coping appraisal process, and unethical behavior and paves the way for further research in this area.JEL Classification: L3, M1, M10, M14, M48How to Cite:Jannat, T., Omar, N. A., & Alam, S. H. (2021). Is Deception an Antecedent for Employees’ Cognitive Appraisal Proceses and Unethical Behavior?. Etikonomi, 20(1), 153 – 168. https://doi.org/10.15408/etk.v20i1.15433.

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Baig, Umair, and Manzoor Ahmed Khalidi. "A grounded theory exploration of appraisal Process of Capital Investment Decisions — Capex Appraisal Model (CAM)." Independent Journal of Management & Production 11, no. 7 (December 1, 2020): 2778–804. http://dx.doi.org/10.14807/ijmp.v11i7.1231.

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The purpose of this study was to explore the appraisal process of capital investment decisions. The study adopted the grounded theory approach for the exploration of the objective. In the first stage, 48 in-depth interviews were conducted from finance executives of PSX listed companies. After transcription of all of the interviews, NVIVO software was used for analysis. Theoretical sampling was used in this study. Initially, 35 concepts and 19 categories were obtained from the initial coding of 48 cases. In the next stage, using focused coding, 19 initial categories into 09 categories were classified. These 09 categories represent each stage of the appraisal process of capital investment. These stages are Idea generation, Strategic planning, Analysis, Risk Evaluation, Selection, Mode of finance, Implementation, Monitoring and control, and Post-audit. The development of appraisal process stages is the novelty of this study and key theoretical contribution. Findings provide an in-depth understanding of the systematic way that industry appraises capital investments. This study opens grounds for new knowledge for academia, adds to relevant literature and reduces the gap between the corporate world and academia.

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Goh, Yong Wah, Sukanlaya Sawang, and Tian P. S. Oei. "The Revised Transactional Model (RTM) of Occupational Stress and Coping: An Improved Process Approach." Australian and New Zealand Journal of Organisational Psychology 3 (April 1, 2010): 13–20. http://dx.doi.org/10.1375/ajop.3.1.13.

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AbstractDespite more than three decades of research, there is a limited understanding of the transactional process of appraisal, stress and coping. This has led to calls for more focused research on the entire process that underlies these variables. To date, there remains a paucity of such research. The present study examined Lazarus and Folkman's (1984) transactional model of stress and coping. One hundred and twenty nine Australian participants with full time employment (i.e., nurses and administration employees) were recruited. There were 49 male (age mean = 34, SD = 10.51) and 80 female (age mean = 36, SD = 10.31) participants. The analysis of three path models indicated that in addition to the original paths, which were found in Lazarus and Folkman's transactional model (primary appraisal→secondary appraisal→stress→coping), there were also direct links between primary appraisal and stress level time one and between stress level time one to stress level time two. This study has provided additional insights into the transactional process that will extend our understanding of how individuals appraise, cope and experience occupational stress.

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Ng, S. Thomas, and Martin Skitmore. "DEVELOPING A FRAMEWORK FOR SUBCONTRACTOR APPRAISAL USING A BALANCED SCORECARD." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 20, no. 2 (March 10, 2014): 149–58. http://dx.doi.org/10.3846/13923730.2013.802705.

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Subcontractors contribute significantly to construction projects and their performance can seriously affect over-all project success. It is crucial, therefore, to appraise the performance of subcontractors to ensure they satisfy the client's expectations and project requirements. To increase the transparency and accuracy of subcontractor appraisal, the baseline and target performance levels should be set at the outset so that the appraisers and those being appraised realize exactly what standards are to be achieved. The balanced scorecard, being a powerful tool for performance appraisal, offers a potentially good approach for modeling the subcontractor appraisal process. In this paper, an approach to developing a balanced scorecard subcontractor appraisal model is proposed and demonstrated through a questionnaire survey administered in Hong Kong and from which the baseline and target performance levels for large-scale skilled subcontractors are identified. A case example is used to illustrate the operation of the model. Finally, a means by which the model may be validated is demonstrated through the use of field experts. The results demonstrate the feasibility of developing a balanced scorecard model that can help improve the transparency of subcontractor appraisal despite the baseline and target performance levels changing according to the project characteristics, subcontractor categories and size.

