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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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Shaout, Adnan, and Mohamed Khalid Yousif. "Employee Performance Appraisal System Using Fuzzy Logic." International Journal of Computer Science and Information Technology 6, no. 4 (August 31, 2014): 1–19. http://dx.doi.org/10.5121/ijcsit.2014.6401.
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Pohan, Achmad Baroqah, Sofian Wira Hadi, Syaifur Rahmatullah, Robi Aziz Zuama, Achmad Rifai, and Deni Gunawan. "Employee Performance Apparaisal Using Decision Support System by AHP and TOPSIS Methods." Jurnal Teknik Komputer 7, no. 1 (February 7, 2021): 100–105. http://dx.doi.org/10.31294/jtk.v7i1.9670.
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During this time the performance appraisal of PT. Injep Inti Cemerlang has not been implemented optimally, especially in employee performance appraisal. Performance appraisal so far is only determined from the results, there are no clear appraisal criteria. Based on this reason, a decision support system is needed to help find the best alternative for the employees selection. In this research a decision support system for employee performance appraisal will be developed based on Attitude, Responsibility, Attendance, Discipline and Collaboration. This research aims to design a decision support system for employee performance appraisal using data collection methods by observation, interviews and giving questionnaires to employees of PT. Injep Inti Cemerlang. The data collected is carried out the process of analyzing data and looking for weighting values using the AHP method and for ranking using the TOPSIS method, where each criterion is appraisal factors and alternatives in this case employees are compared the criteria that have been weighted through the process of calculating the AHP and TOPSIS method starting from giving the weighting of criteria by calculating with Ms. Excel and calculating with Expert Choice software. The results have been obtained from weighting the next ranking by the TOPSIS method. thus providing a value output that results in a system that employees appraisal. This decision support system helps the employee performance apprasial at PT. Injep Inti Cemerlang in determining the employee who has the best performance
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Dangol, Pooja. "Role of Performance Appraisal System and Its Impact on Employees Motivation." Quantitative Economics and Management Studies 2, no. 1 (January 7, 2021): 13–26. http://dx.doi.org/10.35877/454ri.qems119.
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The general objective of the study is to determine the role of performance appraisal and its impact on employee. The study is guided by the following specific objectives: to establish the extent to which performance appraisal process affects employee motivation, to determine the extent to which appraisers affect staff motivation and to determine the challenges in appraising employee performance. The study adopted descriptive research design. The population of interest consists of 120 employees of Service Industry in Nepal. Data is collected using structured questionnaires and additional qualitative data is collected using the reference from the questionnaire and the objectives of the study. The data is analysed using statistical tools such as frequency distribution, percentages and Pearson correlations. Data is presented using tables and charts. The research findings suggest that regular assessment of performance leads to employee motivation. Performance appraisal rating can be considered as a technique that has a positive effect on work performance and employee motivation. Employees may be motivated if the appraisal process is based on accurate and current job descriptions. On the challenges of performance appraisal on employee motivation established that some managers tend to be liberal or strict in their rating of staff which may affect the employees’ motivation. The manager’s ability to address the skills gaps can have a significant impact on the employee’s motivation. Regular ratings may affect the performance and motivation of the employees. Fair assessment of the employee’s performance may enhance their motivation.
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Febrian, Tri Benny, and Agustina Simangunsong. "Decision Support System Employee Performance Appraisal Method Using TOPSIS." Journal Of Computer Networks, Architecture and High Performance Computing 2, no. 2 (June 1, 2020): 307–12. http://dx.doi.org/10.47709/cnapc.v2i2.412.
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Employee performance is the level of achievement of an employee of a particular task that is influenced by internal and external factors of the company where the employee works. Employee performance is influenced by many factors including competency, attendance, loyalty and length of work. The purpose of this study is to create and design a Decision Support System (SPK) for evaluating employee performance using the TOPSIS method and applying the method to employee performance evaluation SPK. TOPSIS is a decision-making method that has multiple criteria or criteria. This type of research is a quantitative descriptive method that presents methods and research objects based on numbers. The study population was 42 employees at PT Catur Karya Sentosa and used as many as 4 employees as research samples and data were collected by interview method. The results showed that the calculation of employee performance using the TOPSIS algorithm runs well and efficiently and can be done every month so as to minimize or even eliminate the employee performance appraisal method subjectively. Ranking taken from the results of this method is the final result after the calculation of positive and negative ideal solutions as consideration of the final decision making by the board of directors.
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Ranga, Ashish, and Reshma Kamboj. "A study on the Relationship Between Employee Satisfaction and Employees’ Performance." TRJ Tourism Research Journal 2, no. 2 (December 27, 2018): 94. http://dx.doi.org/10.30647/trj.v2i2.43.
