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Journal articles on the topic 'Performance appraisal'
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1
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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Obisi, Chris. "EMPLOYEE PERFORMANCE APPRAISAL AND ITS IMPLICATION FOR INDIVIDUAL AND ORGANIZATIONAL GROWTH." Australian Journal of Business and Management Research 01, no. 09 (April 5, 2012): 92–97. http://dx.doi.org/10.52283/nswrca.ajbmr.20110109a10.
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Organizational performance and its resultant efficiency and effectiveness can only be achieved when individuals are continuously appraised and evaluated. The inability of organization to install an effective performance appraisal strategy has hindered them from achieving competitive advantage which they require more now than ever before. Appraisal processes are not systematic and regular and often characterized by personal influences occasioned by organizations preoccupation to use confidential appraisal system which hinders objectivity and fairness. Often organizations ignore management by objectives, critical incidents to personal prejudices. This is retrogressive as it affects the overall performance of the individual. 360 degrees appraisal method whereby superiors and the appraise their subordinates, subordinates appraise their superior and the appraisee appraise himself or herself and the average of all the appraisal taken to arrive at the final appraisal outcome should be now be considered by organizations. Also post appraisal counseling whereby the appraisal outcomes are analyzed to explain strengths and weaknesses and set agenda for better future performance. Organizations should stop giving less attention to the evaluation of their employees and recognize that organizational training needs can only be identified from performance appraisal outcomes. It is an invaluable tool but in the hands of human resource management officers to continuously evaluates and audits the performance of its employees in other to help organizations win competitive advantage.
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Alqahtani, Mohammad. "Person-Organization Fit and Organizational Commitment: Mediating Role Between Performance Appraisal Effectiveness and Employee Turnover Intention." Business Ethics and Leadership 8, no. 3 (October 2, 2024): 55–70. http://dx.doi.org/10.61093/bel.8(3).55-70.2024.
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Due to the harmful consequences of turnover in the context of hospitality industry, the current study aims at proposing a moderating mediated model through which turnover intention may be reduced. Person-organization fit, and organizational commitment were proposed to aid performance appraisal in lowering turnover intention. The study’s purposes are threefold. Firstly, to assess the direct effect of performance appraisal effectiveness on employee turnover intention. Secondly, to evaluate the indirect effect of performance appraisal effectiveness on turnover intention through organizational commitment. Finally, it examines the moderating effect of person-organization fit between performance appraisal effectiveness and organizational commitment. Research data were collected through a questionnaire form designed and distributed to a sample of employees of five-star hotels in Riyadh, Saudi Arabia. Four hundred forms were distributed, and 289 were returned. Data were analyzed using Smart PLS. It was revealed that performance appraisal effectiveness significantly negatively affects turnover intention. Moreover, organizational commitment mediates the relationship between performance appraisal effectiveness and turnover intention. Finally, person-organization fit could moderate the effect of performance appraisal effectiveness on organizational commitment. The study recommends that performance appraisal effectiveness is enhanced through achieving equity in the appraisal process and providing trust and effective communication between appraiser and appraisee. This requires conveying appraisal criteria in advance to the appraisee and conducting appropriate appraisal interviews where the appraisee can freely discuss the appraisal results with their appraiser. Fostering person-organization fit via appropriate selection and socialization can support performance appraisal effectiveness by preparing employees for their understanding of organizational policies and practices.
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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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Berjot, S., C. Roland-Levy, and N. Girault-Lidvan. "Cognitive Appraisals of Stereotype Threat." Psychological Reports 108, no. 2 (April 2011): 585–98. http://dx.doi.org/10.2466/04.07.21.pr0.108.2.585-598.
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Using the cognitive appraisal conceptualisation of the transactional model of stress, the goal was to assess how victims of stereotype threat respond to this situation in terms of primary appraisals (threat/challenge) and to investigate whether those appraisals may mediate the relation between stereotype threat and performance. Results show that, while participants from North Africa living in France did appraise the situation more as a threat and less as a challenge, only challenge appraisal mediated between stereotype threat and performance.
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Davis, Marian Stephanie, and Matilda Arko Mensah. "Performance Appraisal of Employees in Tertiary Institutions: A Case Study of University of Education, Winneba (Winneba Campus)." International Journal of Human Resource Studies 10, no. 2 (May 12, 2020): 175. http://dx.doi.org/10.5296/ijhrs.v10i2.16409.
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The study sought to examine the performance appraisal of employees in tertiary institutions: a case of University of Education, Winneba (Winneba Campus). The descriptive survey design with quantitative approach was applied. Stratified and proportionate sampling were used to select respondents which included junior, senior staff and senior members of the university. Questionnaires were used to collect data for the study and the responses were analysed by frequency and percentages, line graphs, pie charts, means and standard deviations. The study revealed challenges such as fairness of evaluation decisions and lack of knowledge and skills of appraisers affect the conduct of performance appraisal. Also, employees‟ performance and developmental needs contribute to making performance appraisal effective. Evaluating employees‟ performance is ranked higher in performance appraisal. Again it was revealed that motivation affects performance appraisal and that the UEW appraises its staff annually. HODs are the highest appraiser category in the UEW. Lastly, the findings showed that performance appraisal in the University has succeeded in identifying staff performance needs as very moderate. Recommendations were made based on the prompt implementation of effective staff performance appraisal systems and the need to improve on the mechanism to address and meet the performance needs of employees.
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Dr., G. Vignesh, and Princy C. "MANAGING EMPLOYEE PERFORMANCE APPRAISAL IN BANKING SECTOR." International Journal of Computational Research and Development (IJCRD) 7, no. 1 (July 2, 2022): 39–41. https://doi.org/10.5281/zenodo.6791244.
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Human resource managers have traditionally accorded employee performance as a prime focus. As a result, several performance appraisal techniques have been devised to help establish employee performance. In contemporary times, performance appraisals have been extended beyond rating the employee's performance to aspects such as motivation. Accordingly, this study sought to investigate the effectiveness of performance appraisal systems and their effect on employee motivation. The study's primary objectives pertained to establishing the moderating role of performance appraisal as a motivation tool and potential challenges. The study findings show significant positive outcomes when the organization uses performance appraisal as a motivation tool. Further, the study finds that more than one appraisal technique helps yield greater satisfaction and, consequently, higher motivational levels. The specific aspects of performance appraisal systems (PAS) that help improve motivation include linking performance to rewards, using the PAS to help set objectives and benchmarks, and using PA to help identify employees' strengths and weaknesses.