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Kenett, Ron S., David A. Waldman, and Spencer B. Graves. "Process performance appraisal systems: a working substitute to individual performance appraisal." Total Quality Management 5, no. 5 (January 1994): 267–80. http://dx.doi.org/10.1080/09544129400000047.

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Longenecker, Clinton, and Laurence Fink. "Lessons for improving your formal performance appraisal process." Strategic HR Review 16, no. 1 (February 13, 2017): 32–38. http://dx.doi.org/10.1108/shr-11-2016-0096.

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Purpose The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems. Design/methodology/approach The authors synthesize 30 years of their research, including countless focus groups and surveys with managers at all levels, to identify the specific steps organizations can take to create value-added appraisal systems. Findings The paper explains ten key lessons for improving any organization’s performance appraisal system. Practical implications The authors believe that the lessons described in this paper can be applied in all organizations, and not to apply these lessons invites ineffective and potentially destructive appraisal practices. Originality/value The paper provides a unique set of lessons that organizations can use to design or re-design their performance appraisal systems and practices.

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Groeschl, Stefan. "Cultural implications for the appraisal process." Cross Cultural Management: An International Journal 10, no. 1 (March 2003): 67–79. http://dx.doi.org/10.1108/13527600310797540.

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Gomez‐Mejia, Luis R. "Performance Appraisal: Testing a Process Model." Journal of Managerial Psychology 4, no. 3 (March 1989): 27–32. http://dx.doi.org/10.1108/eum0000000001719.

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Doszyń, Mariusz. "Econometric Support of a Mass Valuation Process." Folia Oeconomica Stetinensia 20, no. 1 (June 1, 2020): 81–94. http://dx.doi.org/10.2478/foli-2020-0005.

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AbstractResearch background: The issues undertaken in the paper include the specification of an econometric model in real estate mass appraisal. Advantages and disadvantages of using econometric models in real estate mass appraisal are discussed.Purpose: The issue of aiding the valuation process with an econometric model based on the Szczecin algorithm of real estate mass appraisal is discussed in the paper. Such problems like multicollinearity, lack of coincidence and nonmonotonic influence of attributes are pointed out. Also, potential solutions to these problems are mentioned. Moreover, the paper features a discussion of cases in which econometric appraisal is not sufficient.Research methodology: The base for constructing an econometric model is the so-called Szczecin algorithm of real estate mass appraisal. Based on the algorithm, the econometric model was created to enable determining the impact of real estate attributes and location on their value.Results: problems related with specification, estimation and verification of the real estate mass appraisal econometric model are discussed in an empirical example.Novelty: A non-linear model is proposed, which features explanatory variables introduced into the model, and by taking into consideration the scale of their measurement. The proposed model, by introducing dummy variables, also account for the impact of a location, which significantly improves the fit to empirical values.

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Fugate, Mel, Spencer Harrison, and Angelo J. Kinicki. "Thoughts and Feelings About Organizational Change." Journal of Leadership & Organizational Studies 18, no. 4 (September 21, 2011): 421–37. http://dx.doi.org/10.1177/1548051811416510.

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This longitudinal field study examines the relationships among the three focal constructs within appraisal theory—appraisal, emotion, and coping—at the beginning of change and their relationship with employee withdrawal at the end of an organizational restructuring. New theory is used to integrate past theory and research to propose and test a model containing synchronous reciprocal relationships between negative appraisal and negative emotions. Results confirmed a synchronous reciprocal relationship between negative appraisal and negative emotions, which suggests that appraisal is not a sequential process as often conceptualized and tested in the past. Negative appraisals and negative emotions also had negative relationships with control coping, which was negatively associated to intentions to quit, which in turn predicted subsequent voluntary turnover. This study thus extends appraisal theory and demonstrates it is a powerful alternative (theoretical) means for examining employee reactions to organizational change. Theoretical and practical implications of the results are discussed.

