Relevant bibliographies by topics / Employee appraisal system of performance

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Employee appraisal system of performance'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Employee appraisal system of performance"

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Rani, Nazatul Shima Abdul, K. Sarojani Krishnan, and Bright Collins Okezie. "The Roles of Appraiser and Performance Appraisal Systems on Employee Job Satisfaction." Asia Proceedings of Social Sciences 8, no. 1 (May 30, 2021): 25–29. http://dx.doi.org/10.31580/apss.v8i1.1923.

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This study aims to examine two types of performance appraisal systems used to assess food operators to maintain high employee job satisfaction. About 250 questionnaires were distributed around Kampung Bharu area in Kuala Lumpur. The number of questionnaires returned were 210 but only 205 questionnaires were usable for the present study. SPSS was used to analyse the data to test the hypotheses. There were four variables researched in this study, namely Behaviour-Based Performance Appraisal System, Competency-Based Performance Appraisal System, appraiser, and job satisfaction. There was a direct and significant relationship between both appraisal systems with the appraiser (H1 and H2) and employee job satisfaction (H4 and H5) respectively. There was also a direct and significant relationship between the appraiser and restaurant employees’ job satisfaction (H3). The role ofthe appraiser was identified as a mediator in the relationship between Competency-Based Performance Appraisal System and employee job satisfaction (H7). However, the role of the appraiser partially mediated the relationship between Behaviour-Based Performance Appraisal System and employee job satisfaction (H6). The appraiser was regarded as critical in ensuring that the appraisal system adopted be carried out fairly, professionally, and rationally with adequate knowledge to boost job satisfaction among food operator employees in Kuala Lumpur.
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Chahar, Bhawna. "Performance Appraisal Systems and Their Impact on Employee Performance." Information Resources Management Journal 33, no. 4 (October 2020): 17–32. http://dx.doi.org/10.4018/irmj.2020100102.

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The purpose of this study was to understand the relationship between employee performance appraisal systems, employee motivation, and employee job performance. A cross-sectional survey of 393 employees of an Indian service organization showed that the performance appraisal system has a direct impact on employee job performance, and that this impact is moderated by the employee's motivation. Respondents were asked about 36 appraisal system, performance, and motivation attributes. Implications of the findings for the future research directions and practice are discussed.
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Arogundade, Oluwasefunmi 'Tale, Bolanle Ojokoh, Mojisola Grace Asogbon, Oluwarotimi Williams Samuel, and Babatope Sunday Adeniyi. "Fuzzy Driven Decision Support System for Enhanced Employee Performance Appraisal." International Journal of Human Capital and Information Technology Professionals 11, no. 1 (January 2020): 17–30. http://dx.doi.org/10.4018/ijhcitp.2020010102.

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Employee performance appraisal is often considered a core management task in most standard organizations because it could potentially inspire an employee towards the pursuit of organizational goals and objectives. Meanwhile, issues such as delay in appraisal processes, inevitable human error, and emotional status of the appraiser, are common with the traditional appraisal methods. Hence, this research proposes a fuzzy decision-support system based on Henri Fayol's 14 principles of management for the appraisal of employees' performance. A questionnaire consisting of 44 structured questions was designed based on these principles and administered to the employees of Babcock University, Ilisan-Remo, Ogun State, Nigeria. Fuzzy inference system that incorporates Mamdani computational technique was built based on the feedback extracted from the questionnaires, and used for appraising the employee performance. Experimental results show that the proposed system could predict the appraisal status of an employee with 75% accuracy in comparison to the conventional appraisal method.
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Sims, Ronald R., John G. Veres, and Susan M. Heninger. "Training Appraisers: An Orientation Program for Improving Supervisory Performance Ratings." Public Personnel Management 16, no. 1 (March 1987): 37–46. http://dx.doi.org/10.1177/009102608701600105.

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This paper addresses management's need to train supervisory personnel in the use of employee performance appraisals. First, the application as well as the usefulness of the appraisal system is described — as dictated by and in relation to — recent litigation concerning discrimination charges. After exploration of the various approaches to employee evaluation, recommendations for effective training of supervisory personnel in implementing appraisal systems are presented. These recommendations take into consideration often neglected factors such as employee motivation, employee aptitude and discussion of performance evaluations with the employees.
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Xervaser, Arene Ursolo, Rusli Ahmad, Nur Fatihah Abdullah Bandar, and Siti Mariam Abdullah. "Perceived Fairness in Performance Appraisal System and Its Relationship with Work Performance." Journal of Cognitive Sciences and Human Development 1, no. 2 (March 1, 2016): 71–83. http://dx.doi.org/10.33736/jcshd.199.2016.

