Relevant bibliographies by topics / Performance Management and Appraisal

Contents

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

Academic literature on the topic 'Performance Management and Appraisal'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Performance Management and Appraisal.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Performance Management and Appraisal"

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
2

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
3

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
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 (October 12, 2015): 23–26. http://dx.doi.org/10.1108/hrmid-07-2015-0127.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
5

Makinson, Geoff. "Appraisal and performance management." Nursing and Residential Care 4, no. 7 (July 2002): 345–47. http://dx.doi.org/10.12968/nrec.2002.4.7.10706.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
7

Toppo, Ms Leena. "From Performance Appraisal to Performance Management." IOSR Journal of Business and Management 3, no. 5 (2012): 1–6. http://dx.doi.org/10.9790/487x-0350106.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

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.

Full text
Abstract:
<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>
APA, Harvard, Vancouver, ISO, and other styles
9

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Performance Management and Appraisal"

1

Li, Liya. "Performance appraisal management in Qidi." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-7610.

Full text
Abstract:
The purpose of this study is to explore the performance appraisal practice in Qidi, and suggest in what way Qidi should go in performance appraisal in the future. The result shows that there are some problems in Qidi’s performance appraisal, management. Thereby, the suggestions are that Qidi should establish a standard performance appraisal system, create a formal control system, and keep the process transparent in appraisal.
APA, Harvard, Vancouver, ISO, and other styles
2

Maphazi, Thandeka. "Transition from performance appraisal to performance management." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018570.

Full text
Abstract:
The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.
APA, Harvard, Vancouver, ISO, and other styles
3

Conlin, Brad. "INGO Performance Management Practices and the Need for Accountability." Thesis, Université d'Ottawa / University of Ottawa, 2015. http://hdl.handle.net/10393/32143.

Full text
Abstract:
This study provides a comprehensive look at the current state of best practices in performance appraisal systems in the public and private sector. From this, the main objective for this research paper is to investigate the reasons why INGOs are not currently able to properly implement a ‘best practices’ based performance appraisal system. Furthermore, this paper will provide both future research questions, as well as practitioner based recommendations. In addition, it will examine the need for higher levels of accountability in INGOs through appropriate performance appraisal systems.
APA, Harvard, Vancouver, ISO, and other styles
4

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

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Verhulp, Ian Marc. "Moving from performance appraisal to performance management at Goldmaster." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/635.

Full text
Abstract:
Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct an investigation at a manufacturing jeweller in the Western Cape to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. Preliminary investigations showed that the organisation was using a performance appraisal process which was not effective in facilitating the organisation’s strategic objectives. Based on the initial investigation, this study was undertaken. To achieve the goals of this study, 33 employees of the organisation were presented with a questionnaire based on important key elements of performance management. Responses were received from 31 employees, of which one was from senior management, two from management, three from supervisory staff, and 25 from general staff members. Their responses to the questionnaire were analysed and evaluated and, based on the findings, recommendations were made. The results of the study showed that problems exist in the organisation which impede achievement of its strategic goals. A performance management system would assist the organisation in many of these areas to overcome the identified problems. The results of the study will enable the management of the organisation to design and implement a performance management system to facilitate the achievement of the organisation’s strategic goals.
APA, Harvard, Vancouver, ISO, and other styles
6

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

Full text
Abstract:
This thesis focuses on evaluating the performance appraisal system of Filiz Gida, a small food processing company that is located in Turkey. Filiz Gida was established by Dogus Holding in Bolu, and currently employs 284 individuals. Filiz Gida is dedicated to fair and respectful treatment of all workers, offering voluntary benefits in housing programs, health care, education for worker's children, and professional child care services. The importance of quality in production at Filiz Gida is reflected by its receipt of ISO 9002 certification in 1994. In 2003 the Barilla Group, which is one of the giants in the pasta business, acquired Filiz Gida due to financial interests that have not been well documented by public media.
APA, Harvard, Vancouver, ISO, and other styles
7

Benade, Marzelle. "A critical appraisal of performance management (appraisal) in higher education : case study at Stellenbosch University." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4787.

