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Dissertations / Theses on the topic 'Employee appraisal system of performance'

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Published: 4 June 2021

Last updated: 10 February 2022

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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11

Rana, Atul, and Yaser Hamed. "Performance Management System for Temporary Employees : Understanding differences in Performance Management between Temporary and Permanent Employees." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31694.

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Purpose – The purpose of this study is to find the organizational practices in place for the performance evaluation of temporary employees and how that varies from permanent employees. Method – The study takes an inductive and interpretive approach to find out the unknown practices. The study is conducted over 7 respondents from different organizations split between recruitment agencies and client organizations and represents practices maintained by both set of industries. Findings – The study identifies low standardization in performance evaluation and discusses the variance from literature over the subject matter. Also a model is drawn based on the amalgamation of literary review and empirical results. Implications – The study presents variance in the processes for temporary employees and the prime areas where the variance occurs. For the organizations to have fair and just performance management system and for equality towards temporary employees, these issues must be addressed. Limitations – Cultural practices are not taken into consideration and literature might be based on different cultural practices than the respondents country and for a wholesome study, more respondents might be needed.

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12

Chan, Yuk-ying Gloria, and 陳玉英. "A study on appraisers' and appraisees' perception to performance appraisal system." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31268614.

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13

Ispas, Dan. "A field quasi-experiment of the effects of employee input in the development of performance appraisal systems." [Tampa, Fla] : University of South Florida, 2008. http://purl.fcla.edu/usf/dc/et/SFE0002639.

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14

Gargouri, Chanaz. "Employee Perceptions of Loyalty as a Factor of Performance. Grounded Theory Approach." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4058.

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The relationship between employee loyalty and organizational performance has long been recognized but not included in performance appraisal models. This study identifies the perspectives of Master of Business Administration (MBA) candidates at a small private university in the eastern U.S. Fifteen interviews were conducted after distributing flyers among MBA classes and interested students volunteered to participate. The study was qualitative, based on personal interviews, to explore how loyalty is perceived in relation to performance. The theoretical framework used was Hogan's (1983) socioanalytic theory to explain differences in people's performance at work. Through use of a grounded theory approach, employees' perceptions on loyalty as a component of employee performance evaluation inducted to a theoretical model. This research shows, for the first time, loyalty as an expectation of performance from the perspective of individuals preparing to be future managers. The model explains the interrelationship between the suggested dimensions inducted from participants' perceptions for the purpose to assess both company and employee loyalty. The theoretical model demonstrates that a balance is needed to build a loyalty base between the company and employee loyalty that will lead to better performance. Specifically, respondents identified components of loyalty in the dimensions of integrity, flexibility, transparency support, dedication, conscientiousness, accountability, and advocacy. The model supports intuitive recognition that management behavior that creates employee loyalty also improves employee performance. The theoretical model can be used by researchers and human resource professionals to shape their quantitative research and organizational policies.

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15

Chui, Man-leung. "To what extent does FSD department's performance appraisal system reduce information asymmetry between principals and agents." Click to view the E-thesis via HKUTO, 2008. http://sunzi.lib.hku.hk/hkuto/record/B41013906.

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徐文良 and Man-leung Chui. "To what extent does FSD department's performance appraisal system reduce information asymmetry between principals and agents." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2008. http://hub.hku.hk/bib/B41013906.

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17

Kmínek, Petr. "Problematika personálního řízení ve zvolené firmě." Master's thesis, Vysoká škola ekonomická v Praze, 2007. http://www.nusl.cz/ntk/nusl-4039.

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First part: The theory of appraisal system,key performance criteria,develop appraisal measures. Second part: Analyze of performance appraisal in ČEZ, a.s.company, employees' interview and conduct next performance appraisal, conclusion and recommendations.

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18

Botha, Johannes Jacobus. "An assessment of the performance appraisal system applied for the junior management level at the cold chain." Thesis, Nelson Mandela Metropolitan University, 2007. http://hdl.handle.net/10948/796.

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The study aims to identify which performance appraisal system is currently used in The Cold Chain, how this system compare with the fundamental requirements of a successful appraisal system and what requirements can be adopted to make the way in which Team Leaders are appraised more effective. An introduction into The Cold Chain, the identification of the problem and the relevance of the study is followed by a literature overview of performance management, the role of performance appraisals and the requirements for a successful performance appraisal system. Various appraisal systems, problems associated with performance appraisals and a framework for the development of an efficient system is discussed. Research conducted using a questionnaire sent to Team Leaders in The Cold Chain, delivered results which were analysed and discussed in Chapter four. In addition to biographical information, the function, effectiveness, evaluator involvement, objectives and criteria, requirements for performance appraisals, organisational alignment and evaluator faults were discussed. It was found that the current performance appraisal system in use at Mercor is a trait scale system. A trait scale method of performance appraisals does not reflect measurement against clearly defined job criteria and is difficult to legally defend. The essential elements for successful appraisal systems such as reliability, relevance, sensitivity, uncontaminated information, acceptability, practicality and legality will be present in a 360-degree approach and the implementation of such a system in Mecor was recommended.

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19

Ghulam, Shakil Ahmed Ghulam Gadir. "Distributive justice vs. procedural justice: Perceptions of fairness of Saudi Arabian civil service employees in their performance appraisal system." Diss., The University of Arizona, 1993. http://hdl.handle.net/10150/186110.

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This study uses the concepts of distributive justice and procedural justice to examine Saudi Arabian civil service employees' determinants of fairness in their performance appraisal system. A survey of 400 civil service employees in different public sector agencies in two major cities of Saudi Arabia, Riyadh and Jeddah, was conducted. Seven hypotheses were proposed and tested. The composite dependent variable was the "Perceived satisfaction and fairness of the performance appraisal system." Data were collected by means of a questionnaire. Multiple regressions and T-tests analyses were used to analyze the gathered data. The study found that perceptions of fairness among Saudi civil service employees an their performance appraisal system were strongly related to four procedural justice factors: (1) feedback received from the performance evaluation process helped to identify strengths and weaknesses of employees' performance, (2) the extent to which performance appraisal was used for setting goals for future performance, (3) participation in goal setting, and (4) whether the performance appraisal was used for determining training needs. These findings provide strong support for procedural justice theories. Moreover, this study found that cultural values may not be a significant factor in explaining Saudi civil service employees' reaction to their performance appraisal system. Finally, findings of this study have important implications for multinational companies and their consultants.

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20

Moore, Susan J. "An assessment of the performance appraisal system in the city of Paterson, New Jersey: a case study of employees' perceptions." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 1988. http://digitalcommons.auctr.edu/dissertations/3601.

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The primary purpose of this study is to examine the perceptions of employees in the City of Paterson, New Jersey towards the performance appraisal system in the city. The study is significant because the evaluation of employee performance is a very critical element of human resource management. The major findings indicated that the employees in the City of Paterson are very dissatisfied with the current appraisal instrument utilized in the city. The employees maintain that the instrument does not measure job-related factors. The main source of information was obtained from a survey instrument administered to the employees. In addition, secondary information was obtained from books, journals and government documents.

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21

Mak, Hoi-wan Walter, and 麥凱雲. "An evaluative study on the new performance appraisal system for inspectorate grade officer in the Hong Kong Customs & Excise Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hdl.handle.net/10722/210309.

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22

Terblanche, Graham Martin. "An assessment of the performance appraisal system utilised for junior and middle level management within the South African National Defence Force." Thesis, Port Elizabeth Technikon, 2004. http://hdl.handle.net/10948/148.

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The research problem of this study was to assess the extent to which the appraisal system for junior and middle level managers in the South African National Defence Force (SANDF) met the requirements and guidelines for performance appraisal as stipulated in the literature. To achieve this objective, the following procedure was followed: · A survey of existing literature, related to performance appraisal, was conducted. The literature study focused on the requirements for an effective performance appraisal system, appraisal methods and appraisal errors. Attention was also focused on who should take responsibility for performance appraisal and the importance of regularly evaluating the performance appraisal system to meet the demands of a changing environment. The second part of the literature study dealt with the guidelines for establishing an effective appraisal system as well as performance management processes and cycles that are critical for the effectiveness of an appraisal system. The theoretical study formed the basis for the development of a survey questionnaire to establish the extent to which junior and middle level managers in the SANDF agreed with the theoretical guidelines. The survey was administered to a randomly selected group of junior and middle level managers who were representative of the South African Army, Airforce and Medical Services. The empirical results indicated that there was concurrence with many of the guidelines in the literature, but that there were areas that could be improved. It became evident that many respondents felt that the current system was not entirely fair and was not adapted to meet the needs of the integrated SANDF. Specifically, results indicated that the system should be re-evaluated to eliminate bias and to enhance the development of clear standards, both on a quantitative and qualitative level. It became clear that training and communication were important to the successful development and utilisation of a performance appraisal system. An effective performance appraisal system that is integrated with the overall performance management system of an organisation will enhance productivity, satisfaction and the attainment of goals.

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23

Adomaitytė, Alma. "Veiklos vertinimo sistema Lietuvos viešojo administravimo institucijose ir įstaigose." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2011. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2011~D_20110705_133322-37764.

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Darbuotojų veiklos vertinimas yra svarbi tiek viešojo administravimo, tiek privačios organizacijos vadybos sritis, skatinanti organizaciją ir jos žmogiškuosius išteklius tobulinti veiklą, didinti produktyvumą, bei suteikti darbuotojams grįžtamąjį ryšį. Darbe keliami šie probleminiai klausimai: kokie pagrindiniai Lietuvos viešojo administravimo darbuotojų vertinimo sistemos teoriniai ir praktinio įgyvendinimo privalumai ir trūkumai? kokia žmogiškojo faktoriaus įtaka tobulinant viešojo administravimo darbuotojų veiklos vertinimo sistemą? Tyrimo objektu laikomas darbuotojų veiklos vertinimas Lietuvos viešojo administravimo institucijose ir įstaigose. Veiklos vertinimas darbe analizuojamas kaip procesas, kuriuo vertinama individuali darbuotojo veikla, ne organizacijos visuminė veikla. Tyrimo tikslas – išanalizuoti Lietuvos viešojo administravimo institucijose ir įstaigose egzistuojančią veiklos vertinimo sistemą, nustatyti jos atitiktį teoriniams veiklos vertinimo modeliams ir išryškinti vertinimo sistemos teorinio pagrindo bei praktinio jo taikymo santykį bei tobulinimo perspektyvas. Šiam tikslui pasiekti darbe keliami šie uždaviniai: 1. Išanalizuoti ir apibendrinti teorinius veiklos vertinimo modelius, išryškinti veiklos vertinimo sistemos sudedamąsias dalis. 2. Išanalizuoti Lietuvos viešojo administravimo institucijų ir įstaigų darbuotojų veiklos vertinimą reglamentuojančius teisės aktus, išryškinti jų teorinius privalumus ir trūkumus. 3. Nustatyti Lietuvos viešojo... [toliau žr. visą tekstą]
Personnel performance appraisal is a substantial area of both public administration and private organization management. It encourages an organization and human resources of organization to improve its activity, enhance productivity and provide a feedback for personnel. This work contains of further problematic questions: what are advantages and disadvantages of academic performance appraisal system and practical implementation of Lithuanian public administration? What is the impact of human factor for the improvement of public administration staff performance appraisal system? The object of research is a performance appraisal off staff in institutions and agencies of Lithuanian public administration. In this work appraisal of activity is analysed as a process by which individual employee activity, but not entirety of organization activity is assessed. The purpose of research – to analyse the existing activity performance appraisal system of Lithuanian public administration in institutions and agencies, to identify this system coincidence to academic models of performance appraisal and highlight the relation between academic basis of activity assessment and practical adaptation and improvement perspectives. For this purpose the main tasks are set: 1. To analyse and summarize academic models of performance appraisal, to highlight the main components of performance appraisal system. 2. To analyse the legislation that regulates personnel performance appraisal in institutions... [to full text]