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This study aims to identify employee perceptions of perceived fairness in performance appraisal system and work performance as the performance appraisal system is crucial to evaluate employees’ performance in every organization; public or private. A private Oil & Gas company in Miri, Sarawak was chosen for this study. Quantitative research method was employed in this study, and closed-ended questionnaires were used to collect data from respondents. Statistical analysis using One Way ANOVA, Pearson correlation, and Independent sample t-test were used to test the hypotheses. The findings showed that there were no significance differences between the selected demographic factors (age, gender, duration of service, highest educational level, and rank) in performance appraisal system and the work performance. Also, there was a significant relationship between the rating accuracy in the performance appraisal system and work performance. Besides that, there was a significant relationship between employee perceptions of leadership styles in decision making in the performance appraisal system and work performance. The findings also showed that employees are concerned with the evaluation and rating given by their supervisor because the outcomes of the performance appraisal will influence their career development in the organization. Thus, performance appraisal system is crucial in increasing the work performance of employees and organization. Organizations should emphasize the role of the performance appraisal system practiced in their organizations and recognize that it is important in improving employees’ performance. Future researchers are encouraged to explore further on the performance appraisal elements that have not been investigated in this study, and conduct the research with a bigger population and sample size.Keywords: Performance Appraisal System; rating accuracy; leadership styles; work performance
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Purnamasari, Wulan, and Ika Widya Ardhiyani. "PENINGKATAN PERSEPSI KARYAWAN TERHADAP OBJEKTIVITAS PENILAIAN KINERJA MENGGUNAKAN METODE BARS DAN MBO." Accounting and Management Journal 5, no. 1 (June 30, 2021): 21–28. http://dx.doi.org/10.33086/amj.v5i1.1819.

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The performance appraisal system in a company has an important role in achieving the target of achieving a job. Employee job satisfaction with the performance appraisal system depends on the level of employee perceptions of the performance appraisal system that applies to their workplace. This research was conducted in a company PT.X which is engaged in the BOPP film industry. The performance appraisal system in the company, based on employee perceptions, is still not effective. Here, the researcher attempted to design a performance appraisal system using the BARS and MBO methods. This research was conducted by means of field surveys, literature studies, and FGDs. The BARS and MBO methods are able to assess employee performance. Where in this method it creates unclear and measurable performance standards, there is no maximum feedback on the performance of employees, often the assessment is subjective, besides the assessment is carried out once a year so that it causes management to experience difficulties in monitoring. In addition, the company only dominantly assesses work activities and behavior, without assessing the work performance of each employee. Whereas here, the company should have carried out an objective performance appraisal, by having clear and measurable assessment standards and being able to provide feedback on employee performance achievements. Thus, researchers recommend using the BARS and MBO methods in the performance appraisal process. This aims to meet the company's needs for employee performance appraisals.
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Idowu, Ayomikun. "Effectiveness of Performance Appraisal System and its Effect on Employee Motivation." Nile Journal of Business and Economics 3, no. 5 (April 21, 2017): 15. http://dx.doi.org/10.20321/nilejbe.v3i5.88.

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<p>Employee performance has traditionally been accorded prime focus by human resource managers. As a result, a number of performance appraisal techniques have over time been devised to help establish employee’s performance. In the contemporary times, the use of performance appraisals has been extended beyond rating of the employee’s performance to aspects such as motivation. Accordingly, this study sought to investigate effectiveness of performance appraisal systems and its effect on employee motivation. The study’s main objectives pertained to establishing the moderating role of performance appraisal as a motivation tool as well as potential challenges.</p><p>The study findings show the presence of significant positive outcomes when the organisation uses performance appraisal as a motivation tool. Further, the study finds that the use of more than one appraisal techniques helps yield greater satisfaction and consequently higher motivational levels. The specific aspects of performance appraisal systems (PAS) that help improve motivation include the linking of performance to rewards; using the PAS to help set objectives and benchmarks; as well as the use of PA to help identify employee’s strength and weaknesses.</p>
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Tasman, Abel, and R. Mahdalena Simanjorang. "Decision Support System Honorary Employee Performance Appraisal with TOPSIS method the Public Works Department and Spatial Deli Serdang." Journal Of Computer Networks, Architecture and High Performance Computing 2, no. 2 (June 1, 2020): 250–58. http://dx.doi.org/10.47709/cnapc.v2i2.428.