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Sasono, Norman, Meri Chrismes Aruan, and Andri Rahadyan. "Perancangan Sistem Aplikasi Penilaian Kinerja Karyawan pada PT Bluepay Digital International Berbasis Java." Jurnal Informatika Universitas Pamulang 5, no. 1 (March 31, 2020): 1. http://dx.doi.org/10.32493/informatika.v5i1.4373.

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In its implementation, the document recording process carried out by this company is still done manually so that it is not uncommon to find difficulties when processing data. Employee Performance Appraisal Application at Java-based PT.Bluepay Digital International is an organizational process in evaluating employee performance. The purpose of conducting performance appraisals in general is to provide feedback to employees in an effort to improve the appearance of their work and efforts to increase organizational productivity, and specifically carried out in relation to various policies towards employees. Problem limitation is centered on the design of employee performance appraisal applications at Java-based PT.Bluepay Digital International by HRD whose workmanship is still manual to make the application more efficient in evaluating employee performance. The purpose of making an employee performance appraisal application is to provide innovation by using IT technology in processing employee performance appraisals. In making this application using the experimental method so that a good, effective and easy solution can be obtained. The method used is data collection using interview and observation techniques to PT Bluepay Digital International.

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Taufiq, Rohmat, Sulkhan Sulkhan, Yulianti Yulianti, and Aries Saifudin. "Analisis dan Desain Sistem Pendukung Keputusan Penilaian Kinerja Pegawai dengan Metode Analytical Hierarchy Process (AHP)." Jurnal Informatika Universitas Pamulang 5, no. 3 (September 30, 2020): 307. http://dx.doi.org/10.32493/informatika.v5i3.6775.

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The decision support system (DSS) for employee performance appraisal is a decision support system used in the employee performance appraisal process at PT. Surya Toto Tbk. Currently, the employee performance appraisal process is still done manually (paper based) so that the reports produced are not real time. From the existing problems, this research aims to analyze and design a decision support system according to the existing criteria using the Analytical Hierarchy Process (AHP) method with the aim of being able to be developed into a Web-based DSS. The method used begins with communication with management, especially the perpetrators of employee performance appraisals. Furthermore, planning, data collection process, analysis, design and finally making reports are carried out. The conclusion of this study provides a suggestion for the addition of subcriteria from the existing criteria. After calculating with AHP, the value that appears for the work outcome criteria (A) on the quantitative subcriteria A11 with a score of 0.123, qualitative A12 with a score of 0.033, delivery A13 with a score of 0.024 and Implementation of SOP A14 with a score of 0.018. The score is for a very good value (BS).

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McAuley, Edward, and Terry E. Duncan. "Cognitive Appraisal and Affective Reactions Following Physical Achievement Outcomes." Journal of Sport and Exercise Psychology 12, no. 4 (December 1990): 415–26. http://dx.doi.org/10.1123/jsep.12.4.415.

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This investigation examined the roles of intuitive (subjective performance perceptions) and reflective (causal attributions) appraisals in the generation of affective reactions to gymnastic performance. Both intuitive and cognitive appraisal were significant predictors of general affect, whereas self-related affects were predominantly influenced by intuitive appraisal and other-related affect by causal dimensions. The stability dimension evidenced the strongest relationship with both general and other-related affective reactions. Commonality analyses determined both types of appraisal to account for up to 14.7% of the cojoint variance in emotional reactions, suggesting that intuitive appraisal may well be perceived as causal attributions under certain circumstances. The findings are discussed in terms of the conditions under which attributions augment the emotion process and the importance of assessing perceptions of performance.

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Hegde, Rekha, and A. V. Mark Hughson. "Consultant appraisal of consultant appraisal." Psychiatric Bulletin 32, no. 6 (June 2008): 214–17. http://dx.doi.org/10.1192/pb.bp.107.018135.