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A performance appraisal (PA), to boot ascertained as a performance review, performance analysis, (career) development discussion, or employee appraisal is also a way by that the work performance of an associate employee is documented and evaluated. The Performance appraisal has been viewed by lecturers and human resource practitioners as a significant human resource management practices as a result of it yields selections that area unit crucial and integral to varied human resource actions and outcomes. Yet, an honest Performance appraisal system remains a smart challenge for managers and employees thanks to psychological feature, psychological feature and behavioral factors associated with it. Employee outcomes among the sort of labor performance, effective structure commitment and turnover intention area unit is undeniably variety of the foremost necessary issues during a corporation.The management has to be compelled to concentrate to the extent of satisfaction in performance appraisal to substantiate that employees are happy and contribute utterly to their organization throughout the tenure of their employment with the organization. This can be often very crucial to support the expansion of an organization. The aim of this paper is to specialize in the impact of performance appraisal on employee's performance and to boot trace impact of motivation issue, as a result of it affects the association of performance appraisal and employee's performance.The paper reviews the• The relationship between perceptions of performance appraisal fairness and employee engagement in the context of the business organization.• The reaction of employees to these performance assessments.
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Bhurtel, Anup, and Eka Raj Adhikari. "Performance Appraisal for Employee Development: Exploring Perceptions of Supervisors." International Journal of Social Sciences and Management 3, no. 2 (April 29, 2016): 93–101. http://dx.doi.org/10.3126/ijssm.v3i2.14670.
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The purpose of the present study was to explore the perceptions of supervisors on performance appraisal in relation to employee development adopting a qualitative design. In line with its research objective, data obtained from semi-structured interviews conducted with 14 supervisors from the proposed 10 model technical schools and the head office of the Council for Technical Education and Vocational Training (CTEVT), Nepal was analysed. The study brought forth that supervisors perceived the existing performance appraisal system less effective as it was used merely for getting employee-promotion. The supervisors were unable to appraise non-permanent employees; and even for permanent classed employees, they were obliged to keep the results confidential. They were thus unable to discuss the results with the concerned employees and jointly set goals for their further development. The study calls for establishing a comprehensive performance appraisal system for all employees in which results were analysed, and linked with plans for employee development. As the paper was confined to exploring the perception of 14 supervisors, further research could be done in future with greater number of samples. Moreover, there is room for studying the appraisees’ perception so that this issue can be explored from wider perspective aiding in the employee performance.Int. J. Soc. Sci. Manage. Vol-3, issue-2: 93-101
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Javad, Shahina, and Sumod S.D. "It’s time to bring performance appraisal into the twenty-first century." Human Resource Management International Digest 23, no. 7 (October 12, 2015): 23–26. http://dx.doi.org/10.1108/hrmid-07-2015-0127.
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Purpose – Examines the weaknesses of many current performance appraisals and shows how to improve them. Design/methodology/approach – Draws on examples from companies such as Cisco, Google and Infosys. Findings – Shows that there are two main sets of reasons for the failure of performance management – system related and people related. System-related problems crop up while defining the performance goals or designing the appraisal system. People-related problems usually arise while discussing the results of appraisals. Practical implications – Investigates the importance of the three key elements of performance appraisal – the appraiser, the appraisal period and the rating method. Social implications – Shows how important performance appraisal can be in the modern business world where skilled and talented workers are at a premium. Originality/value – Argues that present-day organizations need to develop an ongoing process to manage employee performance, make sure the right things are being measured, and that the feedback is carried out as constructively as possible.
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Windarto, Agus Perdana. "Penilaian Prestasi Kerja Karyawan PTPN III Pematangsiantar Dengan Metode Simple Additive Weighting (SAW)." Jurasik (Jurnal Riset Sistem Informasi dan Teknik Informatika) 2, no. 1 (July 31, 2017): 84. http://dx.doi.org/10.30645/jurasik.v2i1.22.
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Performance appraisal of employees is absolutely done to know the achievements that have been achieved every employee. With achievement appraisal means subordinates get attention from the topics to encourage their passionate work, with reference to the process of honest and objective assessment and there follow-up. Follow-up appraisals enable employees to be promoted, demotivated, cultivated, and rewarded for service. The purpose of this study is to make a decision support system employee performance appraisal employee used to increase the class. This decision support system uses Simple Additive Weighting (SAW) Method. Where the criteria used are Work Attitude Employees, How Employees Work, Employees Work and Employee Duty Day. The sample data used is 5 with different weights on each criterion. This study took a case study of PTPN III Pematangsiantar with the calculation that 0.90 has the highest value according to SAW calculation. The value is in the name of Mr. Syamsul Arifin, SE. Therefore this method can be used to assess employees by entering actual data in the system created and can solve the selection problem in multi-process decision making.
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Singh, Deepmala. "Employee Survey on Performance Appraisal System (A Case Study of BHEL: HERP Varanasi)." Indian Journal of Applied Research 4, no. 6 (October 1, 2011): 83–85. http://dx.doi.org/10.15373/2249555x/june2014/25.
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Modi, Ashish, Sharath Kumar J, Sharath Kumar J, Sharath Kumar J, Muralidhar A, Muralidhar A, and Muralidhar A. "EMPLOYEE PERFORMANCE APPRAISAL SYSTEM BASED ON RANKING AND REVIEWS." Asian Journal of Pharmaceutical and Clinical Research 10, no. 13 (April 1, 2017): 495. http://dx.doi.org/10.22159/ajpcr.2017.v10s1.23489.