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Honorary employee performance appraisal on the Department of Public Works and Spatial Deli Serdang conducted on 10 honorary staff as samples of employee performance appraisal of data as material for consideration of the continuation of the cooperative relationship for the future budget. Components of employee performance appraisal onconducted on 10 honorary staff as samples of employee performance appraisal of data as material for consideration of the continuation of the cooperative relationship for the future budget. Components of employee performance appraisal on the Department of Public Works and Spatial Deli Serdang namely work performance, performance quantity, performance discipline, cooperation, and commitment. Problems with the employee performance appraisal process that occur due to unclear criteria and weight of the appraisal. A method in the decision support system can help the optimal decision making process that is TOPSIS method in Determining the performance appraisal of honorary employees. There are three employee performance weights, the which are very good, good, and quite good, from 10 employees Categorized by performance appraisal, after being applied with the TOPSIS method, Joko Suprapto Obtained value = 0.8394 and Suhendra value = 0.7862 both honorary employees are Categorized by assessment very good performance.
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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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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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Dissertations / Theses on the topic "Employee appraisal system of performance"

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Guner, Bilgi. "Performance appraisal system in Filiz Gida." CSUSB ScholarWorks, 2003. https://scholarworks.lib.csusb.edu/etd-project/2399.

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This thesis focuses on evaluating the performance appraisal system of Filiz Gida, a small food processing company that is located in Turkey. Filiz Gida was established by Dogus Holding in Bolu, and currently employs 284 individuals. Filiz Gida is dedicated to fair and respectful treatment of all workers, offering voluntary benefits in housing programs, health care, education for worker's children, and professional child care services. The importance of quality in production at Filiz Gida is reflected by its receipt of ISO 9002 certification in 1994. In 2003 the Barilla Group, which is one of the giants in the pasta business, acquired Filiz Gida due to financial interests that have not been well documented by public media.
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Al-Raisi, A. A. N. "E-performance assessment system in governmental organizations in the United Arab Emirates." Thesis, Coventry University, 2011. http://curve.coventry.ac.uk/open/items/037d44df-9c0f-478b-aa99-ced82ec23a0d/1.

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This research examines the introduction of e-performance assessment systems in governmental organizations in the United Arab Emirates. The research also examines the influence of cultural forces in accepting the implementation of technology systems that deal with assessment and evaluation of government employees to facilitate the transitional process from manual to e-performance assessment. The methodology used in this research can be described as follows: first a descriptive method to explain the main management theories underlying employee e-performance, followed by an illustration of the concept of electronic tools, based on what has been written in the relevant literature, then conducting a pilot study. A pilot study was made to reduce uncertainty in survey questions, increase clarity, enhance questionnaire validity, and expand on factors that might affect data analysis, improve research design, and confirm the feasibility of this research study. The conceptual model of this study is determined on the based of literature analysis, the pilot study, and the empirical collection of data. A model for a performance appraisal assessment system is proposed, which shows a statistical significance between performance management, e-performance management, performance assessment, e-performance assessment, and performance standards with both perceived usefulness and perceived ease of use. This study finds that there are numerous factors shapes ethics and norms at the workplace. This study suggests that the United Arab Emirates enjoys highly structured governmental organizations. This primarily results from the naturally inherited characteristics of being a high-context society. The major findings of this research aim to contribute to available literature, as there is currently a distinct shortage of relevant academic work targeting the issue of governmental e-performance systems. Similarly no papers concerning e-performance in a UAE context actually existed prior to this investigation. Therefore, much of the available literature was found to be only semi-relevant.
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Wright, Robert Phillip. "Cognitions of performance appraisal system effectiveness : a repertory grid approach /." Thesis, Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22582204.

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Louw, Hendrik Johannes. "Integrating management and employee expectations in determining organisation-specific performance appraisal systems' design." Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-04292009-131712/.

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Chan, Suk-yin Irene, and 陳淑賢. "Performance appraisal system in the Hong Kong correctional services." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2003. http://hub.hku.hk/bib/B31967127.

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Chan, Yuk-ying Gloria. "A study on appraisers' and appraisees' perception to performance appraisal system /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19872422.

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Drahokoupil, Tomáš. "Systém hodnocení zaměstnanců v organizaci." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-198845.