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Dr., G. Vignesh, and Princy C. "PERFORMANCE APPRAISAL MANAGEMENT - A MOTIVATION TO EMPLOYEE." International Journal of Scientific Research and Modern Education (IJSRME) 7, no. 1 (June 26, 2022): 74–77. https://doi.org/10.5281/zenodo.6805386.
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Human resource managers have traditionally accorded employee performance as a prime focus. As a result, several performance appraisal techniques have been devised to help establish employee performance. In contemporary times, performance appraisals have been extended beyond rating the employee's performance to aspects such as motivation. Accordingly, this study sought to investigate the effectiveness of performance appraisal systems and their effect on employee motivation. The study's primary objectives pertained to establishing the moderating role of performance appraisal as a motivation tool and potential challenges. The study findings show significant positive outcomes when the organization uses performance appraisal as a motivation tool. Further, the study finds that more than one appraisal technique helps yield greater satisfaction and, consequently, higher motivational levels. The specific aspects of performance appraisal systems (PAS) that help improve motivation include linking performance to rewards, using the PAS to help set objectives and benchmarks, and using PA to help identify employees' strengths and weaknesses.
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Chhy, Sothy, and Norimune Kawai. "Analyzing the Relationship between Performance Appraisal and Teacher Performance: Evidence from Cambodia." Journal of Education for Sustainability and Diversity 3, no. 1 (July 5, 2024): 126–45. http://dx.doi.org/10.57142/jesd.v3i1.544.
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In recent years, MoEYS has implemented a strategic plan to adhere to SDG 4 in promoting the quality of education. MoEYS also devotes itself to performance appraisals to measure and enhance teacher performance in Cambodian secondary schools. This quantitative study analyses the relationship between performance appraisal and teacher performance. It further examines the factors in current performance appraisal practices that influence teacher performance in public secondary in schools Phnom Penh, Cambodia. This study discovered the performance appraisal processes and methods that influence teacher performance. Our findings indicate a significant relationship between performance appraisal and teacher performance. Additionally, this study provides solutions to improve performance appraisal on target setting and performance rating assessment. It also provides a substantial roadmap for school principals to practice the performance appraisal more effectively to enhance teacher performance. Future research should consider performance appraisal practices that could influence teacher performance in Cambodian primary schools.
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Walsh, Kate, and Dalmar Fisher. "Action inquiry and performance appraisals." Learning Organization 12, no. 1 (February 1, 2005): 26–41. http://dx.doi.org/10.1108/09696470510574241.
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PurposeIntroduces the primary concepts behind the practice of action inquiry. Then, examines what current literature suggests about components of the performance appraisal process and identifies areas where applying action inquiry concepts can add a new dimension to our current understanding.Design/methodology/approachApplies action inquiry, a concept from the organizational learning and change literatures, to suggest ways to infuse meaning and mutuality into appraisal discussions to help organizational leaders and members learn and develop. Ways to do so are demonstrated through a review and discussion of seven principal research streams in the current appraisal literature.FindingsAn action inquiry approach can address many of the limitations inherent in the appraisal process and refocus appraisals as developmental tools. Potentially, appraisals can act as forums to open dialogue, invite participation and build relationships around re‐visioning one's work and career. The process can become instrumental to continual quality improvement and organizational growth suggests that a rich opportunity exists to make the performance appraisal process developmentally meaningful for individuals and potentially transformative for organizations.Originality/valueDiscusses seven themes addressed in performance appraisal research and poses new possibilities that emerge when these themes are examined through an action inquiry lens.
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Osborne, Margaret S., and Gary E. McPherson. "Precompetitive appraisal, performance anxiety and confidence in conservatorium musicians: A case for coping." Psychology of Music 47, no. 3 (February 28, 2018): 451–62. http://dx.doi.org/10.1177/0305735618755000.
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The way musicians appraise their abilities to succeed in a forthcoming evaluative performance impacts on the range of emotions they will experience. According to Lazarus’ cognitive-motivational-relational theory, emotions may wield powerful consequences depending on whether the performance is interpreted as a threat (high importance/primary appraisal; low coping prospects/secondary appraisal), or challenge (high importance; high coping prospects). Thirty-six Bachelor of Music students at a large University music school completed an adaptation of the Precompetitive Appraisal Measure (PAM) and Competitive State Anxiety Inventory–2R-D twice in relation to their end-of-semester recital: at the start of semester, and within an hour before their recital. Primary and secondary appraisals formed theoretically consistent and reliable evaluations of threat and challenge. Secondary appraisals were significantly lower for students who viewed the performance as a threat. Students who viewed the performance as a challenge reported significantly less cognitive anxiety and higher self-confidence. Findings indicate that the PAM is a brief and reliable measure of cognitive appraisals that trigger precompetitive emotions of anxiety and confidence which can be used to identify those performers who could benefit from pre-performance intervention strategies to manage performance stress.
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Muhammad Bakhtear Uddin, Talukdar, and Saha Sampa. "A Comparative Study of Performance Appraisal Systems of Two Private Commercial Banks." DIU Journal of Business and Entrepreneurship 2, no. 01 (January 30, 2007): 94–118. http://dx.doi.org/10.36481/diujbe.v02i1.0m49wn13.
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Organizations need to evaluate their employees in a timely manner to determine the lack of rightwardness in the employees’ effort. By doing so an organization can reward its employees by giving promotion and other pecuniary and non-pecuniary benefits. On the contrary, it can punish its employees depending on some strict performance measuring criteria. This study tries to compare the performance appraisal system of a local bank with that of a multinational bank. Both banks are using quantitative and qualitative performance appraisal criteria. Although objective factors do matter, judgmental approach is widely used by both banks in their performance evaluation system. Immediate boss plays a significant role in deciding the fate of the appraisee. It has been seen that though there exists a good performance appraisal system in both cases, good amount of training and counseling still necessary for both the appraiser and the appraisee.
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Talukdar, Muhammad Bakhtear Uddin, and Sampa Saha. "A Comparative Study of Performance Appraisal Systems of Two Private Commercial Banks." DIU Journal of Business and Economics 2, no. 1 (November 6, 2024): 93–118. https://doi.org/10.5281/zenodo.14043619.