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Objective: In many organizations, employee data have to be maintained and utilized for many purposes. Here, in this paper, we are going to use such data to calculate an employee’s performance.Methods: This employee data may be converted into useful information using data mining techniques such as K-means and decisions tree. K-means is used to find the rank of the employee means that the employee may come under in his criteria. Decision tree is used to find the review of an employee means that the employee needs improvement or he/she meets expectation.Results: This algorithm when utilized can identify the top employee who can be considered for appraisal or the eligible candidates for promotion. Hence, these algorithms such as K-mean and decision tree that help to find best employees for any association and help us to take a good decision in less time.Conclusion: There are various factors which should be considered and are limited to this algorithm, so human intervention is required to consider those factors. However, ranking and appraisal are seen in many companies, and this algorithm will definitely identify the potential candidates.
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Irawan, Yuda, and Nella Sari. "APLIKASI SISTEM PEMBERIAN REWARD BERDASARKAN KINERJA KARYAWAN DENGAN METODE ANALYTICAL HIERARCHY PROCESS (AHP) PADA TOKO GOLDEN JAYA STAR PEKANBARU." JURNAL TEKNOLOGI DAN OPEN SOURCE 2, no. 1 (June 30, 2019): 87–101. http://dx.doi.org/10.36378/jtos.v2i1.149.
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The employee system at the Golden Jaya Star Pekanbaru Shop is currently based on the store's personal opinion, so its assessment of employee performance is not believed to be valid. This study aims to determine the employee performance appraisal system that is right used as the basis for awarding employee rewards. This research is expected to be able to help or facilitate the Golde Jaya Star Pekanbaru shop leader in providing rewards based on employee performance appraisal, among others, with the existence of this application can help leaders in giving rewards based on employee performance appraisal at the Golden Jaya Star Pekanbaru store. With this application, it can help leaders in giving rewards based on employee performance appraisals can reduce the occurrence of errors in the provision of employee rewards. With the application of the system of giving rewards based on employee performance evaluation can reduce the occurrence of errors in the awarding of employee rewards. This system application is only applied to determine the employee reward amount.
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Sarkar, Anita. "Is it time to do away with Annual Performance Appraisal System?" Human Resource Management International Digest 24, no. 3 (May 9, 2016): 7–10. http://dx.doi.org/10.1108/hrmid-07-2015-0136.
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Purpose The purpose of this paper is to describe factors that determine scrapping of traditional performance appraisal system. Design/methodology/approach The study explains how the new system of feedback giving is aligned with the requirement of performance management system. Findings Traditional performance appraisal often created employee dissatisfaction, stalled employee creativity and team work, and increased employee attrition and missed out on performance improvement of employees. New check-in system promises to develop employees on the basis of continuous feedback mechanism. Originality/value This paper aims to provides insights on how the new system of performance management is connected to overall needs of the organization and the employees.
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Bulto, Lamesa, and Solomon Markos. "Effect of Performance Appraisal System on Employee Motivation." Prestige International Journal of Management & IT - Sanchayan 06, no. 02 (December 15, 2017): 25–36. http://dx.doi.org/10.37922/pijmit.2017.v06i02.003.
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Misiak, Sandra. "ETHICAL SYSTEM FOR EMPLOYEE PERFORMANCE APPRAISAL IN PRACTICE." Economics & Sociology 3, no. 2 (November 20, 2010): 101–13. http://dx.doi.org/10.14254/2071-789x.2010/3-2/11.
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Roberts, Gary E. "Employee Performance Appraisal System Participation: A Technique That Works." Public Personnel Management 31, no. 3 (September 2002): 333–42. http://dx.doi.org/10.1177/009102600203100306.
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A performance appraisal is one of the most complex, and controversial, human resource techniques. The participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.
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Roberts, Gary E. "Employee Performance Appraisal System Participation: A Technique That Works." Public Personnel Management 32, no. 1 (March 2003): 89–98. http://dx.doi.org/10.1177/009102600303200105.
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Performance appraisal is one of the most complex and controversial human resource techniques. Participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.
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Yansen, Yansen, Zifa Fauziah, Yesica Wisda Ananda, and Yulianti Yulianti. "Rekayasa Perangkat Lunak Performance Indicator dalam Penentuan Penilaian Karyawan dengan Metode Simple Additive Weighting." Jurnal Teknologi Sistem Informasi dan Aplikasi 3, no. 4 (October 31, 2020): 265. http://dx.doi.org/10.32493/jtsi.v3i4.7186.
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Employee appraisal is an important factor in the development of a company effectively and efficiently because employee appraisal is one of many indicators in measuring the background of human resources system in the company. Determining the right indicators of human resources can motivate better employee performance. To support this kind of system, a software engineering with Performance Indicator system is needed and data collection techniques by direct observation and data documentation are needed. Application of engineering Key Performance Indicator software for employee performance appraisal using the Simple Additive Weighting method can result in the efficiency of the assessment process in determining the quality of an employee's performance. as well as assisting employees in knowing the results of performance evaluation, and making it easier for supervisors to obtain reports on sales performance ratings so that superiors can and make determine the amount of salary, commision and bonus increases more precisely and efficiently.