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The target of the diploma thesis is to revise appraisal of employee performance system in specific company and to propose effective solutions in case of any discrepancies. In the theoretical part is defined the meaning and added value of employee appraisal system of performance, its connections to other HR processes, system requirements, contents, methods of appraisal, classification of employee performance, implementation or reimplementation the system to a company. This part of diploma thesis also describes theoretical press of appraisals and highlights the common mistakes. The practical part of the diploma thesis characterizes a specific company, analyzes a current company system of employee appraisal. And based on the results of the analysis describes the system in HR policy according to ČSN EN ISO 9001 a ČSN P ISO/TS 16949. This part links the system to other HR systems e.g. bonus system. The results of the author's work are training for evaluators and new modification of the evaluation forms. Outcome of this diploma thesis are also extensive attachments that provides concrete proposals, which were verified in practice.
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Slováková, Michaela. "Hotnotenie zamestnancov." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-359959.

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The purpose of this thesis is the analysis of the performance management system used in the company Grafton Recruitment, s.r.o. with the identification of possible shortcomings, and proposing improvements based on theoretical knowledge. Theoretical part is focused on the information published in the accredited literature on personnel management as well as articles on the current practise of international companies. The practical part is devoted to the analysis of the performance management system in Grafton Recruitment, s.r.o. using the internal documents of the company, interviews with human resources department and the staff survey. On the basis of the findings, measures are proposed to improve the form, content, motivation effect and evaluation criteria.
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蘇靜如 and Ching-yu So. "A study on the performance appraisal system of the Hong Kong Immigration Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2008. http://hub.hku.hk/bib/B41015630.

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So, Ching-yu. "A study on the performance appraisal system of the Hong Kong Immigration Department." Click to view the E-thesis via HKUTO, 2008. http://sunzi.lib.hku.hk/hkuto/record/B41015630.

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Books on the topic "Employee appraisal system of performance"

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Belcastro, Patricia. Evaluating library staff: A performance appraisal system. Chicago: American Library Association, 1998.

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Office, General Accounting. Performance appraisal system for band I, II and III employees. [Washington, D.C.]: The Office, 1999.

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Wyoming. Dept. of Administration and Fiscal Control. Personnel Division. State of Wyoming, performance appraisal system: Rules and regulations. [S.l.]: Morris & McDaniel, 1986.

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Office, General Accounting. Performance appraisal system for administrative, professional, and support staff. Washington, D.C. (P.O. Box 37050, Washington 20013): The Office, 1997.

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Office, General Accounting. Performance appraisal system for administrative, professional and support staff. [Washington, D.C.]: The Office, 1999.

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Competence assessment tools for health-system pharmacies. 3rd ed. Bethesda, Md: American Society of Health-System Pharmacists, 2005.

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American Society of Health-System Pharmacists, ed. Competence assessment tools for health-system pharmacies. Bethesda, Maryland: ASHP Publications, 2015.

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Murdaugh, Lee B. Competence assessment tools for health-system pharmacies. 4th ed. Bethesda, Md: American Society of Health-System Pharmacists, 2008.

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Murdaugh, Lee B. Competence assessment tools for health-system pharmacies. 4th ed. Bethesda, Md: American Society of Health-System Pharmacists, 2008.

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Murdaugh, Lee B. Competence assessment tools for health-system pharmacies. 2nd ed. Bethesda, Md: American Society of Health-System Pharmacists, 2002.

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Book chapters on the topic "Employee appraisal system of performance"

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Kumari, Jyoti, Geeta Kumari, and K. M. Pandey. "Factors Affecting of Employee Performance Appraisal System in the Pharmaceutical Industry: An Analytical Study." In Interdisciplinary Research in Technology and Management, 290–300. London: CRC Press, 2021. http://dx.doi.org/10.1201/9781003202240-45.

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Pattnaik, Manjula, and Balachandra Pattanaik. "Performance Appraisal System and Its Effectiveness on Employee’s Efficiency in Dairy Product Company." In Emerging Trends in Computing and Expert Technology, 101–8. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-32150-5_10.

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Mone, Edward M., and Manuel London. "Understanding Performance Appraisal." In Employee Engagement Through Effective Performance Management, 13–29. Second Edition. | New York : Routledge, 2018. | Revised edition: Routledge, 2018. http://dx.doi.org/10.4324/9781315626529-2.

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Alsuwaidi, Maryam, Muhammad Alshurideh, Barween Al Kurdi, and Said A. Salloum. "Performance Appraisal on Employees’ Motivation: A Comprehensive Analysis." In Advances in Intelligent Systems and Computing, 681–93. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58669-0_61.