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Organizations need to evaluate their employees in a timely manner to determine the lack of rightwardness in the employees’ effort. By doing so an organization can reward its employees by giving promotion and other pecuniary and non-pecuniary benefits. On the contrary, it can punish its employees depending on some strict performance measuring criteria. This study tries to compare the performance appraisal system of a local bank with that of a multinational bank. Both banks are using quantitative and qualitative performance appraisal criteria. Although objective factors do matter, judgmental approach is widely used by both banks in their performance evaluation system. Immediate boss plays a significant role in deciding the fate of the appraisee. It has been seen that though there exists a good performance appraisal system in both cases, good amount of training and counseling still necessary for both the appraiser and the appraisee.
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Larsson, Gerry, Christina Kempe, and Bengt Starrin. "Appraisal and coping processes in acute time‐limited stressful situations: A study of police officers." European Journal of Personality 2, no. 4 (December 1988): 259–76. http://dx.doi.org/10.1002/per.2410020404.
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This study focuses on the appraisal and coping process in acute, time‐limited stressful situations in a stress experienced group: 54 Swedish police officers. Each police officer retrospectively reported their thoughts, emotions, and actions during five recent stressful job events. The relations among appraisals of threat and of coping options, seven forms of problem‐ and emotion‐focused coping strategies, and selfrated performance were examined. Compared with previous studies of ordinary people in stressful situations, the police officers felt less threatened, appraised the situations as more solvable, and used considerably more problem‐focused forms of coping. Age had a significant effect on appraisal, while organizational position had a significant effect on coping. Using latent profile analysis, four appraisal styles were obtained. Consistency of cross‐situational appraisal style amongst individuals was high. The functional relationships among variables, i.e. appraisal, coping, and performance, are discussed.
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Joshua, Wright. "Managing Performance Management and Appraisal in an Organization Including the Different Types of Appraisals System." International Journal of Innovative Science and Research Technology 7, no. 6 (July 3, 2022): 384–89. https://doi.org/10.5281/zenodo.6791640.
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- Performance appraisal consist of measuring staff member(s) current and preceding performance set against their performance goals established (Dessler, 2014). An organization will only achieve its strategic objective by aligning human resource strategy with business strategy. The human resource management strategy is the pivotal strategy that will augment the aforementioned and that will only happen with effective performance management and appraisal. Supervisors should set out an operative performance that will influence performance standards for their employees. To avoid biases by managers different types of appraisal have been designed such as Self-Rating, Rating Committees, Peer Appraisal, Appraisal by Subordinates, 360-Degree Feedback, Crowd Appraisal, etc. to appraise staff members. These different types of appraisal methods have their advantages and disadvantages that management usually takes advantage of to avoid the biases mentioned above. An exit meeting should be conducted after performance appraisals have been conducted between supervisors and subordinates to draw up strategies and road maps to address deficiencies from the result of the appraisal undertaken. Information about such meetings should be given to the subordinates by the supervisor so that the former will review their work and prepare for the meeting. There are potential appraisal problems such as Lack of fairness and ineffectiveness of supervision, clarification of standards, the supervisor should avoid being in the middle when rating appraisal, etc. A Performance Management Program should be installed after the current performance appraisal system would have been reviewed and there are deficiencies to the effect. All of these mentioned above are geared towards enhancing not only the career pathing and development of staff members but to aid organizational goals.
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Yashashwi., A. Ail. "A STUDY ON MODERN METHODOLOGIES IN PERFORMANCE APPRAISALS." International Journal of Advanced Trends in Engineering and Technology 1, no. 1 (January 12, 2017): 126–28. https://doi.org/10.5281/zenodo.240281.
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In the modern competitive world, the greatest asset of any organization is its“Employees”. Employee is an individual who delivers his service to the workplace where he is being employed. Today, there is a new way for reaping the best of the organization through“Performance Appraisals”.“Evaluate what you want -- because what gets measured gets produced” ~ James A. Belasco Performance appraisal is a concept that started in the early 20th Century. It is the process of obtaining, analyzing and recording information about an employee to evaluate and improve their performance. Performance appraisal is evaluated in terms of Quality, quantity, time and cost and also analyses the value that the employee adds to the goals of the organization. “Encouraged people achieve the best; dominated people achieve second best; neglected people achieve the least.”Best HR Practices comprises one of the important elements known as “Performance Appraisal” which is the most popular mantra for high organizational performance, which are believed to raise the morale and energy level of the employee. It becomes critical to every organization to improve the appraisal methods in order to increase the productivity. The present study focuses on modern methodologies of performance appraisal with special reference to the most recently introduced “720 Degree performance appraisal.” It sheds some light on how the modern methods of appraisal are different from that of the traditional methods. The study is based on the Secondary sources of information obtained from Journals and website articles, in order to analyse the modern methodologies of performance appraisal, to focus mainly on 360 degree and 720 degree performance appraisal, and to differentiate between the traditional and modern methods of performance appraisal.
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Deti Deti, Nazwa Anzani, and Anggi Widya. "Orientasi Penilaian dan Sistem Penilaian Prestasi Kerja." Morfologi: Jurnal Ilmu Pendidikan, Bahasa, Sastra dan Budaya 2, no. 4 (June 27, 2024): 194–98. http://dx.doi.org/10.61132/morfologi.v2i4.816.
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The role of appraisal orientation and work performance appraisal systems in human resource management is very important to motivate employees and achieve company goals. This article uses a qualitative approach with case studies to explore employee performance and working conditions. The research results show that integration between appraisal orientation and a work performance appraisal system that is tailored to the company's needs can support organizational growth and increase employee motivation. Appraisals and work performance appraisal systems are recognized as effective tools in creating excellence for companies by directing the achievement of organizational goals and improving employee performance. In this context, this research highlights the importance of using relevant and transparent evaluation methods to ensure fairness in employee appraisals. Therefore, implementing good work performance appraisals also involves open communication between management and employees, as well as providing constructive feedback. Thus, this article emphasizes that job performance appraisal is not only an evaluation tool, but also a strategic instrument for building a work culture that supports employee growth and development as well as overall organizational success.