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Aims and MethodA postal survey was conducted to gauge opinion of consultant psychiatrists in the west of Scotland with regard to consultant appraisal.ResultsWe received 158 responses to our survey (a response rate of 77%). The results showed mixed feelings about appraisal – for example, its purpose was felt to be about the development of consultants (72%) rather than the protection of patients (53%). Practical problems were highlighted, like the provision of accurate data and the amount of time spent on the preparation for appraisal.Participation in 360-degree appraisal was scant, and no consensus on the use of outcome measures was reached.ImplicationsMore work needs to be done on the appraisal process for it to gain the full confidence of the profession.

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Kang, Hag Mo, Dae Sung Lee, Soo Im Choi, Sohui Jeon, Chong Kyu Lee, and Hyun Kim. "Problems and Challenges: A Private Forest Purchase Method for National Forest Expansion in South Korea." Sustainability 12, no. 20 (October 16, 2020): 8580. http://dx.doi.org/10.3390/su12208580.

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This study analyzes the appraisal procedure for government purchasing of privately-owned forests in Korea, in terms of current status, existing procedures, and appraisal cases. The method is a widely conducted instrument of national forest expansion policy. For the purchase status, the purchase targets of private forests, unit price, and purchase records are analyzed. The purchase procedure is to analyze the process from the sale agreement submission of the owner to the transfer of ownership after completion of sales. The appraisal cases analyze the appraisal results according to the actual purchase of private forests. Three of the procedure’s most problematic aspects are identified: The selection of appraisal companies, the failure to include the value of standing trees, and ambiguities in appraisal criteria. The study suggests some ways of improving the continuing implementation of the national forest expansion program through ongoing purchases of privately-owned forests. Firstly, the selection process for appraisal companies needs to be improved by independent third-party institutions or a competitive bidding system. Secondly, since forests are classified into standing trees and forest land, these two categories need to be appraised separately rather than together, as is often currently the case. Thirdly, since appraisal factors are currently based primarily on appraisers’ subjective experience and knowledge, there is a need both for developing more objective appraisal criteria as well as for improving the training of appraisers themselves, to increase their level of expertise and ensure greater objectivity in forest appraisal.

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Lee, Cynthia. "Increasing Performance Appraisal Effectiveness: Matching Task Types, Appraisal Process, and Rater Training." Academy of Management Review 10, no. 2 (April 1985): 322. http://dx.doi.org/10.2307/257973.

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Lee, Cynthia. "Increasing Performance Appraisal Effectiveness: Matching Task Types, Appraisal Process, and Rater Training." Academy of Management Review 10, no. 2 (April 1985): 322–31. http://dx.doi.org/10.5465/amr.1985.4278235.

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Holten, Ann-Louise, and Sten Olof Brenner. "Leadership style and the process of organizational change." Leadership & Organization Development Journal 36, no. 1 (March 2, 2015): 2–16. http://dx.doi.org/10.1108/lodj-11-2012-0155.

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Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

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Taufiq, Rohmat, Ri Sabti Septarini, Ahmad Hambali, and Yulianti Yulianti. "Analysis and Design of Decision Support System for Employee Performance Appraisal with Simple Additive Weighting (SAW) Method." Jurnal Informatika Universitas Pamulang 5, no. 3 (September 30, 2020): 275. http://dx.doi.org/10.32493/informatika.v5i3.6777.

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The decision support system (DSS) for employee performance appraisal is a decision support system used in the employee performance appraisal process at PT. Surya Toto Tbk. Currently, the employee performance appraisal process still done manually (paper-based) so that the reports produced were not real-time. From the existing problems, this research aimed to analyze and design a decision support system according to the existing criteria using the Simple Additive Weighting (SAW) method to be able to develop into a Web-based DSS. The method used began with communication with management, especially the perpetrators of employee performance appraisals. Furthermore, planning, the process of data collection, analysis, design, and finally making reports carried out. The conclusion of this study provided a suggestion to use the criteria that had given two more criteria. By giving weights and calculations carried out for three employees, the value obtained for employee C got the highest score (0.98) followed by employee B, and the lowest score (0.85) was employee A.