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Agyare, Ramous, Ge Yuhui, Lavish Mensah, Zipporah Aidoo, and Isaac Opoku Ansah. "The Impacts of Performance Appraisal on Employees’ Job Satisfaction and Organizational Commitment: A Case of Microfinance Institutions in Ghana." International Journal of Business and Management 11, no. 9 (August 18, 2016): 281. http://dx.doi.org/10.5539/ijbm.v11n9p281.
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Performance appraisal is credited by researchers as a tool for spurring employees towards the attainment of organizational goals. Considering employees’ attitudes as a vital component in the attainment of organizational goals, this study investigated the impacts of performance appraisal on the job-satisfaction and commitment of employees. The study used a descriptive research design. A stratified random sampling was used to sample 200 respondents from Microfinance organizations in Ghana. The study used questionnaires as its data collection instrument. Regression Analysis and correlations were used to analyze the data collected. The study revealed that employees’ job satisfaction is positively related to and impacted by fairness in the appraisal system, linking appraisals with promotion, clarity of roles and feedback about their performance. The study also revealed that employees’ commitment is positively related to and impacted by the linkage of appraisals with salary, identification of training needs, clarity of performance appraisal purpose and employee involvement in the formulation of appraisal tools. The study recommends that organizations comply with rewards systems linked to performance levels, provide training to employees identified to be in need of training so as to further enhance the relevance of performance appraisal, and also instigate and/or maintain communication between management staff and their subordinates especially with regards to their performance.
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Sugiartawan, Putu, and Paholo Iman Prakoso. "Sistem Pendukung Keputusan Kelompok Promosi Jabatan dengan Metode AHP dan BORDA." Jurnal Sistem Informasi dan Komputer Terapan Indonesia (JSIKTI) 1, no. 4 (June 30, 2019): 185–94. http://dx.doi.org/10.33173/jsikti.40.
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Abstract Determination of the best employees in a company aims to improve competitiveness and give awards to employees who have high dedication to the company. Difficulties in evaluating employees are the many assessment factors and characteristics of the appraisal and who will provide the appraisal, so that the appraisal is appropriate and transparent. Employee performance appraisal is carried out by 2 assessors namely the company manager and the head of the human resource management department (HRD) and consists of a number of criteria. The assessment will be difficult if done manually considering that each assessor has their own preferences in conducting the assessment. To overcome this we need a computer system that helps decision making, namely a group decision support system (GDSS) determining the best employees in a company
The group decision support system developed in this study uses the AHP and BORDA methods to assist group decision making. AHP method is used for decision making in each appraiser, while the Borda method is used to combine the decision results of each appraiser so that the final result is the best employee in the company. Based on the final results of the best employee determination system in the form of ranking the final value of each employee. The highest value is used as a recommendation as the best employee.
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Harris, Claudia. "A Comparison of Employee Attitudes toward Two Performance Appraisal Systems." Public Personnel Management 17, no. 4 (December 1988): 443–56. http://dx.doi.org/10.1177/009102608801700408.
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This study was designed to compare employee attitudes toward two performance appraisal systems—a trait-rating scale and a performance standards system. Based on prior research, it hypothesized that employees would prefer a performance standards system to the trait-rating scale. Surprisingly, results of the study showed no difference on two factors and significant difference in the opposite direction from that which was hypothesized on a third factor. Factors which may have influenced employee attitudes toward the performance appraisal systems are discussed.
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Hunuganahalli Paramesh, Athmeeya, Vishal Samartha, Rajesha Thekkekutt Mathukutti, and Iqbal Thonse Hawaldar. "Manifestation of idiosyncratic rater effect in employee performance appraisal." Problems and Perspectives in Management 18, no. 3 (September 11, 2020): 224–32. http://dx.doi.org/10.21511/ppm.18(3).2020.19.
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Performance appraisal is the bedrock of talent management and has received much attention from scholars and researchers alike in their pursuit to develop accurate, objective, and robust Performance Management Systems (PMS). Through survey questionnaire the present study examines the prevalence of idiosyncratic rater biases on the performance appraisal systems and evaluates the measure of its impact. The correlations between the personality traits and the similarities of the raters’ workplace characteristics with the raters’ performance ratings are also determined. The study has provided empirical evidence of the manifestation of idiosyncratic rater bias in the company under study. The idiosyncratic rater tendencies showed a significant impact on performance ratings. It was seen that about one-third of the variations in the ratings were resultant of the idiosyncratic factors, such as similarities in the personality traits and workplace identities. It is also found that there exists a positive correlation between the similarities in the identities, as well as the personality traits of the raters and the ratees, and the way the rating awarded by the rater.
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Aminudin, Nur, Eni Sundari, Shankar K, P. Deepalakshmi, Fauzi ., Rita Irviani, and Andino Maseleno. "Weighted Product and Its Application to Measure Employee Performance." International Journal of Engineering & Technology 7, no. 2.26 (May 7, 2018): 102. http://dx.doi.org/10.14419/ijet.v7i2.26.14362.