Full text
Abstract:
Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
AFRIKAANSE OPSOMMING: Die doel van hierdie studie is om die huidige prestasiebestuurstelsel van die Universiteit van Stellenbosch te evalueer en om verbeterings aan te beveel. Die volgende navorsingsdoelwitte is dus bespreek: bepaal of uitsonderlike prestasie beloon word; stel vas of personeellede in die huidige prestasiebestuursproses glo en dit ondersteun; identifiseer die knelpunte in die prestasiebestuurstelsel van die Universiteit van Stellenbosch; bepaal die kenmerke van en vereistes vir doeltreffende prestasiebestuurstelsels; ontwerp ‘n model wat toesighouers in die toekoms as wegspringblok kan gebruik om prestasie as deel van hul daaglikse aktiwiteite te meet; bepaal die potensiële verwantskap tussen prestasie en vergoedingsvlakke; en bemagtig Menslike Hulpbronne om die vergoedingsbeleid konsekwent toe te pas. Eerstens word eietydse literatuur bestudeer om die verskil tussen prestasiebeoordeling en prestasiebestuur te bepaal. Beste praktyk vir prestasiebestuur word deur die literatuuroorsig geïdentifiseer sodat die Universiteit van Stellenbosch dit in die toekoms kan implementeer en sodat die slaggate waarin ander instansies getrap het, vermy kan word. Ander hoër onderwysinstansies word geëvalueer om bestaande stelsels ten volle te begryp en te bepaal waar die Universiteit van Stellenbosch kan verbeter. Data van die 2006-2007 en 2007-2008 prestasie-evalueringstydperke is gebruik om te bepaal of daar ‘n korrelasie is tussen individuele prestasiepunte en bonusse wat ontvang is. Laastens word ‘n elektroniese vraeboog aan alle permanente personeellede aan die Universiteit van Stellenbosch versprei word om te bepaal wat die huidige persepsie van prestasiebestuur by bogenoemde instansie is. Die resultate (verwys Tabel 4.4) toon aan dat die Universiteit van Stellenbosch as geheel nie aan die vasgestelde prestasiebestuurbeleid voldoen nie. Sommige personeellede wat ‘n prestasiepunt van 3 en laer behaal het, het ook bonusse ontvang. ‘n Bonus vir ‘n prestasiepunt van 3 kan nog regverdig word as ‘n erkenning vir harde werk. Die Universiteit van Stellenbosch streef ooreenkomstig sy vergoedingsbeleid daarna om ‘n verwantskap tussen prestasie en vergoeding te bewerkstelling deur tussen uitsonderlike, gemiddelde en ondergemiddelde presteerders te onderskei. Dit is duidelik dat die Universiteit van Stellenbosch se beleidsdokumente (vergoeding en prestasiebestuur) uitgevoer word en weldeurdag is. Opleiding, wat saam met opvoeding bevorder word, verseker ‘n hoë vlak van begrip vir prestasiebestuur, die ontwikkeling van die nodige vaardighede en waardering vir die waarde wat prestasiebestuur tot ‘n organisasie kan toevoeg. Die voorgestelde prestasiebestuursmodel (verwys Tabel 5.2) sal verseker dat behoorlike voorbereiding gedoen word (standaard werkprosedures en opleiding) met opvolgaksies (kritiek en hersiening) om te verseker dat die model saam met die organisasie groei. Die huidige prestasiebestuurproses (die hoe) is onsuksesvol. Aandag kan egter aan die proses geskenk word deur opleiding en heropleiding en deur meer finansiële hulpbronne beskikbaar te stel om te verseker dat gepaste verwantskap tussen prestasie en vergoeding geskep word. Verskeie prestasiebestuurprogramme (elektroniese weergawes) is beskikbaar. Dit is vir die toekoms uiters belangrik om elektroniese bestuursmetingsprogramme te implementeer en om die proses hierby aan te pas. Gereelde kommunikasie hou personeel ingelig en verseker dat die verskillende stadiums van prestasiebestuur plaasvind. Die idee dat prestasiebestuur alledaags en tydrowend is moet in ‘n kultuur van maklike en doeltreffende prestasiebestuur omskep word.
ENGLISH ABSTRACT: The aim of this study was to critically examine the current situation regarding the performance management system at Stellenbosch University and make recommendations for improvement. This was done by looking at the following research objectives: determine whether outstanding performance is rewarded; investigate whether staff members believe in and support the current performance process; identify barriers to the performance management system at Stellenbosch University; determine characteristics and requirements of effective performance management systems; design a model that can be used in future as a starting point for supervisors to measure performance as part of their daily activities; determine the potential link between performance and remuneration levels; and empower Human Resources to consistently enforce the remuneration policy. Firstly, contemporary literature was reviewed to understand the difference between performance appraisal and performance management. Best practices for performance management were identified through the literature review to ensure that Stellenbosch University implements those in future and to steer away from the pitfalls other institutions have experienced. Other higher education institutions were evaluated to fully understand what is in place and where Stellenbosch University can improve. Data from the 2006-2007 and 2007-2008 performance evaluation periods were used to determine whether a correlation exists between an individual’s performance mark and receiving a bonus. Lastly, an electronic questionnaire was distributed to all permanent employees of Stellenbosch University to determine the current perception of performance management at this institution. The results (refer Table 4.4) indicate that Stellenbosch University as a whole does not comply with the set policy regarding performance appraisal. There were employees who received performance v marks of 3 and below who also received bonuses. Performance marks of 3 can be justified and seen as a “thank you for your hard work”. In terms of Stellenbosch University’s remuneration policy, the University strives to establish a link between performance and remuneration by differentiating between outstanding, average and below average performers. It is clear that Stellenbosch University’s policies (remuneration and performance management) are in place and well thought through. Training, running concurrently with education, ensures a high level of understanding of performance management, the development of the required skills and an appreciation of the value that performance management can add to an organisation. The proposed performance management model (refer Table 5.2) will ensure that thorough preparation is done (standard working procedures and training), with a follow-up action (critique and revision), to allow this model to evolve with the organisation. The current performance management process (how) is not successful. However, it can be fully addressed through training and re-training, and by making more financial resources available to ensure an appropriate linkage between performance and remuneration. Several performance management programmes (electronic versions) do exist. Moving forward, it is vital to implement electronic measuring programmes in conjunction with the re-alignment of the process. Regular communication will keep employees informed and will ensure that the different stages of performance management take place. The idea that performance management is mundane and time-consuming must be changed to a culture of easy-to-do and effective performance management.
APA, Harvard, Vancouver, ISO, and other styles
8