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Moraes, Paulo Navarro de 1980. "Avaliação de desempenho como estratégia de gestão do trabalho na Atenção Básica à Saúde : reflexões sobre o discurso normativo do PMAQ-AB e do PAPD de Campinas-SP." [s.n.], 2014. http://repositorio.unicamp.br/jspui/handle/REPOSIP/312512.

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Orientador: Aparecida Mari Iguti
Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Ciências Médicas
Made available in DSpace on 2018-08-25T07:36:12Z (GMT). No. of bitstreams: 1 Moraes_PauloNavarrode_M.pdf: 3013113 bytes, checksum: f0dd8a3c7e9ead4c27aa569c2b08dcc4 (MD5) Previous issue date: 2014
Resumo: A grande crise global do capitalismo, iniciada nos anos 1970, teve repercussões importantes, tanto na reorganização dos processos produtivos quanto na reorganização dos Estados Nacionais, sob a égide ideológica neoliberal. No tocante aos processos produtivos, tiveram lugar variados processos de reengenharia da gestão do trabalho que são conjuntamente denominados por Lima (1996) como Novas Políticas de Recursos Humanos (NPRH). Este processo teve lugar no Brasil nos anos 1990, sendo reconhecido nesta pesquisa como Contra-Reforma do Estado brasileiro. Partindo da premissa de que um dos efeitos deste avanço neoliberal consiste da progressiva incorporação dos conceitos e diretrizes das Novas Políticas de Recursos Humanos no âmbito do serviço público, materializada na implantação de programas que introduzem arranjos e dispositivos da lógica empresarial na gestão do trabalho dos servidores públicos, realizou-se uma pesquisa qualitativa de tipo documental com o objetivo de compreender a utilização da Avaliação do Desempenho do Trabalhador como estratégia gerencial na Atenção Básica à Saúde. Recortou-se, como corpus empírico, a adoção de dois programas governamentais: em nível nacional, o Programa Nacional de Melhoria do Acesso e da Qualidade da Atenção Básica, e em nível municipal, o Programa de Avaliação Periódica do Desempenho dos servidores públicos municipais de Campinas. Utilizou-se metodologia inspirada na Análise de Conteúdo (BARDIN, 2011), procedendo-se um estudo descritivo seguido de uma análise por categorização. Os documentos oficiais foram analisados destacandos-se três grupos de categorias de análise, relacionados a (1) os parâmetros; (2) o modo de condução; e (3) o sistema de recompensas. Com diferentes nuances, concluímos que ambos os Programas possuem, em seus discursos normativos, elementos de aproximação com as NPRH, sendo a utilização da Avaliação do Desempenho do Trabalhador como instrumento gerencial semelhante ao uso que é feito no setor privado. Tal utilização pode ser considerada como uma forma de privatização da gestão do trabalho dos servidores públicos, o que consideramos um indicativo de avanço da hegemonia neoliberal no Estado e na sociedade brasileira
Abstract: The great global crisis of capitalism, started in the 1970s, had important repercussions, both in the reorganization of production processes and in National States, under the neoliberal ideological aegis. Concerning to the production processes, several reengineering processes of the work management took place, that are jointly referred by Lima (1996) as New Policies of Human Resources (NPRH). This process took place in Brazil in the 1990s, being recognized on this research as the Counter-Reformation of the Brazilian State. Assuming that one of the effects of this neoliberal progress is the gradual incorporation of the concepts and guidelines of the New Policies of Human Resources within the public service, substantiated on the implementation of programs that introduce arrangements and devices from business logic on managing the work of civil servants, a documentary type of qualitative research was carried out, in order to understand the use of the Employee Performance Appraisal as a management strategy in Primary Health Care. It was stressed, as empirical corpus, the adoption of two governmental programs: on the national level, the National Program of Improvement of the Primary Care¿s Access and Quality (PMAQ-AB), and on the municipal level, the Program of Periodic Performance Evaluation of municipal servants of Campinas. A methodology inspired on the Content Analysis (BARDIN, 2011) was used, carrying out a descriptive study followed by an analysis by categorization. Official documents were analyzed with emphasis on three groups of analysis¿ categories, related to (1) the parameters; (2) the driving mode, and; (3) the reward system. With different nuances, we conclude that both Programs have, in their normative discourses, elements of approach with the NPRH, being the use of Employee Performance Appraisal as management instrument similar to the use that is made on the private sector. Such use can be considered as a privatization way of the work management of the public servants, what we consider an advancement indicative of neoliberal hegemony in the State and Brazilian society
Mestrado
Política, Planejamento e Gestão em Saúde
Mestre em Saude Coletiva

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Ameen, Mervat Ebrahim Mohammed. "Employee performance appraisal practices in companies operating in Bahrain." Thesis, University of Aberdeen, 2001. http://digitool.abdn.ac.uk/R?func=search-advanced-go&find_code1=WSN&request1=AAIU603195.

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This thesis is originally set out to document and critically assess employee performance appraisal practices in Bahraini companies. However, preliminary research findings suggest an additional research endeavour---namely, the role of gender bias (if any) in the performance appraisal practices---the results of which have been incorporated in this thesis. The term "gender bias" is used to capture direct and indirect discrimination that affects female employees. Gender bias concerns any case where an individual female or a group of females is singled out for favourable or unfavourable treatment as a result of culture, stereotype, or personal traits such as appearance or similar gender related qualities. To achieve the above objectives, three data collection methods were used at three distinct stages of the study: (1) hand-delivered questionnaires that were completed during face-to-face meetings, (2) a select number of case studies governed by focused interviews, and (3) mailed questionnaires. In the first stage, data on the various aspects of performance appraisal was collected through hand-delivered questionnaires, answered in the presence of the researcher, by managers in charge of managing human resources Activities at the companies under investigation. In the second stage, a case study method governed by focused interviews was used to examine in detail the performance appraisal systems and practices of three Bahraini companies. In the final phase of the data collection process, the mail survey method was employed to verify collected information concerning the perceptions of Bahraini employees toward the effect of gender bias, if any, on performance appraisal practices. Two main findings emerged from this investigation. First, the majority of Bahraini companies operate performance appraisal systems that may be inconsistent with the Bahraini cultural and social environment. Rather, such systems are mostly copied from Western companies. Companies in Western developed countries, especially those in the United Kingdom and the United States, often serve as models for Bahraini companies. The latter usually adopt their management practices form Western companies the sake of legitimacy, status, and acceptance. Second, Bahraini employees, especially females, feel strongly that performance appraisal practices are biased in favour of men. One important reason for such bias is the widespread social belief that women, unlike men, are less committed to work and long-term careers. This belief stems from the fact that it is neither socially nor religiously acceptable for women in the Arab Muslim culture to put their professional careers ahead of their domestic responsibilities.

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Bhagwat, Tanya A. "Performance appraisal impact on employee career development and performance: A longitudinal study." Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5420/.

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The purpose of this study was to determine the effectiveness of the implementation of an internally created performance appraisal system as well as the subjects' overall satisfaction with the implementation. The system was implemented at a major technology consulting firm in the US. The subjects of this study were three levels of employees of the firm. An employee survey conducted annually at the firm included questions relating to the implementation of the performance appraisal system. Eight years of employees' responses to three key questions were analyzed. Employees' perceptions of the appraisal feedback aiding increased performance, their belief about the implementation assisting with their career management, satisfaction with the initiative, and their understanding of the requirements for promotion were captured by this survey. Trend analysis indicates that employees at the firm perceived their career path knowledge unimproved, their understanding of promotion criteria unimproved as a result of the implementation. Employees did not indicate overall satisfaction with the implementation and the employee's belief about their skills and abilities utilization did not improve post implementation.

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Belanger, Krista N. "Employee interpretations and responses to performance appraisal as identity regulation." Diss., Connect to online resource, 2005. http://wwwlib.umi.com/cr/colorado/fullcit?p1430194.

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Martinez, Mindy M. "An assessment of Texas state agencies employee performance appraisal forms /." View online, 2006. http://ecommons.txstate.edu/arp/201/.

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Othman, Norfarizal. "Employee performance appraisal satisfaction : the case evidence from Brunei's Civil Service." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/employee-performance-appraisal-satisfaction-the-case-evidence-from-bruneis-civil-service(4548ffdb-b6d2-481a-9686-060c90617fb0).html.

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Performance appraisal satisfaction is the extent to which the employee perceives performance ratings, which reflect those behaviours that contribute to the organisation. Even though performance appraisal satisfaction is the most frequently measured appraisal reaction, there are relatively few meta-analysis studies which link determinants of appraisal system to satisfaction with employee performance. The focus of this research is to examine the determinants affecting employee performance appraisal satisfaction in the Brunei public sector using data collected from among public sector employees, with particular emphasis on how performance is viewed and measured in the public sector. Data for this research were gathered across ten government ministries in Brunei. This research study adopts a ‘mixed method approach’, which utilises quantitative data supported by qualitative data. The qualitative interviews involved 14 participants, while the main quantitative data had 355 samples. Quantitative data was analysed using descriptive analysis and exploratory factor analysis run on SPSS, while confirmatory factor analysis, path analysis and structural equation modelling were also employed on applied analysis of moment structure (AMOS) to assess the model fit of the study and hypotheses testing. Results indicated that latent constructs (goal-setting and the purposes of performance appraisal; alignment of personal objectives with organisational goals; fairness of the appraisal system; types of performance evaluation measures; format of rating scales; appraiser-appraisee relationship and credibility of appraiser; in-group collectivism; power-distance; and pay-for-performance constructs) were positively and significantly correlated to performance appraisal satisfaction. The results also showed that the goodness of fit indices offered an acceptable fit to Brunei’s data. The study findings advance current knowledge in the performance management domain by extending individual level theory of performance appraisal satisfaction and provide empirical evidence for performance appraisal and employee satisfaction at the individual level in the public sector. This study contributes theoretically by highlighting the unique effects of latent factors on employee performance appraisal satisfaction. The research also contributes in terms of methodology, in that this study contributes to the examination of the predictors of established models of performance management in a country which is culturally different from the environments in which these constructs were developed. This research has filled gaps by testing predictor variables in cross-cultural work settings, which may be useful in generalising these predictors. Furthermore, the examination of the conceptual framework using structural equation modelling is a methodological contribution in its own right. The presence of multivariate normality encourages the assessment of the measurement model by a confirmatory factor approach, using maximum likelihood estimation, which is an additional contribution to the method analysis.