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GENKOVA, Petia. "Complexity vs. Fairness: Exploration of Implementing an Automated Process for Employee Assessment." Research in Business and Management 4, no. 1 (February 20, 2017): 1. http://dx.doi.org/10.5296/rbm.v4i1.10783.

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As a personnel activity in a major automotive company an analysis of the satisfaction with the performance appraisal system was undertaken. Two groups – employees with and without leadership function – were interviewed comparatively to determine which predictors influence job satisfaction and acceptance of performance appraisal. Results indicate significant differences between groups. In general, executives have a more positive attitude towards the performance appraisal system than other employees. Merely for the factor practicability executives show a lower degree of satisfaction. The dimension fairness was identified as the strongest influencing factor for overall satisfaction with performance appraisal for both groups. For executives fairness alone determines satisfaction with performance appraisal. Other employees however also value a transparent and comprehensible performance appraisal system.

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Szymona-Pałkowska, Katarzyna, Konrad Janowski, Agnieszka Pedrycz, Dariusz Mucha, Tadeusz Ambroży, Piotr Siermontowski, Jolanta Adamczuk, Marta Sapalska, Dawid Mucha, and Janusz Kraczkowski. "Knowledge of the Disease, Perceived Social Support, and Cognitive Appraisals in Women with Urinary Incontinence." BioMed Research International 2016 (2016): 1–7. http://dx.doi.org/10.1155/2016/3694792.

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Social support and knowledge of the disease have been shown to facilitate adaptation to a chronic disease. However, the adaptation process is not fully understood. We hypothesized that these factors can contribute to better adaptation to the disease through their impact on disease-related cognitive appraisal. To analyze the links between social support and the knowledge of the disease, on one hand, and disease-related appraisals, on the other hand, one hundred fifty-eight women with stress UI, aged 32 to 79, took part in the study. Questionnaire measures of knowledge of UI, social support, and disease-related appraisals were used in the study. The level of knowledge correlated significantly negatively with the appraisal of the disease as Harm. The global level of social support correlated significantly positively with three disease-related appraisals: Profit, Challenge, and Value. Four subgroups of patients with different constellations of social support and knowledge of the disease were identified in cluster analysis and were demonstrated to differ significantly on four disease-related appraisals: Profit, Challenge, Harm, and Value. Different cognitive appraisals of UI may be specifically related to social support and knowledge of the disease, with social support affective positive disease-related appraisals, and the knowledge affecting the appraisal of Harm.

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Irawan, Yuda, and Nella Sari. "APLIKASI SISTEM PEMBERIAN REWARD BERDASARKAN KINERJA KARYAWAN DENGAN METODE ANALYTICAL HIERARCHY PROCESS (AHP) PADA TOKO GOLDEN JAYA STAR PEKANBARU." JURNAL TEKNOLOGI DAN OPEN SOURCE 2, no. 1 (June 30, 2019): 87–101. http://dx.doi.org/10.36378/jtos.v2i1.149.

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The employee system at the Golden Jaya Star Pekanbaru Shop is currently based on the store's personal opinion, so its assessment of employee performance is not believed to be valid. This study aims to determine the employee performance appraisal system that is right used as the basis for awarding employee rewards. This research is expected to be able to help or facilitate the Golde Jaya Star Pekanbaru shop leader in providing rewards based on employee performance appraisal, among others, with the existence of this application can help leaders in giving rewards based on employee performance appraisal at the Golden Jaya Star Pekanbaru store. With this application, it can help leaders in giving rewards based on employee performance appraisals can reduce the occurrence of errors in the provision of employee rewards. With the application of the system of giving rewards based on employee performance evaluation can reduce the occurrence of errors in the awarding of employee rewards. This system application is only applied to determine the employee reward amount.