Ly, Linda. "Performance Appraisal in a Family Business." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10605651.

Full text
Abstract:

This qualitative study explored the perceptions of effectiveness of a performance review process at one family business. Ten employees across the firm were interviewed in order to describe the process, identify its strengths and weaknesses, and offer suggestions for improvement. Findings suggest that participants understood the process steps and timing, but had less accurate understanding of the process outcomes. Participants generally perceived the process as fair, helpful, and valuable to their development. Noted strengths included the process design and support from direct managers, executive leaders, and the organization. Weaknesses included the lack of structure, poor consistency in ratings, timing issues, and lack of goal alignment. Recommendations include improving the rating system, adjusting the process timing and structure, leveraging evaluation data as a talent management tool, and increasing stakeholder involvement. However, these study findings are considered exploratory, and more research should be conducted to determine how representative these findings are of family businesses.

APA, Harvard, Vancouver, ISO, and other styles
9

McKinney, M. M., and C. Allen Gorman. "A Proposed Analysis of Court Decisions Concerning Performance Appraisal." Digital Commons @ East Tennessee State University, 2018. https://dc.etsu.edu/etsu-works/2611.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Mitchell, Lorianne D. "Performance Appraisal as a Predictor of Emotion and Job Satisfaction: An Empirical Investigation of Appraisal Theory and AET." Digital Commons @ East Tennessee State University, 2008. https://dc.etsu.edu/etsu-works/8318.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Performance Management and Appraisal"

1

Gregory, Dobbins, ed. Performance appraisal: Alternative perspectives. Cincinnati: South-Western Pub. Co., 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Basu, Mihir K. Managerial performance appraisal in India. New Delhi, India: Vision Books, 1988.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Fletcher, Clive. Performance appraisal and career development. London: Hutchinson, 1985.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Richard, Williams, ed. Performance appraisal and career development. 2nd ed. Leckhampton: Stanley Thornes, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Fletcher, Clive. Performance appraisal and career development. London: Hutchinson, 1985.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Cadwell, Charles M. The human-touch performance appraisal. West Des Moines, Iowa: American Media Pub., 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Cadwell, Charles M. The human touch performance appraisal. West Des Moines, Iowa: American Media Pub., 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Bjornlund, Lydia D. Employee performance: Appraisal and management : leader's guide. Washington, DC (777 North Capitol St., NE, Suite 500, Washington 20002-4201): ICMA, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Fletcher, Clive. Appraisal: Routes to improved performance. 2nd ed. London: Institute of Personnel and Development, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Management, Institute of Personnel, ed. Appraisal: Routes to improved performance. London: Institute of Personnel Management, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Performance Management and Appraisal"

1

Bratton, John, and Jeffrey Gold. "Performance Appraisal." In Human Resource Management, 169–89. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23340-3_7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

La Monica, Elaine Lynne. "Performance Appraisal." In Management in Health Care, 295–305. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23156-0_18.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Eilon, Samuel. "Management Performance Appraisal." In Management Strategies, 249–61. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-4585-9_22.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Thompson, Neil. "Appraisal and performance management." In People management, 65–74. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-30845-0_7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

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

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Bratton, John, and Jeff Gold. "Performance Management and Appraisal." In Human Resource Management, 248–80. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00095-8_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Bratton, John, and Jeff Gold. "Performance Management and Appraisal." In Human Resource Management, 184–218. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-58668-1_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Rees, W. David, and Christine Porter. "Appraisal and Performance Management." In Skills of Management and Leadership, 209–27. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-32562-4_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Boella, Michael J., and Steven Goss-Turner. "Performance management and appraisal." In Human Resource Management in the Hospitality Industry, 163–82. Tenth edition. | Abingdon, Oxon: Routledge, 2019. | New edition: Routledge, 2019. http://dx.doi.org/10.4324/9780429441400-10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Cascio, Wayne F., and Herman Aguinis. "Performance Appraisal and Management." In Applied Psychology in Talent Management, 80–118. 2455 Teller Road, Thousand Oaks California 91320: SAGE Publications, Inc., 2019. http://dx.doi.org/10.4135/9781506375953.n8.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Performance Management and Appraisal"