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The decision support system of employee performance index appraisal is a decision support system that can assist decision makers for employee performance appraisal at the Pringsewu district revenue department. As for the purpose of this DSS namely 1. To make decisions in the field of human resources to come, 2. To evaluate the performance of each employee in achieving the target work that has been determined , 3. For improve employee performance in the future. The problems to be solved are: 1. How to change the assessment process that used to still use manual way by computerization. 2. How to apply the progress of change in today's sophisticated technology. In this decision system using Weighted Product (WP) weighting method of WP method is the choice of method on decision support system of employee performance appraisal index at revenue department of Pringsewu district. Weighted product method is a method of completion by using multiplication to attribute attribute rating in which rating must be prefixed with bob ot attribute in question. This decision support system can perform the process of calculating employee performance appraisal so that it can realize a fair assessment based on existing criteria calculations on this system using weighted product weighting (WP) that can produce the best employee performance appraisal system calculation from the highest value of 0.250 to the lowest value of 0.133 . The highest score is the best employee while the lowest score is the worst employee performance. This system can present employee performance appraisal reports quickly and clearly so that more effective and efficient.
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Dr. Gagandeep Kaur, Uttam Sahay,. "A Systematic Review Of The Impact Of Performance Appraisal Systems And Competency Management Framework On The Performance of Employees In The Telecom Sector." Psychology and Education Journal 58, no. 1 (February 10, 2021): 2515–31. http://dx.doi.org/10.17762/pae.v58i1.1127.
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Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.
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Ahmad, Dr Ishfaq, Dr Rizwan Qaisar Danish, Syed Adnan Ali, Hafiz Fawad Ali, and Dr Asad Afzal Humayon. "A Comparative Study of Banking Industry Based on Appraisal System, Rewards and Employee Performance." SEISENSE Journal of Management 2, no. 1 (December 13, 2018): 1–11. http://dx.doi.org/10.33215/sjom.v2i1.64.
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Purpose- This study was aimed to throw light on the appraisal and reward system, and its effects on job satisfaction and employee performance in the banking sector of Pakistan.
Design/Methodology- The research was based on primary data collected from the two major cities of Pakistan, Lahore and Kasur. A total of 250 structured questionnaires were rotated to Islamic and conventional banks in different parts of both cities. Out of these 222 questionnaires were returned and were in usable form. The data so collected was analyzed with the help of the Statistical Package for Social Sciences (SPSS). statistical techniques such as regression analysis, correlation analysis, descriptive analysis and t-test were used.
Findings- The results of the study revealed that appraisal was negatively correlated while the reward system was positively correlated to employee performance.
Practical implications- This research will help banks in reviewing their policies to make optimum use of their employees to meet certain goals of the bank. This research reveals that the appraisal system of the bank is affecting negatively on employees performance. This study will help in developing criteria which will help managers to appraise the employees in an effective way.
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Sukamto, Sukamto, Yanti Andriyani, and Kiki Wahyuni. "PENILAIAN KINERJA KARYAWAN MENGGUNAKAN METODE TOPSIS." JURTEKSI (Jurnal Teknologi dan Sistem Informasi) 7, no. 3 (August 20, 2021): 333–40. http://dx.doi.org/10.33330/jurteksi.v7i3.1150.
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Abstract: The Employee’s performance appraisal is something that must be done by the company or organization to be able to evaluate the company's development. Permata Hati Duri Hospital conducts employee performance appraisals every month. This study aims to create an employee performance appraisal system that can facilitate the hospital when evaluating employee performance. The assessment criteria used are competence, professionalism, communication, management and friendliness with. This research uses TOPSIS method, PHP and MySQL programming as database. The sample used is 10 employees. The final result obtained in the system is the result of ranking employee. Keywords: employee performance appraisal; topsis. Abstrak: Penilaian kinerja karyawan adalah hal yang harus dilakukan oleh perusahaan atau organisasi untuk dapat mengevaluasi perkembangan perusahaan. Rumah Sakit Permata Hati Duri melakukan penilaian kinerja terhadap karyawan pada setiap bulannya. Penelitian ini bertujuan membuat sistem penilaian kinerja karyawan yang dapat memudahkan pihak rumah sakit saat melakukan penilaian kinerja karyawan. Kriteria penilaian yang digunakan adalah kompetensi, profesionalisme, komunikasi, manajemen dan keramahan dengan. Penelitian ini menggunakan metode TOPSIS, pemograman PHP dan MySQL sebagai database. Adapun sampel yang digunakan adalah 10 karyawan. Hasil akhir yang didapatkan pada sistem berupa hasil perangkingan nilai karyawan. Kata kunci: penilaian kinerja karyawan; topsis.
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Balfour, Danny L. "Impact of Agency Investment in the Implementation of Performance Appraisal." Public Personnel Management 21, no. 1 (March 1992): 1–15. http://dx.doi.org/10.1177/009102609202100101.
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This article examines the experience of several agencies in Florida state government with their standards-based performance appraisal system and develops and tests a research strategy for determining the effect of agency investment in its implementation. Findings based on interviews of personnel managers and a survey of employees that suggest there are limits to the usefulness of performance appraisal which management must consider when deciding how to appraise and improve employee performance.
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Jayaseely, M. "A Study On Performance Appraisal Techniques In A Selected Industry." Restaurant Business 118, no. 5 (May 11, 2019): 66–73. http://dx.doi.org/10.26643/rb.v118i5.7649.
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Performance appraisal system operates in which an individual manager regularly, annually records performance and developments in top down process. It can be argued that perceived defects of appraisal system led to development of more sound concepts of performance appraisal. The provision of challenging assignments and regular performance feedback are included in effective performance management system. At the end of the performance period usually a year the supervisor and employee meet to summarize the accomplishments and challenges of the past year and document the discussion using performance management form. In any organization to be effective the resources should be property maintained. The study concentrates on finding whether the current performance management system followed in organization is effective and how far they are satisfied and whether all the employees all aware of performance standards fixed for them and promotions are given based on performance. It also suggests whether any change is required in the existing system. Success with performance appraisal system relies on good design and implementation. Managing employee performance is an effective mechanism for developing both employee and organization growth. Management and employee involvement in the design/review of a performance management system is important performance appraisal can be redesigned for betterment of performance. Thus performance appraisal is a shared commitment to high performance.
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Toseef, Muhammad, Muhammad Imran, and Ahsan Owais. "Linkage between Performance Appraisal System and Employee Performance: Does Motivation Moderate?" Global Management Sciences Review IV, no. I (December 30, 2019): 39–47. http://dx.doi.org/10.31703/gmsr.2019(iv-i).05.
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The concept of performance appraisal came into ideal practice in the 1940s, helping a system to launch merit rating during the era of the Second World War as a fair wage system (Lillian & Sitati, 2011). Lots of research in recent decades have been done on the assessment of results (Bretz et al., 1992; Fisher, 1989). Often, a key aspect of human resource management is the performance assessment process. The target population of the present study consisted of all the employees working in the three private (Multan Medical complex, Care Family and Ibne Sina) hospitals of Multan, Pakistan. The study follows a convenient sampling technique for the determination of sample size and having n=131. Adopted questionnaire of Al-Ghamdi (2011) Verhulp (2006) was used with a 5-point Likert scale starting from 1= strongly agree, 2=agree, 3= uncertain, 4=disagree and lastly 5= strongly disagree. The study findings indicate 63% of the respondents belong to a male category, while on the other hand, 37% of the respondents belong to the female category. The study findings verified the fact that there exists an association between performance appraisal systems and seem to suggest that hospitals are interested in improving their performance through the performance appraisal systems. The findings verified the fact that there exists an association between motivation with employee performance.
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Iqbal Qureshi, Zafar. "Performance Challenges at Masood Textile Mills." Asian Case Research Journal 09, no. 01 (June 2005): 61–81. http://dx.doi.org/10.1142/s0218927505000587.
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Shahid Nazir, Chief Executive Officer of Masood Textile Mills in Faisalabad, Pakistan wanted to turn his company into one of the leading apparel companies in the world. To achieve this vision, Nazir wanted to transform his employees into what he called 'corporate athletes' through his vision and a more credible Performance Appraisal System. However, the results of an employee survey earlier in the year indicated that the company's performance appraisal was perceived by the employees to be subjective, inadequate and lacked credibility. This was of serious concern to Nazir. He therefore developed a new Performance Appraisal and Reward System. Implementation of the new system, however, was delayed temporarily due to the events of 9/11 and Nazir now aimed at its enforcement by mid 2002. He was of the opinion that the implementation of the new system would help in improving the motivation of his employees which, in turn, would lead to sustained high performance so essential to realize his vision. This case is useful in examining the design and implementation of an employee performance appraisal and reward system.
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Babatunde Joseph, Osabiya. "Effectiveness of Performance Appraisal as a Tool to Measure Employee Productivity in Organisations." Journal of Public Administration and Governance 4, no. 4 (January 1, 2015): 135. http://dx.doi.org/10.5296/jpag.v4i4.6912.
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The study is an evaluation of effectiveness of performance appraisal as a tool to measure employee productivity in organizations. The study revealed that employees are usually appraised by their immediate supervisors. As regards the frequency promotion in the organization, both the managers and officers asserted that there was a valid, laid down pattern for promotion and that this was at the management discretion. Often, managers allow biasing factors like rate, sex, tribe appearance and personal likeness or hatred to influence their rating. Unless the ratings are based on actual job performances, the evaluation will continue to be devoid of the objective that is often required in a fair performance appraisal system.
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Roberts, Gary E. "Maximizing Performance Appraisal System Acceptance: Perspectives from Municipal Government Personnel Administrators." Public Personnel Management 23, no. 4 (December 1994): 525–49. http://dx.doi.org/10.1177/009102609402300402.