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Barfod, Michael Bruhn. "SUPPORTING SUSTAINABLE TRANSPORT APPRAISALS USING STAKEHOLDER INVOLVEMENT AND MCDA." Transport 33, no. 4 (December 5, 2018): 1052–66. http://dx.doi.org/10.3846/transport.2018.6596.

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Appraisal processes for transport initiatives are often characterised by their complexity involving a wide range of impacts that need to be addressed and many stakeholders that attempt to influence the decisions to be made. The increasing interest for the environment and sustainable development in general has stressed the need for taking a broad perspective into account when addressing transport initiatives. This means that economic, social and environmental dimensions need to be considered simultaneously in the appraisal process. The focus on incorporating such sustainability considerations has set new demands for the appraisal process and has revealed an increasing need for involving stakeholders in the decision support process to capture all aspects of the often complex decision problems. Conventional appraisals within the transport area are often only based on cost-benefit analysis, which captures the impacts that can be assigned with a monetary value. Thus there is a need for a decision support system that is able to assess the effect of other types of impacts as well and include this in the appraisal. This paper seeks to fill this gap in research by proposing a methodology making use of planning workshops and multi-criteria decision analysis in combination to improve the decision support. In order to serve the purpose of promoting a more sustainable transport planning approach a proposal is made for how the methodology can be integrated in the current practice for appraisal of infrastructure projects in Denmark (and countries with similar approaches). The paper concludes that the approach allowing for active stakeholder participation in the appraisal process can serve as a helpful and effective decision support system in the quest for more sustainable solutions to transport problems.

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Jauhar, Bushra, Masood Hassan, Muhammad Asad Ullah, Imam Uddin, and Shouvik Sanyal. "Performance Appraisal – A Source of Employee’s Motivation: A Case Study of Educational Institute of Karachi." Australian Journal of Business and Management Research 6, no. 1 (May 3, 2021): 60–68. http://dx.doi.org/10.52283/nswrca.ajbmr.20210601a05.

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The organizational success is largely depending on its employees; they are considered as vital assets for any organization. Therefore, the management should know how to appraise them so that they can get the desired results. The current study aims to investigate the impact of performance appraisal on employee’s motivation in an educational institute of Karachi. The population of interest was permanent faculty, visiting faculty and non-teaching staff of the ABC institute which was selected through convenience sampling technique. A survey of 56 employees was conducted with the help of a questionnaire based on close ended items on a 5-point Likert scale ranging from strongly agrees to strongly disagree. For data analysis, SPSS was used to check the reliability test, descriptive statistics and regression analysis. The research findings provided the insights regarding the impact of performance appraisal on employees’ motivation and showed a positive significant impact. The more satisfied employees are by their appraisals, the more motivated and committed they would be. Moreover, the study also shed light for future direction by keeping in view the respondents concern regarding biasness free rating, feedback and appeal process. The educational institutes should come up with better strategies in order to build trust among employees by providing fair appraisal solely based on their performance.

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Herbert, Glenn R., and Dennis Doverspike. "Performance Appraisal in the Training Needs Analysis Process: A Review and Critique." Public Personnel Management 19, no. 3 (September 1990): 253–70. http://dx.doi.org/10.1177/009102609001900303.

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Literature from the performance appraisal and needs analysis areas is reviewed to ascertain whether a technology for utilizing performance appraisal as a needs analysis technique has been sufficiently developed. A review of that literature is presented, a model of the process by which performance appraisal information may be incorporated into needs analysis is outlined, and suggestions and cautions concerning the use of performance appraisal in that process are offered.

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Kurniady, Dedy Achmad, Sururi, and Suryadi. "MODEL PENILAIAN KINERJA (PERFORMANCE APPRAISAL) KEPALA SEKOLAH MENENGAH PERTAMA NEGERI." PEDAGOGIA 14, no. 3 (March 30, 2017): 387. http://dx.doi.org/10.17509/pedagogia.v14i3.5896.