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Kite, Devaun M., Jeffrey P. Katz, and Marilyn T. Zarzeski. "Can Managers Appraise Performance Too Often?" Journal of Applied Business Research (JABR) 13, no. 1 (September 8, 2011): 41. http://dx.doi.org/10.19030/jabr.v13i1.5771.
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<span>This paper discusses the relationship between the frequency of performance appraisal and escalation of commitment to a losing course of action. It is commonly thought that the more often employees are appraised, the more effective they become. Contrary to this view, we discuss conditions that cause employees, particularly project managers responsible for capital budgeting decisions, to stick with decisions that have been shown to result in negative consequences for the company. We report the results of a set of work place simulations where the frequency of performance appraisal affected the length of commitment to losing courses of action as well as the managers perceptions about their personal benefits resulting from those decisions. The results suggest that frequent performance appraisals during the course of long-term projects may divert managers from the profit maximization goal sought by the owners of the firm.</span>
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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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Orpen, Christopher. "Correlates of Perceived Confidence in Performance Appraisals." Psychological Reports 68, no. 3_suppl (June 1991): 1336–38. http://dx.doi.org/10.2466/pr0.1991.68.3c.1336.
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The relationships among a number of appraisal, firm, and personal attributes and general confidence appraisals were examined in a sample of 103 Australian middle-managers. Significant correlations were found between confidence and existence of appraisal schemes and between confidence and frequency of appraisals. The correlations between self-esteem of subjects and confidence and between internal control and confidence were both significant. The correlations with firm size, structure, reward system, and climate were all nonsignificant.
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Cederblom, Doug, and Dan E. Pemerl. "From Performance Appraisal to Performance Management: One Agency's Experience." Public Personnel Management 31, no. 2 (June 2002): 131–40. http://dx.doi.org/10.1177/009102600203100201.
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This article first outlines recent suggestions for improving agencies' performance appraisal systems: incorporating the developments of Total Quality Management (TQM) and core competencies into appraisals, and moving toward performance management. We then relate the experience of a state enforcement agency in applying these suggestions. What began as an objective of updating officers' performance appraisals to include recent agency developments, evolved into significantly overhauling this appraisal system; adding a new performance mechanism at the manager level; and using both of these processes to drive the agency's new strategic plan and promote “a different way of doing business.” This agency's experience seems applicable beyond enforcement agencies, and relevant both for those wanting to move performance in new directions, and for those wanting to energize ongoing performance. Suggestions are offered for moving toward effective performance management.
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TOKI, O. Ebenezer, S. Noah PADONU, and A. O. TAIRU. "The Impact of Performance Appraisal and Appropriate Reward on Employees' Performance." Global Journal of Research in Business Management 3, no. 5 (October 28, 2023): 19–31. https://doi.org/10.5281/zenodo.10048627.
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The goals of the organization are yardstick for measuring organization performance; therefore, HRM practitioners adopt the use of performance appraisals in the evaluation of their employee performance in conformity with the organization's set goals since employee performance is fundamental to the organization's success. The application of human inclination to judge without a structured appraisal system does not guarantee the decision made is accurate, lawful, and defensible. Despite all the research that has been conducted in the area of staff appraisal, there has been little done on the impact of performance appraisal on employee performance as it relates to staff reward in tangent with the appraisal exercise. Therefore, this research is aimed at determining if a relationship exists between an employee's performance appraisal and their productivity and also determine the impact of a well-structured appraisal process on employee satisfaction, with a view to establishing the impact of staff appraisal and appropriate reward on staff motivation. The research uses questionnaire to obtain information from the sampled respondents. Furthermore, the researchers reviewed published articles on the subject. The research instrument was subjected to descriptive and inferential statistics. The research hypotheses were tested using regression analysis tools. Regression is used to test the relationship that exists between a dependent variable and two or more independent variables. The research established that the significance of a well-structured appraisal system cannot be overemphasized in an organization. Hence, the university management should ensure appropriate rewards are put in place in conformity with the appraisal result, with a view to creating a formidable workforce, enhancing cordiality between staff and students, and further enhancing the productivity of the workers.
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Koech, Beatrice Chepkemoi, Ruth Jepkemboi Choge, and Alexander Ronoh. "The Effect of Frequency of Teacher Performance Appraisal Activities on Teacher Progression in Bomet County, Kenya." East African Journal of Education Studies 6, no. 3 (November 16, 2023): 304–10. http://dx.doi.org/10.37284/eajes.6.3.1577.
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Performance appraisal is critical for evaluating teachers' job performance and providing feedback. This study explores the frequency and effectiveness of teacher performance appraisals in relation to teacher progression in secondary schools in Bomet County, Kenya. The research involved 423 participants, including teachers, principals, and education authorities. Random sampling was employed to select teachers in the different sub-county. School principals, TSC County, and Sub-County directors were proposed, selected, and interviewed during the study. Questionnaires were used to collect data from teachers. The study revealed that regular performance appraisals allow teachers to enhance their teaching skills and monitor their progress. Most respondents (67.54%) reported being appraised more than three times, emphasizing the importance of frequent assessments for professional development. Teachers informed in advance of their appraisals (88.39%) reported better preparation, leading to improved student outcomes. Performance appraisals were seen as a means to enhance professional progress, with 84.31% of teachers reporting an improvement in their career development. Most teachers (67.83%) also received feedback after appraisals, contributing to their professional growth. The study highlights the significance of regular, well-informed, and feedback-rich performance appraisals in improving teacher progression. It underscores the need for educators and education authorities to maintain a structured appraisal process to support teachers in their professional development and enhance student achievement
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Geshkov, M. "APPLICATION OF DIGITTAL TECHNOLOGIES IN PERFORMANCE APPRAISAL." Trakia Journal of Sciences 19, Suppl.1 (2021): 117–21. http://dx.doi.org/10.15547/tjs.2021.s.01.016.
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Performance appraisal is one of the most important parts in human resource management. Perormance appraisals are used when taking impornat decisions regarding employee’s work conditions, including promotions, termination, and rewards. Developmental uses of appraisal, which are geared toward improving employees’ performance and strengthening their job skills, include providing feedback, counseling employees on effective work behaviors, and offering them training and other learning opportunities. If done effectively, performance appraisal can be the key to developing employees and improving their performance. How do modern digital technologies apply to the process of performance appraisal? To answer this question is the purpose of our report. It will be organized as follows: Introduction, Chapter I – Measuring Performance, Chapter II - Application of Modern Digital Technologies in Conducting Performance Appraisal, Conclusion.
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Smith, Wanda J., K. Vernard Harrington, and Jeffery D. Houghton. "Predictors of Performance Appraisal Discomfort." Public Personnel Management 29, no. 1 (March 2000): 21–32. http://dx.doi.org/10.1177/009102600002900102.
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In this study, one hundred and eight state and federal employees responded to a questionnaire concerning their feelings of discomfort during performance appraisal. It was hypothesized that performance appraisal discomfort (PAD) would be positively related to beliefs concerning the importance of performance appraisal. Furthermore, it was hypothesized that, controlling for age and experience, communication reticence would be positively related to PAD. Finally, it was hypothesized that, controlling for communication reticence, length of rater-ratee relationship would be negatively related to PAD. Regression analysis demonstrated a significant relationship between beliefs about performance appraisals and PAD, as well as between communication reticence and PAD. Contrary to predictions, length of rater-ratee relationship did not have a significant impact on PAD.
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Spinks, Nelda, Barron Wells, and Melanie Meche. "Appraising the appraisals: computerized performance appraisal systems." Career Development International 4, no. 2 (April 1999): 94–100. http://dx.doi.org/10.1108/13620439910254713.
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Rini, Yul Windiya, Dwi Arini Mandasari, and Iriani Ismail. "Goal-Setting Appraisal and Employee Motivation of Education in Public sector Organization: A Literature Studies." Edumaspul: Jurnal Pendidikan 7, no. 1 (March 1, 2023): 918–31. http://dx.doi.org/10.33487/edumaspul.v7i1.5677.
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Employee performance appraisal is an important process in organizational performance management, including in the public sector. Goal-setting appraisal is an increasingly popular performance appraisal method in the public sector. The purpose of this research is to describe the goal-setting appraisal strategy in increasing employee motivation in public sector organizations. This research was conducted through a literature study that collected and analyzed the results of previous research on the impact of goal-setting appraisal on employee motivation, the factors that influence it, along with strategies for determining goal-setting appraisal. The results of this study indicate that goal-setting appraisal has a positive and negative impact on employee motivation. Factors that influence goal-setting appraisals on work motivation include goal certainty, organizational commitment, social support, self-efficacy, and job satisfaction. In addition, there are several strategies that can be implemented by organizations in determining effective goal-setting appraisals. increasing employee motivation and organizational performance. This research can provide recommendations for practitioners and managers in the public sector to develop more effective performance management policies and practices.
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Adnan Zulkarnain and Cica Nanda Trisna Saputri. "Optimizing Employee Performance Evaluation System for Performance-Based Bonus Allocation in DF Company." Journal of Indonesian Economic Research 2, no. 1 (June 1, 2024): 1–7. https://doi.org/10.61105/jier.v2i1.68.
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In today's highly competitive business environment, accurate and effective employee performance appraisal is crucial for companies to enhance productivity and achieve organizational goals. However, DF Company, operating in a dynamic sector, faces challenges with its existing performance appraisal system, including a lack of objectivity and a limited link between appraisals and bonus awards. These issues can lead to unfairness, employee dissatisfaction, and reduced motivation. To address these challenges, this research aims to optimize DF Company's Employee Performance Evaluation System for bonus determination. Through in-depth interviews, potential problems were identified, and a structured problem-solving plan was developed. Proposed solutions include incorporating additional assessment elements such as closing rate and attendance, using appropriate Key Performance Indicators (KPIs), and developing a web-based performance appraisal application. The application was successfully developed, demonstrating accurate appraisal calculations and an intuitive user interface. The research findings highlight the potential of the optimized system in improving fairness, objectivity, and the linkage between performance appraisals and bonus awards. This can lead to increased employee motivation, satisfaction, and overall performance, facilitating talent retention and attraction in a competitive industry. While this study focuses on DF Company, further research is needed to generalize the findings to other organizations.
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Peate, Ian. "Appraisals and performance reviews: measuring progress." British Journal of Healthcare Assistants 17, no. 5 (May 2, 2023): 197–200. http://dx.doi.org/10.12968/bjha.2023.17.5.197.
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The aim of the annual appraisal meeting is to provide an opportunity for you and your manager to review your performance over the previous 12 months and to agree key goals, objectives and personal development needs for the year ahead. This article gives readers information concerning appraisals and performance reviews and how to prepare for them within an NHS setting. The primary focus is on being prepared and ready for the appraisal, to gain as much from the activity as possible. Issues surrounding appraisals and performance reviews are discussed, for example, the relevance of the NHS Constitution and the importance of wellbeing conversations. The article provides readers with information that is necessary for them to prepare effectively for such reviews. Tips that may help with the appraisal process are provided at the end of the discussion.
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Lakhan, Muhammad Ali, Junaid Ahmed, and Sheikh Muhammad Fakhr-e.-Alam Siddiqui. "Assessing the Effectiveness of Performance Appraisals on Employees Performance of Pakistan Civil Aviation Authority (PCAA)." Global Economics Review VIII, no. II (June 30, 2023): 334–47. http://dx.doi.org/10.31703/ger.2023(viii-ii).25.
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The evaluation of organizational performance by Human Resource Management (HRM) is crucial for various benefits. This includes enhancing operational efficiency, facilitating comprehensive communication, informing employment decisions, and developing personnel development strategies. This research attempts to determine how employee performance at the Pakistan Civil Aviation Authority (PCAA) is affected by PA (Performance Appraisal). The research takes into account a number of distinct variables, such as the evaluation's fairness, correctness, relationships with peers and supervisors, and appraised satisfaction. Employee performance is the dependent factor under consideration. According to statistical analysis, performance appraisal and employee performance results in PCAA are related. The results show that aside from the independent factor i.e. Fairness about appraisal (FPA) regarding the performance appraisal process in PCAA Employees and Performance appraisal satisfaction are not delighted with how fair the Appraisal process is of PCAA, however, it has partial significance and not significant in Employees Performance, remaining study variables are significant.
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Ng, S. Thomas, and Martin Skitmore. "DEVELOPING A FRAMEWORK FOR SUBCONTRACTOR APPRAISAL USING A BALANCED SCORECARD." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 20, no. 2 (March 10, 2014): 149–58. http://dx.doi.org/10.3846/13923730.2013.802705.