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The variables that are associated with perceptions of performance appraisal system acceptance were investigated. Employee acceptance is a critical factor in the development of an effective system. The data were derived from a national survey of municipal government personnel administrators. Factor analysis was used to produce reliable and valid measures of employee voice (participation, goal setting and feedback), information validity and the dependent variables of employee acceptance. Stepwise multiple regression analysis was used to analyze the relationships. The results indicated that the systems that were perceived to haveeffectively deployed processes to implement voice and performance appraisal information validity were associated with a higher level of perceived employee performance appraisal system acceptance.
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Jindal, Shivali, Laveena, and Navneet. "STUDY OF EFFECTIVENESS OF PERFORMANCE APPRAISAL SYSTEM IN SELECTED INDIAN COMPANIES." International Journal of Research -GRANTHAALAYAH 3, no. 12 (December 31, 2015): 44–50. http://dx.doi.org/10.29121/granthaalayah.v3.i12.2015.2885.
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An evaluation of previous performance is experienced by the vast majority of recruits each year. The management of performance level is the sum up of performance appraisal systems. This is a continuous and interactive process designed to motivate employees, and check their capability with the main motive to facilitate productivity.
The performance management systems involve various activities which are much more than simply reviewing what an employee has done.
This research paper is all about understanding the need of performance management systems, ways in which performance appraisals can be constructed, the occurrence of potential problems, benefits which could be availed and the information of the progress.
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Sugiani, Sugiani, Syarifah Hudayah, and Irwan Gani. "Pengaruh Sistem Informasi Penilaian Kinerja dan Tunjangan Tambahan Penghasilan terhadap Kinerja Pegawai Dinas Pendidikan Kota Samarinda." JURNAL MANAJEMEN 10, no. 1 (August 25, 2018): 50. http://dx.doi.org/10.29264/jmmn.v10i1.2012.
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Performance Appraisal Information System, Supplementary Income Benefits, and Performance Employees are meruapakan one unity and mutually related to each other in the performance appraisal and compensation to the Government of Samarinda City. The application of performance appraisal and compensation information system in the form of additional income support is an effort of Samarinda City Government in an effort to give motivation to the employees to improve their performance. The purpose of this study is to determine the effect of performance appraisal information systems and additional income allowances on the performance of employees of the Department of Education Samarinda City. This research was conducted in Samarinda City Education Office. The population in this study as many as 120 employees, while the samples taken as many as 55 respondents selected simple random sampling. Validity test and test reliability of variable indicator questionnaire using SmartPLS version 3.2.6 with requirements to meet outer model, while hypothesis testing using model structure test (inner model) using SmartPLS program version 3.2.6. The result of the research indicates that the items of variable indicator have fulfilled the criteria of validity and reliability. Test the validity of loading factor, cross loading, AVE value indicates that the instrument is valid. The reliability test tested using composite realibility and Cronbach's Alpha has been eligible. Furthermore, the hypothesis test by using SmartPLS shows that the system of performance appraisal information (e-logbook) has positive and significant effect to the additional allowance of earnings, the additional allowance of earnings has positive and significant effect to the employee performance, while the performance appraisal e-logbook system has positive Not significant to employee performance. The suggestion that can be given is that the city government of Samarinda should improve the performance appraisal information system so that it can describe the performance of the employees, not just the daily activities.Keywords: performance appraisal information system, additional income supplement, employee performance
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Hee, Ong Choon, and Koh Rui Jing. "The Influence of Human Resource Management Practices on Employee Performance in the Manufacturing Sector in Malaysia." International Journal of Human Resource Studies 8, no. 2 (April 4, 2018): 129. http://dx.doi.org/10.5296/ijhrs.v8i2.12826.
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The purpose of this study is to examine the relationship between Human Resource Management (HRM) practices (Compensation and Benefits, Work-life Policies, Performance Appraisal and Training and Development) and employee performance. Data was collected through questionnaire from 161 employees of a manufacturing company in Johor, Malaysia. The results of the multiple regression analysis showed that performance appraisal and training and development were significantly related to employee performance. The findings suggested that training and development is the most important factor that positively influences employee performance followed by performance appraisal. Compensation and benefits and work-life policies were found to be not significant in predicting employee performance. In relation to these findings, human resource department shall have designed suitable training plan with comprehensive and consistent performance appraisal system for the employees.
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Sari, Kiki Apni Puspita, Eka Irawan, and Fitri Rizky. "Implementasi Algoritma Weighted Product (WP) Dengan Model Fuzzy Multi Attribute Decission Making (FMADM) Dalam Penilaian Kinerja Karyawan." Brahmana : Jurnal Penerapan Kecerdasan Buatan 2, no. 1 (December 30, 2020): 57–65. http://dx.doi.org/10.30645/brahmana.v2i1.49.
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Employee performance appraisal is a work evaluation activity that is used to determine the quality which will be used for the achievement of each individual employee. The purpose of this research is to appraise employee performance, especially for the security guard. In this study the authors used the Decision Support System technique using the Fuzzy Multi Attribute Decision Making algorithm, namely Weighted Product. The source of the research data used was to provide an assessment form to Krani Papam. In the employee performance appraisal, researchers used 5 assessment criteria, including: Attendance (C1), Responsibility (C2), Commitment (C3), Cooperation (C4), and Motivation (C5). In this study, the alternative used as a sample is employees in the security section (security guard). From the results of manual calculations and system testing, the highest value is 0.0286. It is expected that the results of this study can provide input to the office, especially the security section (security guard) in selecting employee performance so that the assessment is carried out objectively.