1

Wei, Xiaopeng, Junhua Liu, and Yan Zhou. "Study on Construction Logistics Performance Appraisal." In International Conference of Logistics Engineering and Management (ICLEM) 2010. Reston, VA: American Society of Civil Engineers, 2010. http://dx.doi.org/10.1061/41139(387)57.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Jia, JunYing, and Jianxin Shi. "Review on middle managers' performance appraisal." In 2015 3rd International Conference on Education, Management, Arts, Economics and Social Science. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemaess-15.2016.148.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Li, Lei. "Research on Performance Appraisal System Based on Process Management." In 2017 10th International Conference on Intelligent Computation Technology and Automation (ICICTA). IEEE, 2017. http://dx.doi.org/10.1109/icicta.2017.56.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Wei-zhu Yang and Yu He. "Research on higher vocational college teachers' performance appraisal indicator system." In 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339681.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Xiangjun Fei and Mingyue Xu. "The documents reviewed of team performance appraisal methods." In 2016 13th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2016. http://dx.doi.org/10.1109/icsssm.2016.7538419.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Yang, Hairu, Zhengyi Jiang, Haiyan Zhai, and Fue Zeng. "Deviant ratings and the effectiveness of performance appraisal." In 2009 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2009. http://dx.doi.org/10.1109/ieem.2009.5372917.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Li, Lin. "Study review of performance appraisal in sports organizations." In 2009 ISECS International Colloquium on Computing, Communication, Control, and Management (CCCM). IEEE, 2009. http://dx.doi.org/10.1109/cccm.2009.5267859.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Kismartini, Galih Wibowo, Edoardus E. Maturbong, Yearzy Ferdian, and Karel Betaubun. "Keys to Successful Innovation Strategy of Implementing Online Appraisal Performance." In 2016 International Conference on Public Management. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icpm-16.2016.80.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Utama, Ditdit Nugeraha, and Eri Rustamaji. "Fuzzy Decision Support Model for Human Resources Performance Appraisal." In 2018 International Conference on Information Management and Technology (ICIMTech). IEEE, 2018. http://dx.doi.org/10.1109/icimtech.2018.8528145.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Jin, Hongxia, Ling Zhang, Heping Yao, Jie Yu, and Weihong Zhao. "Study on College Teachers' Performance Appraisal Based on VE." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5578578.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Performance Management and Appraisal"

1

Moyo, Unoda. Performance Appraisal in Organizational Cultural Context. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1154.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Connolly, Peggy. A Performance Appraisal Model for Postsecondary Education. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1245.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Steinberg, Alma G., and William P. Burke. Recommendations for Improved Performance Appraisal in the Federal Sector. Fort Belvoir, VA: Defense Technical Information Center, January 1986. http://dx.doi.org/10.21236/ada168777.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Orvis, Karin A., James Belanich, and Sena Garven. Performance Appraisal Feedback: A Foundation for Effective Self-Development. Fort Belvoir, VA: Defense Technical Information Center, June 2008. http://dx.doi.org/10.21236/ada483002.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Gosselink, P., and P. Strosser. Participatory rural appraisal for irrigation management research: lessons from IIMI's experience. International Irrigation Management Institute (IIMI), 1995. http://dx.doi.org/10.5337/2013.037.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

IT Corporation, Las Vegas, NV. Performance Management Plan. Office of Scientific and Technical Information (OSTI), August 2002. http://dx.doi.org/10.2172/801188.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Eidenbenz, Stephan Johannes. Scalable Codesign Performance Prediction for Computational Physics - Mid-Term- Appraisal: Overview Talk. Office of Scientific and Technical Information (OSTI), January 2016. http://dx.doi.org/10.2172/1237216.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

EDER, D. M. Environmental Management Performance Report. Office of Scientific and Technical Information (OSTI), July 2002. http://dx.doi.org/10.2172/807979.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

EDER, D. M. Environmental Management Performance Report. Office of Scientific and Technical Information (OSTI), May 2002. http://dx.doi.org/10.2172/807758.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Damania, Bhavesh, Steve Vestal, Devesh Bhatt, and Rashmi Bhatt. Avionics System Performance Management. Fort Belvoir, VA: Defense Technical Information Center, May 1998. http://dx.doi.org/10.21236/ada388145.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Performance Management and Appraisal' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography