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Journal articles on the topic 'Performance appraisal'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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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 (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 supervisor

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2

Obisi, Chris. "EMPLOYEE PERFORMANCE APPRAISAL AND ITS IMPLICATION FOR INDIVIDUAL AND ORGANIZATIONAL GROWTH." Australian Journal of Business and Management Research 01, no. 09 (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 ob

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3

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 (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 com

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4

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 (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 elemen

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Berjot, S., C. Roland-Levy, and N. Girault-Lidvan. "Cognitive Appraisals of Stereotype Threat." Psychological Reports 108, no. 2 (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 (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 evaluatio

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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 (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 motivat

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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 (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 motivat

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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 (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 teache

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Walsh, Kate, and Dalmar Fisher. "Action inquiry and performance appraisals." Learning Organization 12, no. 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

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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 (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 C

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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 (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 app

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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 (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, judgment

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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 (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

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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 (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

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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 (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

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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 (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

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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 (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 aff

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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 (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

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20

Orpen, Christopher. "Correlates of Perceived Confidence in Performance Appraisals." Psychological Reports 68, no. 3_suppl (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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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 (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 impac

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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 (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 process

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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 (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 fro

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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 thei

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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 (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.

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Spinks, Nelda, Barron Wells, and Melanie Meche. "Appraising the appraisals: computerized performance appraisal systems." Career Development International 4, no. 2 (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 (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 st

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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 (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 bon

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Peate, Ian. "Appraisals and performance reviews: measuring progress." British Journal of Healthcare Assistants 17, no. 5 (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 Constit

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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 (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 apprai

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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 (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, offer

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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 (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

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Kumaran, Dr M. P., and R. Shakthi. "An Investigative Study on the Relationship Between Performance Appraisal and Employee Engagement in N.P. ENTERPRISES." International Journal for Research in Applied Science and Engineering Technology 13, no. 7 (2025): 776–86. https://doi.org/10.22214/ijraset.2025.73077.

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In the contemporary business environment, enhancing productivity, employee satisfaction, and talent retention has become increasingly vital. Performance appraisal and employee engagement are two interrelated concepts that significantly influence organizational success. This study explores the relationship between performance appraisal systems and employee engagement, particularly in contexts where formal appraisal mechanisms are lacking. By investigating various appraisal methods and analyzing employee perceptions, the research aims to assess whether structured evaluations enhance engagement o

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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 (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

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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 (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 (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 wil

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Tziner, Aharon, Kevin R. Murphy, and Jeanette N. Cleveland. "Performance Appraisal." Group & Organization Management 30, no. 1 (2005): 4–5. http://dx.doi.org/10.1177/1059601104267659.

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Brucks, Alan. "Performance appraisal." Health Care Manager 3, no. 4 (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 (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 (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 (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

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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 (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

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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 (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

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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 (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

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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 (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 appra

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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 (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 regr

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Dhiman, Amit, and Manjari Singh. "Appraisal Politics: Revisiting from Assessors' Perspective." Vikalpa: The Journal for Decision Makers 32, no. 1 (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 inform

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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 (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

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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) (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-method

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