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Lin, Yu-Chun, and J. Edward Kellough. "Performance Appraisal Problems in the Public Sector: Examining Supervisors’ Perceptions." Public Personnel Management 48, no. 2 (September 26, 2018): 179–202. http://dx.doi.org/10.1177/0091026018801045.
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Employee perceptions of performance appraisal processes have received considerable attention in the public management literature, but the views of supervisors who actually conduct the appraisals have received relatively little consideration. This article addresses that gap in the literature by examining supervisors’ perceptions of individual employee performance appraisal in the U.S. federal service in an attempt to identify structural and operational problems associated with that system as viewed by those responsible for making it work. Data are drawn from a Merit Systems Protection Board (MSPB), Merit Principles Survey, which contained a section asking supervisors to evaluate nine potential problems associated with performance appraisal. Responses indicated that inflated ratings, flawed standards, and a lack of support were the most problematic aspects of the appraisal process. An agency’s use of performance-based rewards, a supervisor’s belief that his or her own performance is assessed objectively, and supervisor age are consistent predictors of supervisors’ perceptions.
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Najla Mohamed Alqhtani, Aeshah saif Alahmadi,. "The correlation between polygamy and educational achievement of children." Psychology and Education Journal 58, no. 1 (February 12, 2021): 2532–39. http://dx.doi.org/10.17762/pae.v58i1.1128.
Full textAbstract:
Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.
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Fashoto, Stephen Gbenga, Onyebuchi Amaonwu, and Adenrenle Afolorunsho. "Development of A Decision Support System on Employee Performance Appraisal using AHP Model." JOIV : International Journal on Informatics Visualization 2, no. 4 (August 7, 2018): 262. http://dx.doi.org/10.30630/joiv.2.4.160.
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Many employees’ performance appraisal systems lack business standard irrespective of the organization. Performance appraisal system differs depending on the type of work and job description in an organization. Most organizations lack scientific technique for rating their employee’s performances. In this case, a decision support system will help organizations to have a standardize way of performance appraisal and make the appraisal process transparent, fair and just. Analytical Hierarchy Process (AHP) was used in this paper to evaluate employees performances based on five criteria: personal skills, initiatives, teaching quality, method of teaching and research in which case each of the criteria was divided into sub-criteria; and by applying the Decision Support software for evaluating employees performance in line with the individual objectives required to meet the overall organizational mission. The result obtained showed that the consistency ratio (CR) of the five criteria is C.R = 0.0976 which showed that there is consistency in all the criteria in appraising the performance of an academic staff in Kampala International University (KIU) except research. Therefore, personal skills, initiatives, teaching quality and method of teaching are consistent and valid factors while research has not been consistent in appraising an academic staff in KIU despite the weight (47%) attached to it.
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Sridhar, R., and N. Elangovan. "Perception and its Impact on Satisfaction on Performance Appraisal in Real Estate Industry in South India." Asian Review of Social Sciences 8, S1 (February 5, 2019): 60–63. http://dx.doi.org/10.51983/arss-2019.8.s1.1493.
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Traditionally, real estate industry is managed by small time entrepreneurs and considered as unorganized industry. However, in the last few decades, the real estate industry has become organized sector with many corporate houses started doing business and offering employment to millions. Like any other organized industry, Real estate industry too started practicing performance appraisal to reward their employees and to align their goal with the organization. The nature of the business allows the organizations in Real Estate industry to have diversified work groups. Thus, organization’s role on implementing better performance appraisal system becomes inevitable. This study aims at identifying the perception of the real estate employees on performance appraisal system, organizational role in educating the employee on performance appraisal system and their impact on the satisfaction of the employee on the performance appraisal system practiced in Real Estate companies
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Venclová, Kateřina, Martina Königová, and Jiří Fejfar. "Current state of the employee performance appraisal system in agricultural organizations in the Czech Republic." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 4 (2013): 1183–89. http://dx.doi.org/10.11118/actaun201361041183.
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Employee performance appraisal is one of the most important human resource management tools. The first part of the article concentrates on the theoretical background. The second part evaluates the results of the quantitative survey. The aim of the article is to evaluate the use of formal appraisal of employees in agricultural organizations in the Czech Republic and to test dependencies between selected qualitative characteristics. The results of the survey show that only 12.3% of agricultural organizations (n = 332) use formal appraisal of employees. They also confirm that the application of the formal appraisal of employees in agricultural organizations depends on the size of the agricultural organization (p-value 0.006, Phi coefficient 0.151) and the existence of a personnel department (p-value 0.000, Phi coefficient 0.210). 49.1% of agricultural organizations did not consider formal appraisal important. Only 5.8% of agricultural organizations that do not use any system of formal employee performance appraisal plan its implementation, despite the fact that currently people are considered to be the most important strategic asset of any organization for achieving a competitive advantage.