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Sanyal, Manas Kumar, and Soma Bose Biswas. "Role of Team Leaders in Employee Faith in the Performance Appraisal Practices: An Exploratory Study on the Software Professionals in Some Selected IT Companies in West Bengal (India)." In Advances in Intelligent Systems and Computing, 669–80. New Delhi: Springer India, 2015. http://dx.doi.org/10.1007/978-81-322-2247-7_68.

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Sanyal, Manas Kumar, Soma Bose Biswas, and Rana Ghosh. "Implication of Performance Appraisal Process on Employee Engagement Mediated Through the Development and Innovation Oriented Culture: A Study on the Software Professionals of IT Companies in West Bengal." In Advances in Intelligent Systems and Computing, 277–94. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-2035-3_29.

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Brown, Michelle. "Understanding Performance Appraisal: Supervisory and Employee Perspectives." In The SAGE Handbook of Human Resource Management, 195–209. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2019. http://dx.doi.org/10.4135/9781529714852.n13.

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Kenett, Ron S., and Marc E. Maisel. "Process performance, appraisal and employee development planning." In Handbook of Total Quality Management, 344–64. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4615-5281-9_16.

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Trost, Armin. "The Annual Performance Appraisal System." In Management for Professionals, 7–19. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-54235-5_2.

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Fusco, Federico. "Employee Privacy in the Context of EU Regulation 2016/679: Some Comparative Remarks." In Performance Appraisal in Modern Employment Relations, 111–36. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-26538-0_6.

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Conference papers on the topic "Employee appraisal system of performance"

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Susanto, Agus, Masydzulhak Djamil, and Ahmad Saluy. "The Influence of Leadership, Performance Appraisal System, Work Motivation on Job Satisfaction and Employee Performance of PT PDSI." In Proceedings of the 1st MICOSS Mercu Buana International Conference on Social Sciences, MICOSS 2020, September 28-29, 2020, Jakarta, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.28-9-2020.2307369.

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"Effectiveness of Performance Appraisal System: A Proposed Model with Empirical Evidence from the Government Employees of Punjab, Pakistan." In International Conference on Trends in Economics, Humanities and Management. International Centre of Economics, Humanities and Management, 2014. http://dx.doi.org/10.15242/icehm.ed0814070.

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Renaldi, Refli, Sukaria Sinulingga, and Iskandarini. "An Analysis on Employees’ Performance Appraisal System and Its Implication on Their Work Satisfaction at Oil Palm Research Center, Medan." In Unimed International Conference on Economics Education and Social Science. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0009505205380544.

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Ghozali, Mohammad, Hamid Zarkasyi, Kurnia Jayanti, and Yunita Wulandari. "Employee Performance Appraisal in Business." In The First International Conference On Islamic Development Studies 2019, ICIDS 2019, 10 September 2019, Bandar Lampung, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.10-9-2019.2289352.

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Huibao, Cui, and Liu Lei. "The Study on Appraisal of Enterprise Employee Performance." In 2009 First International Workshop on Database Technology and Applications, DBTA. IEEE, 2009. http://dx.doi.org/10.1109/dbta.2009.45.

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Prabaharan, Prashanth, and Indika Perera. "Tool support for effective Employee Performance Appraisal in software engineering industry." In 2017 Moratuwa Engineering Research Conference (MERCon). IEEE, 2017. http://dx.doi.org/10.1109/mercon.2017.7980530.

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Wei, Linying, and Xuming Lou. "Employee Performance Appraisal: Based on the Theory of Organizational Citizenship Behavior." In 2010 International Conference on Internet Technology and Applications (iTAP). IEEE, 2010. http://dx.doi.org/10.1109/itapp.2010.5566627.

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Dewi, Meta Amalya, Dina Fitria Murad, and Rosdiana. "Implementation of the SMART Models for Application Development Employee Performance Appraisal." In 2019 International Conference on Sustainable Information Engineering and Technology (SIET). IEEE, 2019. http://dx.doi.org/10.1109/siet48054.2019.8986044.

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"Study on the Effect of Justice Perception in Performance Appraisal on Employee Performance." In 2018 International Conference on Education Technology, Economic Management and Social Sciences. Clausius Scientific Press, 2018. http://dx.doi.org/10.23977/etemss.2018.1606.

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Chindhe, Tushar B., and Bhagya M. Patil. "Student Performance Appraisal System." In 2021 6th International Conference on Communication and Electronics Systems (ICCES). IEEE, 2021. http://dx.doi.org/10.1109/icces51350.2021.9489162.

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