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Subcontractors contribute significantly to construction projects and their performance can seriously affect over-all project success. It is crucial, therefore, to appraise the performance of subcontractors to ensure they satisfy the client's expectations and project requirements. To increase the transparency and accuracy of subcontractor appraisal, the baseline and target performance levels should be set at the outset so that the appraisers and those being appraised realize exactly what standards are to be achieved. The balanced scorecard, being a powerful tool for performance appraisal, offers a potentially good approach for modeling the subcontractor appraisal process. In this paper, an approach to developing a balanced scorecard subcontractor appraisal model is proposed and demonstrated through a questionnaire survey administered in Hong Kong and from which the baseline and target performance levels for large-scale skilled subcontractors are identified. A case example is used to illustrate the operation of the model. Finally, a means by which the model may be validated is demonstrated through the use of field experts. The results demonstrate the feasibility of developing a balanced scorecard model that can help improve the transparency of subcontractor appraisal despite the baseline and target performance levels changing according to the project characteristics, subcontractor categories and size.
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Babji, Y. "Assessing the Role of Performance Appraisals in Shaping Employee Job Satisfaction and Performance." International Journal for Research in Applied Science and Engineering Technology 11, no. 10 (October 31, 2023): 903–7. http://dx.doi.org/10.22214/ijraset.2023.56121.
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Abstract: This study was conducted to investigate the performance appraisal system of employees working at the Dr. L.V. Prasad Eye Institute using Human Resource methods and methodologies. The goal was to implement a feasible and employee-beneficial appraisal system within the organization. To assess the existing appraisal system at the institute, a detailed questionnaire was prepared, and employee feedback was gathered. After a thorough analysis, a commitment was made to implement the best employee performance appraisals within the institute. To achieve this, secondary data was collected from the institute's accounts and Human Resource departments. The study employed various methods, including past-oriented and future-oriented approaches for a comprehensive examination to give valid conclusions.
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Kiruthiga V, Dr. "A Study on the Evaluation and Effectiveness of the Performance Appraisal System and Its Impact on Employee Performance." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 04 (April 13, 2025): 1–9. https://doi.org/10.55041/ijsrem44446.
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Performance appraisal systems are critical tools in human resource management, designed to assess employee performance, provide feedback, and align individual contributions with organizational goals. This study examines the evaluation and effectiveness of performance appraisal systems and their impact on employee performance. It explores how well-structured appraisal systems influence employee motivation, productivity, job satisfaction, and overall engagement. Using a mixed-methods approach, the research analyzes quantitative data from employee performance metrics and qualitative insights from employee and managerial feedback. The findings reveal that transparent and constructive performance appraisal systems positively affect employee performance, fostering a culture of continuous improvement and professional growth. Conversely, poorly implemented systems can lead to demotivation and decreased organizational loyalty. The study emphasizes the importance of clear communication, fairness, and actionable feedback in enhancing the effectiveness of performance appraisals. KeyWords: Performance Appraisal, Employee Performance, Human Resource Management, Job Satisfaction, Motivation
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Patil, Aishwarya M., and Dr C. S. Dalvi. "720 Degree Performance Appraisal Systems." International Journal of Trend in Scientific Research and Development Special Issue, Special Issue-FIIIIPM2019 (March 20, 2019): 4–8. http://dx.doi.org/10.31142/ijtsrd23048.
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Dwivedi, Sheema. "Performance Appraisal." International Journal for Research in Applied Science and Engineering Technology 9, no. 10 (October 31, 2021): 1705–7. http://dx.doi.org/10.22214/ijraset.2021.38673.
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Abstract: The term Performance evaluation alludes to the customary audit of a representative's work execution and in general commitment to an organization. Otherwise called a yearly audit, execution survey or assessment, or worker examination, a presentation examination assesses a representative's abilities, accomplishments, and development, or deficiency in that department. Organizations use execution evaluations to give representatives higher perspective criticism on their work and to legitimize pay increments and rewards, just as end choices. They can be directed at some random time yet will in general be yearly, semi-yearly, or quarterly. Keyword: Appraisal, effectiveness, job analysis’s, accomplishment
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Tziner, Aharon, Kevin R. Murphy, and Jeanette N. Cleveland. "Performance Appraisal." Group & Organization Management 30, no. 1 (February 2005): 4–5. http://dx.doi.org/10.1177/1059601104267659.
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Brucks, Alan. "Performance appraisal." Health Care Manager 3, no. 4 (July 1985): 17–30. http://dx.doi.org/10.1097/00126450-198507000-00004.
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Mangwendeza, Addah. "Performance appraisal." Nursing Management 7, no. 8 (December 1, 2000): 13–15. http://dx.doi.org/10.7748/nm.7.8.13.s7.
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Manjunatha, K. "Performance Appraisal." Vikalpa: The Journal for Decision Makers 37, no. 1 (January 2012): 165–73. http://dx.doi.org/10.1177/0256090920120112.
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Holloway, Mary Louise. "Performance appraisal." New Directions for Community Colleges 1988, no. 62 (1988): 23–35. http://dx.doi.org/10.1002/cc.36819886205.
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Theogene, Habarurema, and Amolo Elvis Juma Amolo. "Project Appraisal Techniques on the Performance of Environmental Conservation Projects." International Journal of Finance & Banking Studies (2147-4486) 14, no. 1 (March 15, 2025): 205–14. https://doi.org/10.20525/ijfbs.v14i1.4023.
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Environmental conservation projects are crucial for addressing global challenges, and effective project appraisal techniques ensure their successful implementation, sustainability, and optimal resource allocation. However, despite the recognition of these benefits, the actual influence of project appraisal techniques on performance of environmental conservation projects remained insufficiently explored in specific contexts, such as the Musanze district of Rwanda. This study, therefore, aimed to establish the influence of project appraisal techniques on performance of environmental conservation projects in Musanze, Rwanda, specifically, financial appraisal, technical appraisal, Environmental Impact Assessment (EIA) and economic appraisal. The study adopted Systems Theory. The research utilized both descriptive and correlational designs, targeting a census 84 respondents, including project managers, environmental officers, financial planners, technical experts, and community representatives. Data was collected through questionnaires, interviews, and document reviews. A pilot test was conducted with 8 respondents to determine the instrument's ability to produce consistent results over time. Validity and Reliability testing of the research instrument yielded 0.87 and a Cronbach’s Alpha of 0.772 from pilot results, confirming the instrument's validity and reliability respectively. Data was analyzed using descriptive and inferential statistics, including correlation and regression analysis. The findings for four hypotheses were tested at ?=.05 level of significance and the results were: financial appraisal (P = 0.000 < 0.05), technical appraisal (P = 0.000 < 0.05), Environmental Impact Assessment (EIA) (P = 0.000 < 0.05), and economic appraisal (p=0.000<0.05) have significant influence on project performance, thus rejecting the Null hypotheses. In conclusion, the study highlights the significant positive impact of financial, technical, environmental, and economic appraisals on the performance of environmental conservation projects, and it is recommended that these appraisals be strengthened through continuous monitoring, enhanced financial planning, and comprehensive technical assessments. Future research could explore the broader economic impacts and stakeholder engagement strategies to further improve project sustainability.
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Shah, Syed Arfat Ali, Ali Asghar, Tahir Rasheed, and Shahzadi Sattar. "Impact of Performance Appraisal Fairness on Employee Motivation to Improve Performance: LMX Dynamics of the Banking Sector of Pakistan." Journal of Excellence in Management Sciences 3, no. 2 (May 11, 2024): 16–33. http://dx.doi.org/10.69565/jems.v3i2.240.
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Examining the mediating impact of leader membership relations, this study investigates how performance appraisal fairness affects employee motivation to improve performance. The research employed a descriptive correlational design, surveying 364 employees in Pakistan's banking sector. Data collection deployed simple random sampling to distribute questionnaires, which were then analyzed using PLS-SEM to engage statistical methods. The findings indicate that performance appraisal fairness increases employees' motivation to improve their job performance. Impartial performance appraisals have the potential to strengthen the bonds between managers and staff, which in turn can increase the incentive to make substantial performance improvements. It is especially true when evaluations are based on clear, up-to-date job descriptions. However, ensuring fairness can be challenging. Managers need to provide consistent and unbiased appraisals to maintain employee motivation. Regular performance reviews with fair assessments can significantly boost employee morale and effort. This research aims to help banks refine their appraisal policies to get the most out of their workforce and achieve specific goals. It suggests that the current appraisal system might impact employee performance and proposes developing clear criteria to guide managers in effective employee evaluations.
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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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Stetz, Thomas A., and Todd L. Chmielewski. "Efficiency Ratings and Performance Appraisals in the United States Federal Government." Industrial and Organizational Psychology 9, no. 2 (June 2016): 270–75. http://dx.doi.org/10.1017/iop.2016.10.
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As industrial–organizational (I-O) psychologists and longtime employees, we have developed and implemented appraisal systems and have been subjected to and have subjected others to appraisals. We have thus viewed performance appraisals from all angles, seeing the good, the bad, and the downright ugly. We believe that all of the points discussed by Adler et al. (2016) about retaining or eliminating performance ratings have merit and address the realities of the current state of affairs in performance appraisal practice and research. However, as Wiese and Buckley (1998) point out, organizations survived quite well for centuries without formal appraisal systems, which raises the question, “Why do formal performance appraisal systems exist?” One inescapable yet surprisingly undiscussed reason is that it is a legal and/or regulatory mandate for 4,185,000 U.S. federal government employees (Office of Personnel Management, 2015a). Eliminating performance ratings for these workers would literally require an act of Congress.
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Zahreen Mohd Arof, Khairul, Syuhaida Ismail, and Abd Latif Saleh. "Contractor’s Performance Appraisal System in the Malaysian Construction Industry: Current Practice, Perception and Understanding." International Journal of Engineering & Technology 7, no. 3.9 (July 9, 2018): 46. http://dx.doi.org/10.14419/ijet.v7i3.9.15272.
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Performance appraisal system is a common practice in any organisation to appraise performance of workers. In the Malaysian construction industry, performance appraisal system is applied to appraise contractor’s performance in many angles including: quality performance; time performance; cost performance; environmental performance; health and safety performance; productivity performance; and human resources performance. This is where the Construction Industry Development Board (CIDB) established three guidelines in strengthening the Construction Industry Transformation Programme (CITP) by appraising the contractor’s performance through identification of their weaknesses as well as drafting and offering suitable trainings in enhancing their performance. This paper is therefore undertaken with the objectives of: (1) determining the current practice of contractor’s performance appraisal system in the Malaysian construction industry; and (2) examining the construction players’ perception and understanding on the existing contractor’s performance appraisal system in the Malaysian construction industry. A set of questionnaires is designed and distributed to 157 contractors from G1 to G7 class. The paper finds that: (1) contractor’s performance appraisal system is benefiting the contractors yet should be improved for its efficiency; and (2) construction players have sufficient understanding on contractor’s performance appraisal system. It is expected that the improvement of contractor’s performance appraisal system via the findings of this paper would assist in achieving the three focuses of Transformasi Nasional 2050 (TN50), namely science and technology, urban prosperity as well as environment.
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Yun Li, Mohsin Ali, and Tayyab Ali. "Role of Performance Appraisal Justice on Employee Performance: Mediating Role of Work Engagement." Journal of Business and Management Studies 6, no. 5 (September 26, 2024): 106–12. http://dx.doi.org/10.32996/jbms.2024.6.5.12.
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Human resource management cannot ignore performance appraisal as a managerial tool often used to enhance organizational sustainability. Nevertheless, it will make an organization’s performance appraisal work and be effective in enhancing the performance of employees only if these employees consider it fair. Therefore, aligning with the perspective of social exchange theory, we proposed a model to explore the influence of performance appraisal justice on employee job performance through work engagement. Survey data from 157 employees in the education department were analyzed using multiple regression. Findings show that the work engagement of employees is significantly affected by the performance appraisal justice of the employees. Also, work engagement was found to have partially mediated the relationship between PA justice and their job performance. Thus, the conclusions drawn in this work equate to the idea that when employees recognize justice in the organizational performance appraisals, they will invest more effort and energy into their work assignments, which, in return, will enhance organizational job performance. The limitations and implications for future research and practice are also discussed.
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Dhiman, Amit, and Manjari Singh. "Appraisal Politics: Revisiting from Assessors' Perspective." Vikalpa: The Journal for Decision Makers 32, no. 1 (January 2007): 75–88. http://dx.doi.org/10.1177/0256090920070106.
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Politics is a bane of administrative systems such as performance appraisals. It not only debilitates the system's credibility in the eyes of various stakeholders, but also adversely affects the employees' morale and the organizational effectiveness. While admitting that rooting it out completely is impossible, it is in the organizational interest that it is mitigated to a large extent. In case of performance appraisals, assessees and assessors, both try to influence the assessees� performance rating to advance self-interests. The former typically aims at higher ratings/rewards, and uses informal influence means such as upward connections, ingratiation, etc., to achieve it. The latter may use appraisals to fulfil their vested interests like building in�groups by rewarding certain favoured assessees, and projecting good departmental performance, by manipulating assessees� ratings (inflation or deflation). Some managers consider these actions legitimate because it helps them manage effectively. While these manipulations may fulfil the assessors' short-term goals, it hurts the organization in the long run by compromising performance culture, demoralizing genuine performers, discrediting pay for performance policies, etc. This paper focuses on the assessors' perspective and conceptualizes their perceptions of politics in appraisals (PAPS). We argue that PAPS constitutes the assessors' perception about political behaviours of other stakeholders�reviewers, assessees, and fellow appraisers�and shapes their own perceptions. These perceptions will be influenced by certain contextual factors in which appraisals are conducted. We have focused on four such factors: ambiguity about policies, procedures, performance standards, criteria, etc. assessors' accountability with respect to appraisals assessors' and assessees' instrumentality linked to appraisal organizational support in terms of assessors� training to conduct better appraisals. We argue that these are key variables closely related to many job and organizational characteristics, and thus are fair representation of the appraisal context. In relation to these antecedents, we propose that these reduce assessors� PAPS when: Appraisal process and system ambiguity is low. The assessors are accountable to a neutral authority for following appraisal procedures which enhance rating accuracy; on the other hand, assessors' outcome accountability accentuates politicking. Some of the procedures which enhance accuracy are frequent feedback, 360-degree feedback, assessees' involvement in the process, etc. The assessors are trained to conduct fair appraisals. The assessors' and the assessees' appraisal instrumentality directly affects PAPS as well as moderates the above relations. It is further proposed that PAPS predict the assessors' intentions to pursue certain appraisal goals. It can be rating accuracy if political perceptions are low; and, it can be other political goals, if these perceptions are high. These intentions predict actual assessor actions. This paper contributes to appraisal literature and informs managers about mitigating appraisal politics.
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Mockałło, Zofia, and Maria Widerszal-Bazyl. "Role of job and personal resources in the appraisal of job demands as challenges and hindrances." PLOS ONE 16, no. 3 (March 29, 2021): e0248148. http://dx.doi.org/10.1371/journal.pone.0248148.
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Previous research has shown that challenge and hindrance job demands show different effects on employees’ wellbeing and performance. Moreover, it has been demonstrated that employees’ subjective appraisal of job demands as challenges and hindrances may vary: they can be appraised as challenges or hindrances or both. Subjective appraisal of job demands was found to be also related to employees’ wellbeing and productivity. However, little is known about predictors of the appraisals of job demands made by employees. The aim of the study was to identify predictors of such appraisals among job and individual resources. Cross-sectional research was carried out among 426 IT, healthcare and public transport employees. COPSOQ II scales were used to measure job demands (emotional, quantitative, cognitive demands, work pace and role conflicts) and job resources (influence at work, possibilities for development, vertical and horizontal trust), single questions were used to measure employees’ subjective appraisals of job demands as hindrances and challenges, and PCQ was used to measure psychological capital. Multiple hierarchical regression analyses showed that only horizontal trust predicted the appraisal of job demands as challenges, and vertical trust predicted the appraisal of job demands as hindrances among four analysed job resources. Individual resource–psychological capital–predicted only the appraisal of job demands as challenges. Control variables–occupation, age and job demands also played a significant role in predicting the appraisal of job demands. Implications and future directions are discussed.
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Kumar R, Ranjith, and G. Amutha. "Effectiveness of Performance Appraisal in Influencing Employee & Organisational Commitment at Suba Solution Pvt Ltd." INTERNATIONAL JOURNAL OF ADVANCED RESEARCH IN COMMERCE, MANAGEMENT & SOCIAL SCIENCE 08, no. 02(II) (June 5, 2025): 31–34. https://doi.org/10.62823/ijarcmss/8.2(ii).7448.
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The purpose of this study is to evaluate the effectiveness of performance appraisal systems in influencing employee and organisational commitment at Suba Solution Pvt. Ltd. Performance appraisal plays a pivotal role in aligning individual performance with organisational goals, enhancing employee motivation, and fostering a culture of continuous improvement. This research explores the extent to which employees perceive the appraisal process as fair, transparent, and developmental, and how these perceptions influence their level of commitment to the organisation. The study employs a mixed-methods approach, utilizing structured questionnaires and interviews to gather data from employees across various departments. Key areas of focus include the impact of leadership styles, the role of feedback and communication, and the integration of reward management strategies with appraisal outcomes. The findings indicate a strong correlation between effective performance appraisals and increased levels of job satisfaction, engagement, and loyalty among employees. The research concludes that performance appraisals, when implemented transparently and consistently, significantly contribute to both employee and organisational commitment. Recommendations are proposed to enhance the existing appraisal framework to better support employee development and organisational success.
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Crews, Derek. "Reinventing Performance Management." Archives of Business Research 9, no. 6 (June 11, 2021): 1–12. http://dx.doi.org/10.14738/abr.96.10267.
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Performance appraisals have traditionally been conducted annually or semi-annually. Recently, many companies are transitioning to ongoing feedback and coaching, either in addition to periodic appraisals, or lieu of them. There have also been calls for completely reinventing performance management systems, as the result of an abundance of research that indicates performance processes are over-engineered and time-consuming, and they tend to demotivate employees while hindering candid and honest conversations. This paper examines the common problems with attribution error and rater bias in traditional performance appraisal systems. Five mini-case studies are then presented by exploring how five large companies (Netflix, Adobe, Deloitte, IBM, GE), have reinvented the way in which performance management is implemented. The paper examines why these companies moved away from traditional performance appraisal and what processes replaced it. The paper also identifies emerging trends that will impact the future of performance management and offers suggestions for the road ahead.