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The role of the principal is important for directing school life to achieve school goals. The principal appointment is attained through formal and rational consideration, determined by procedures, requirements, and regulations. This study is concerned with the development of performance appraisal model of junior high school principals and is aimed to achieve the following aims: 1) to detect rules and system regarding principals performance appraisal; 2) to verify and describe components, process and measures results of principals appraisal, and 3) to analyse Performance Based required by principals; and 4) to generate hypothetical models of principal performance appraisals in junior high school level. In order to have principals with all standard criteria, efforts to improve principal professional capacities are needed to conduct in a well-planned manner through continuous quality improvement. These improvements are mapped out intermittently so that principals profiles based on measures results of Principals Performance Appraisal can be put into actual. Performance appraisal is designed to identify data on principals performance.

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Hudek-Knežević, Jasna, and Igor Kardum. "The Effects of Dispositional and Situational Coping, Perceived Social Support, and Cognitive Appraisal on Immediate Outcome." European Journal of Psychological Assessment 16, no. 3 (September 2000): 190–201. http://dx.doi.org/10.1027//1015-5759.16.3.190.

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Summary: The effects of coping styles and strategies, perceived social support, and primary and secondary cognitive appraisal on immediate outcome were examined in this study. Two theoretical models were tested via linear structural equation modelling (LISREL VI) on a sample of 116 women. The first model was derived from the structural approach to stress and coping, while the second was based primarily on a theoretical position of the transactional approach to stress and coping process. Both models were tested twice, by taking into account appraisal of threat and appraisal of controllability. The results indicate the importance of cognitive appraisals and their effects on adaptational outcomes, situational coping efforts as well as their mediating role between some coping resources and adaptational outcomes. The main differences obtained in the models tested account for the type of cognitive appraisal included in the analyses. The appraisal of threat proved to be a more central component of stressful experience than appraisal of controllability. The results also show that dispositional as well as situational coping strategies exert relatively weak effects on immediate outcome.

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Parkinson, Brian. "Untangling the Appraisal-Emotion Connection." Personality and Social Psychology Review 1, no. 1 (January 1997): 62–79. http://dx.doi.org/10.1207/s15327957pspr0101_5.

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This article aims to clarify the nature of the relation between cognitive appraisal and emotion. I distinguish a range of alternative possible hypotheses according to whether this appraisal—emotion connection is assumed to operate at the conceptual or empirical level, whether it is supposed to be a descriptive or causal relation, and whether it is seen as having a contingent or necessary basis. Reviewing the varieties of available evidence for connections at different levels, I find little support for empirical rather than conceptual relations or for necessary as opposed to contingent ones. Ways are suggested in which this evidence might be extended so that more substantive conclusions are possible. I contend that future progress in this research area requires tighter specification of the different kinds of appraisal process that operate during real-time emotional episodes and of their potential interactions with other aspects of the unfolding emotional syndrome. Finally, I develop an alternative perspective on appraisal—emotion relations that views appraisals as representing the message value of interpersonally directed emotions, and I suggest future directions for research based on this approach.

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Duke, Emmanuel Orok. "Religion, Psychology and Globalisation Process: Attitudinal Appraisal." Legon Journal of the Humanities 27, no. 1 (June 19, 2017): 119. http://dx.doi.org/10.4314/ljh.v27i1.6.

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Pestonjee, Daanish. "An Integrated Process Model of Performance Appraisal." Academy of Management Proceedings 2015, no. 1 (January 2015): 19150. http://dx.doi.org/10.5465/ambpp.2015.19150abstract.

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Krug, Jim. "PEOPLE SKILLS: Improving the Performance Appraisal Process." Journal of Management in Engineering 14, no. 5 (September 1998): 19–20. http://dx.doi.org/10.1061/(asce)0742-597x(1998)14:5(19).

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Wiese, Danielle S., and M. Ronald Buckley. "The evolution of the performance appraisal process." Journal of Management History (Archive) 4, no. 3 (September 1998): 233–49. http://dx.doi.org/10.1108/13552529810231003.

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Journal articles on the topic 'Appraisal process'

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