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Gadir, Shakil Ahmed Ghulam. "ORGANIZATIONAL FAIRNESS IN PERFORMANCE APPRAISAL SYSTEMS: CROSS CULTURAL COMPARISON OF SAUDIS AND AMERICANS." Thesis, The University of Arizona, 1986. http://hdl.handle.net/10150/276448.

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Gibson, Timothy Paul. "Employee perceptions of performance appraisal acceptability in a merit pay setting." Thesis, This resource online, 1991. http://scholar.lib.vt.edu/theses/available/etd-09052009-040247/.

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Pearson, Teri A. "Performance appraisal systems and how entry-level retail employees describe the experience| A grounded theory study." Thesis, Capella University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10255465.

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Entry-level retail employees are rarely researched, and their experience with the performance appraisal system also lacks solid research. The field of Industrial/Organizational psychology studies the performance appraisal system and its importance, and even highlights different examples of the process, what is lacking in prior research is how lower-level retail employees experience the process. This study focuses on Victor Vroom’s expectancy theory and how it relates to the sample population of retail employees. The study aims to determine the experience of the performance appraisal system by the entry-level retail employee. Grounded theory qualitative research methodology was used to determine the experience of the performance appraisal process by the participants. Constructivist grounded theory was applied to the study to show the experiences of the participants and learn how they experience the process. In the findings, the participants lacked knowledge about the performance appraisal system used to evaluate their performance and were not immersed in the process. Additionally, the participants believed their work efforts deserved higher ratings than those they received from their evaluators. The researcher found that a new model to approach to the performance appraisal system with entry-level retail employees may be necessary.

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Campbell, Alasdair James. "Implementing appraisal : a case study of the implementation of an appraisal system." Thesis, Open University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.275098.

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Wohlgemuthová, Julie. "Návrh systému hodnocení zaměstnanců ve firmě GEOtest, a.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222825.

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This Master’s thesis deals with the process of employee evaluation in the company GEOtest, a.s. In the first part of the thesis are defined all the necessary theoretical findings needed to formulate proposals for the society. Practical part includes particular information about the company GEOtest, a.s. and the analysis of the current state of evaluation. Furthermore, the new concept of the system of evaluation in accordance with the corporate needs is presented, including the link up of the system and recommendation for its implementation.

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Jewoola, Olatubosun Emmanuel. "Employer/employee perceptions of performance appraisal and organizational outcomes| A case study approach." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648298.

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There is a limited knowledge on the meanings, experiences, and perceptions of organizational members regarding performance appraisal and how the various experiences and perceptions are perceived to bear on organizational outcomes. With this qualitative study, I explored the experiences and perceptions of organizational personnel regarding performance appraisal systems and how these are perceived to bear on work outcomes. Using case study as research design, a detailed analysis of semi-structured interview involving organizational personnel (leaders, managers, and frontline employees) who lived in northeastern New York, and working in various disciplines and professions was conducted and recorded. NVivo software was used in generating the major thematic links and invariant constituents of the study. Results of the study revealed five significant themes: (a) essential descriptions of performance appraisal, (b) perceived rewards of performance appraisal, (c) differences and similarities of performance appraisal systems across different organizations, (d) perceived association of performance appraisal systems and work outcomes, and (e) recommended changes in performance appraisal systems. Employees who have positive experiences with the system associate performance appraisal with something equally beneficial to employees’ improvement and the operational performance of the organization. These employees reported experiences of motivation, loyalty, commitment, and productivity as they received their feedback. The study identified human resource development activities that could further achieve the real and genuine objectives of performance appraisal system.

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Rademan, Desmond John. "An investigation into employee perceptions and experience of performance appraisal in the public sector." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51605.

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Thesis (MComm)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: While the current trend among a number of organisations is to integrate performance appraisal with performance management systems or even 'replace' it with performance management systems, it is still an extremely highly utilised process. The probable reason for this, is that the major use of performance appraisal is as a management tool whereby the quality of personnel decisions can be enhanced when an effective system is in place. Ideally the use of a formal process, focused on objective, job orientated criteria, will empower management to make meaningful decisions which will not only be to the benefit of individual workers but will contribute to the overall effectiveness and efficiency of the organisation. Apart from the fact that it is used as a management tool, other major objectives of performance appraisal are to determine the administrative and developmental needs of individuals in the interests of their own progress and development as well as that of the organisation. There are therefore, two fundamental parties involved in appraisal, being the appraisee and the appraiser and it is inevitable that the approach to, or the perception of the subject should be different in some, or many ways. Aspects such as utility, fairness, ethics, motivation, accuracy, validity, rating errors, effectiveness and feedback, should therefore be examined in more detail in order to determine where specific problem areas may lie. Serious perceptual differences concerning the process will surely create obstacles and eventually lead to an inefficient system. The aim of this study was to determine the extent to which differing perceptions playa role in the acceptance or rejection of the appraisal system in general terms and specifically in terms of the aspects mentioned above, from the point of view of subordinates and supervisors. The diagnostic instrument used in this study was adapted from those of Mount (1983) (named the Leadership Analysis Questionnaire) and Ie Roux (1989) to include aspects which are more in line with features of the performance appraisal system unique to the participating organisation. Two different forms of questionnaires were used in this study. One was designed for completion by subordinates and the other by supervisors. These two groups were further subdivided into two groups referred to as achievers and nonachievers. The overall response to the questionnaires was very satisfactory in that 431 of the 600 questionnaires were returned (almost 72%) of which 44 were not usable. Of the 186 supervisors' responses which could be used for statistical analysis, 80 were categorised as achievers and of the 201 subordinates' responses which could be used for statistical analysis, 38 were categorised as achievers. The research revealed statistically significant differences in perception between different computations of all groups in respect of fairness, ethics, accuracy, rater error and administrative aspects. It is recommended that future research should be directed at the underlying reasons for perceptual differences between supervisors and subordinates, regarding the factors mentioned above, with the aim of improving communication and relationships. Another area would be to investigate the feasibility of organisations incorporating performance appraisal into a more integrated performance management system.
AFRIKAANSE OPSOMMING: Hoewel talle organisasies tans daartoe neig om prestasie-beoordeling by prestasiebestuur in te skakel of om dit selfs daardeur te vervang, is dit steeds 'n hoogs aangeskrewe proses. Die waarskynlikste rede hiervoor is dat prestasie-beoordeling hoofsaaklik dien as bestuurshulp ten opsigte van die verbetering van personeelbesluite waar 'n doeltreffende stelsel reeds bestaan. Die ideaal is dat die gebruik van 'n formele proses met objektiewe, werkgeoriënteerde kriteria as uitgangspunt, bestuur bemagtig om sinvolle besluite te neem wat nie net tot voordeel van die werker as individu strek nie, maar ook tot die algehele doeltreffendheid van die organisasie. Benewens prestasie-beoordeling se bestuurshulpfunksie, is 'n ander belangrike mikpunt daarvan om die administratiewe en ontwikkelingsbehoeftes van individue te help bepaal - nie net in die belang van hul eie vordering en ontwikkeling nie, maar ook in die belang van die organisasie s'n. Daarom is daar basies twee partye betrokke by prestasie-beoordeling, naamlik die beoordelaar en diegene wat beoordeel word. Dit is dus onvermydelik dat die benadering tot of waarneming van die onderwerp in 'n paar en dikwels selfs in talle opsigte sal verskil. Dit is dus belangrik dat aspekte soos bruikbaarheid, regverdigheid, etiek, motivering, akkuraatheid, geldigheid, beoordelingsfoute, doeltreffendheid en terugvoering in groter besonderhede ondersoek word om vas te stel waar probleemareas moontlik mag voorkom. Ernstige perseptuele verskille wat die proses betref, kan stuikelblokke veroorsaak en aanleiding gee tot 'n ondoeltreffende stelsel. Die doel van hierdie studie was om vas te stel in watter mate verskillende persepsies kan bydra tot die aanvaarding of verwerping van die beoordelingstelseloor die algemeen en in die besonder ten opsigte van bogenoemde aspekte soos beskou vanuit beide die toesighouer en die ondergeskikte se oogpunt. Die diagnostiese meetinstrument wat gebruik is, is 'n aanpassing van Mount (1983) se "Leadership Analysis Questionnaire" en dié van Le Roux (1989) en sluit aspekte in wat in 'n groter mate tred hou met die eienskappe van die beoordelingstelsel eie aan die deelnemende organisasie s'n. Twee verskillende vraelyste is gebruik vir toesighouers en onder-geskiktes. 'n Bykomende verdeling is gemaak tussen presteerders en niepresteerders. Die reaksie op die vraelyste was, op die keper beskou, baie bevredigend, aangesien 431 van die 600 vraelyste terugontvang is - bykans 72%. Hiervan was 44 onbruikbaar. Van die 186 toesighouersvraelyste wat gebruik kon word vir statistiese ontleding, is 80 as dié van presteerdes geklassifiseer, en van die 2010ndergeskiktes se vraelyste 38. Die ondersoek het in sy berekeninge statistiese beduidende verskille uitgewys ten opsigte van die verskillende groepe se persepsies van regverdigheid, etiek, akkuraatheid, beoordelingsfoute en administratiewe aspekte. Daar word aanbeveel dat toekomstige navorsing gerig word op die onderliggende,redes vir die perseptuele verskille tussen toesighouers en ondergeskiktes, met inagneming van bogenoemde faktore en met die mikpunt die verbetering van kommunikasie en verhoudinge. Nog navorsing sou ook gedoen kon word om te bepaal hoe uitvoerbaar dit vir 'n organisasie sou wees om prestasie-beoordeling in te skakel by 'n stelsel wat prestasiebestuurgerig is.

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Tseana, Tloutsana. "Critical success factors of effective performance appraisal and the latter's effect on employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/21395.

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The objective of this study was to investigate what the critical elements were for an employee performance appraisal system (EPA) to be effective and successful and whether the latter would enhance employee engagement. The study hypothesised that three elements, namely the level of trust in the appraiser, communication by the appraiser and the level of training of the appraiser would be critical to achieve an effective EPA. Effective performance appraisal is known to benefit organisations by helping them measure performance, motivate employees and most commonly help to make HR related administrative decisions, such as promotions and rewards. The study was conducted in a national public entity, which is constituted and mandated in terms of the PPEC Act, No 9 of 1983, to perform cold chain services and also under the APS Act, No.119 of 1990. The organisation studied also delivers inspection and food safety services for perishable products as mandated by the Department of Agriculture, Forestry and Fisheries. The research adopts a survey approach where self-administered questionnaires were used to gather data from the employees to measure their opinions of the measured elements of the employee performance appraisal (EPA). The surveys were issued to a total of 150 employees within the organisation and a total of 82 usable surveys were returned. The findings of the study revealed that the employees were generally satisfied with the level of competency, training of, and trust in, the appraiser, but there was still work to be done in improving the system and making it more successful and rewarding. Communication by the appraiser was found to be not significantly related to the effectiveness of the current performance appraisal system.

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Silimi, Maimbo Mark. "Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1013037.

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As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.

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Chan, Suk-yin Irene. "Performance appraisal system in the Hong Kong correctional services." Click to view the E-thesis via HKUTO, 2003. http://sunzi.lib.hku.hk/hkuto/record/B31967127.

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Paquet, Stéphanie L. "Does acceptance of peer feedback predict employee performance and intrinsic motivation in a multi-source performance appraisal program?" Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ55232.pdf.

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Nuri, Abdulrazaq K. "The influence of performance and appraisal fairness on employee attitudes and behaviour in Iraqi Kurdistan." Thesis, University of Huddersfield, 2017. http://eprints.hud.ac.uk/id/eprint/32635/.

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This study examines how aspects of performance appraisal fairness influence job satisfaction, trust in management and organisational commitment, and their links to organizational citizenship behaviour. Specifically, the study proposes that job satisfaction, trust in management and organisational commitment mediate the influence of performance appraisal fairness on organisational citizenship behaviour. Social exchange theory and the norm of reciprocity are used to provide a theoretical understanding of the linkages between performance appraisal fairness and work outcomes. Data were collected at three separate times to yield 369 responses from employees in public sector banks in Iraqi Kurdistan. The results show that the procedural and informational fairness of performance appraisal have a low to moderate relationship with job satisfaction, trust in management, affective and normative commitment and that distributive fairness has an insignificant effect on affective and normative commitment. These four attitudes have a positive relationship with organisational citizenship behaviour. The findings indicate that job satisfaction, trust in management and the two dimensions of organisational commitment play a role in mediating the relationship between procedural and informational fairness of performance appraisal and organisational citizenship behaviour. Job satisfaction and trust in management also played a significant role in mediating the relationship between distributive fairness of performance appraisal and organisational citizenship behaviour. Affective and normative commitment do not mediate the relationship between distributive fairness of performance appraisal and organisational citizenship behaviour. Performance appraisal characterised as fair and equitable is important to deliver desirable employee attitudes and behaviours and to reinforce employee motivation to serve banking activities and facilitate the achievement of organisational goals. The results underpin the importance of conducting performance appraisals in ways that employees see as fair. Although studies of this kind are common in the West, this is the first study in the Kurdish culture and working context. Suggestions for further research are offered.

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Henkel, William Joseph. "A Structural Equation of Leader-Member Exchange, Employee-Supervisor Relationship, Performance Appraisal, and Career Development." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4292.

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Some employees perceive that supervisors do not accurately reflect employees' performance or effectively differentiate among employees' performances during performance appraisals (PAs). Other employees believe the performance feedback they receive is not valuable for supporting their career development (CD). Employing leader-member exchange (LMX) theory and the distributive and interactional justice dimensions of organizational justice theory as the theoretical framework, this correlational study examined the relationships among LMX and employee-supervisor relationships (ESRs) and the relationships' influence on employees' CD through the mediating effect of employees' perceived efficacy of the PA process. Participants consisted of 44 defense contractor employees in the United States who completed a combination of 4 validated survey instruments (LMX-7, Interactional Justice, Appraisal System Satisfaction, Perceived Career Opportunity) and 1 demographic instrument. Results from the structural equation model, using partial least squares analysis, indicated significant (p < .001) positive relationships between the independent variables of LMX and ESR, the dependent mediating variable PA, and the dependent variable CD. The results indicated that a positive relationship between LMX and ESR will influence employees' CD through the mediating effect of employees' PAs. The implications for positive social change include the potential to improve communications between employees and supervisors, increase organizational performance by increasing employees' job satisfaction, potential benefiting career development for improving employees' families' quality of life, and contributions to the communities.

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Bin-Taher, Ibrahim A. "Performance appraisal systems in United Arab Emirates print media: A case study of the Al-Ittihad and the Al-Bayan Press Corporations." CSUSB ScholarWorks, 1992. https://scholarworks.lib.csusb.edu/etd-project/619.

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Lam, Chiu-wan. "An appraisal of the system of occupational welfare in China : an exploratory study in Guangzhou city /." [Hong Kong : University of Hong Kong], 1988. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12355951.

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Marková, Petra. "Analýza systému hodnocení zaměstnanců." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192418.

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The Master's Thesis is focused on the analysis of the employee performance appraisal system in the selected company. The aim of the thesis is to identify a strengths and weaknesses of the performance appraisal system and based on the discovered facts to suggest suitable solutions for increasing the efficiency of the evaluation system. The theoretical part deals with fundamental theoretical concepts and also with personal activities related to the employee performance appraisal. In the practical part is found out how the system of the employee performance appraisal is perceived through the questionnaire survey. Based on the survey results are identified shortcomings of the current system and proposed the measures for streamline the performance system.

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Nutakor, Simon-Davies Amenyenu. "Employee Perceptions of Fairness in Performance Appraisals and Job Satisfaction." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6636.

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Business and management researchers have shown that performance appraisals have continued to remain a standard component of the human resource management (HRM) function and play an integral role in contributing to employee performance and job satisfaction levels. Recent researchers indicated that employees have continued to hold negative views about the degree of fairness and accuracy of appraisals, thus rendering the process a mere routine and periodic ritual detrimental to organizational efficiency and growth. The purpose of this study was to add to what is a paucity of data on perceptions of fairness of employees and examine the employee perceptions of fairness in performance appraisals related to job satisfaction. The conceptual framework for this study was rooted in organizational justice and motivational theory. Research questions examined the perceptions of employees of performance appraisals on job satisfaction. Qualitative data were collected in this multiple case study using face-to-face interviews of 20 participants. Data were organized, coded, and analyzed for emergent themes and patterns that aligned with the research questions. Research findings showed that employee perceptions of performance appraisals are critical and remain an invaluable component of the human resource function to benefit management executives and should include basic knowledge and employee input in the appraisal design and process. Implications for possible positive social change may include enhanced insights, knowledge, and understanding of the perceptions of performance appraisals that may enhance management decisions through fair, just, and accurate employee appraisals that will positively translate to job satisfaction.

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Louw, Hendrik Johannes. "Integrating management and employee expectations in determining organisation-specific performance appraisal systems' design." Diss., 2007. http://hdl.handle.net/2263/24219.

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The purpose of this study was to determine a model to integrate managerial and non-managerial expectations, regarding performance appraisals, in an organisation-specific performance appraisal system’s design. The sample consisted of 178 respondents that completed a newly developed questionnaire, aimed at obtaining the respondents input in the performance appraisal system’s design. The results of the managerial group were compared to the non-managerial group. Some significant differences were obtained regarding the design of the performance appraisal system. The results and implications are discussed.
Dissertation (MCom)--University of Pretoria, 2009.
Human Resource Management
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Sekese, Nkeletseng Mamaraisane. "The perceptions of employees in the Thabo-Mofutsanyane and Xhriep Districts with regard to the effectiveness of the performance appraisal system in the Department of Social Development." Thesis, 2012. http://hdl.handle.net/10539/11557.

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The use of performance appraisal systems for employees is far from new. It has been recognised that performance has to be managed in order for the organisation or government department to meet its goal effectively. The main objective of this system is to ensure that all employees or jobholders know and understand what is expected of them. It also includes managing poor or unacceptable performance by giving guidance where needed, while still recognising and awarding outstanding performance. However, do employees have a clear understanding of and information about the system and do they real benefit from the system? The researcher conducted this study in order to explore the perceptions of employees with regard to the effectiveness of the performance appraisal system within the Department of Social Development in two districts. Its aim was to make recommendations for improving the system in relation to the most important themes or aspects that the employees (appraisers and appraisees) have highlighted. The proposed research project adopted a qualitative research approach and was exploratory in nature. A multiple case study research design was used. Participants consisted of employees of the Department of Social Development from two districts in the Free State who are appraisers and appraisees. Purposive sampling, which is a type of non-probability sampling, was used to select appraisers, while convenience sampling was used to select appraisees. A semi-structured interview schedule was used in one-to-one interviews to explore issues and gather information. The main findings of the study are that Social Development employees understand the importance of implementing a performance appraisal system in the workplace. They revealed that they still want the system to continue in the Department. However, their main concern is the practical implementation of the system, and they reported that it needs to be improved. They have suggested many areas that need to be improved in order for the system to be more effective and to achieve its main purpose within the Department.

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Maluleke, Beauty. "Knowledge and attitudes of operational supervisors on the performance management system at Mopani district hospitals in Limpopo Province." Thesis, 2012. http://hdl.handle.net/10539/11446.

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M.P.H., Faculty of Health Sciences, University of the Witwatersrand, 2011
Background: This study seeks to determine knowledge and attitudes of operational supervisors on the performance management system, at Mopani district hospitals in Limpopo Province. This is owing to the fact that literature indicates that poor management of performance is still found among experienced managers. Employees‟ perception is that managers/supervisors lack proper understanding with regard to implementation of management performance system, due to lack of training and use of predefined ratings. Material and Methods: A cross-sectional descriptive study was carried out in the district hospitals of Mopani district for a period of two months (March to April 2010). The study targets operational supervisors because they directly supervise many employees (5 to 8) and are at the front line of service delivery, interacting daily with community members. Results: A response rate of 54% (88/162) was achieved. Operational supervisors with less than ten years of experience scored higher in both positive attitude and knowledge on performance management system, as compared to supervisors with more than ten years of experience. There is no statistical significance difference with all questions relating to perceptions. Conclusion: The finding of this study has led to the following recommendations being made: a) The provision of regular in-service training on implementation of the performance management system with special attention being given to operational supervisors, to assist in adherence to some form of quality control. b) Setting up of a task team to conduct regular audits on the implementation of performance management system in all departmental institutions hospitals to ensure that quality service delivery is provided to clients.

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Ou-Yan, Shiu, and 歐陽修. "The Study And Reformation of The Performance Appraisal System For Government Employee." Thesis, 1996. http://ndltd.ncl.edu.tw/handle/24041208975638148779.

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