Dissertations / Theses: 'Performance Management and Appraisal'

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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.

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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.

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

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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.

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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.

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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.

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

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

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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.

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

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

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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.

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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.

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

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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.

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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.

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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.

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Laurin, Jean-Paul Gilbert. "Product management and performance appraisal systems in the Canadian pharmaceutical industry." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ39971.pdf.

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梁錦玲 and Kam-ling Joyce Leung. "A study on using performance appraisal as a strategic management tool." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B3126668X.

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Leung, Kam-ling Joyce. "A study on using performance appraisal as a strategic management tool /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17092516.

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

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

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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, 2009. https://dc.etsu.edu/etsu-works/8325.

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Connolly, Peggy. "A Performance Appraisal Model for Postsecondary Education." PDXScholar, 1989. https://pdxscholar.library.pdx.edu/open_access_etds/1246.

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Purpose. Although performance appraisal is an important factor in the successful operation of organizations, it is often a difficult and threatening task. Traditional approaches to evaluation have proved to be neither effective nor in legal compliance. This problem affects postsecondary institutions, where customary subjective appraisal contributes to undesirable employment discrimination. This study provides postsecondary administrators with an effective and legally defensible model of performance appraisal. Research addressed these questions: (1) What does statutory law mandate in appraisal? (2) What issues, patterns, and decisions concerning appraisal have been identified through the judicial process, and what degree of consistency has been shown in decisions? (3) What standards are suggested by performance appraisal law and practices? (4) What should constitute an appraisal program for postsecondary education that synthesizes appraisal practices and emerging legal standards? Federal statutes and court records governing employment practices were examined to identify data. Data were analyzed according to principles of grounded theory development proposed by Glaser and Strauss, and complemented by legal research methodologies recommended by Alton. Appraisal law was summarized, followed by review of current practices identified in appraisal literature. A performance appraisal model for postsecondary education synthesizing legal standards and current practices was presented. Although statutes governing appraisal apply to all employers, the courts demand less stringent compliance by postsecondary institutions. The judiciary acknowledges prejudice in employment decisions in academia, but implores educators to regulate their own behavior to preserve academic freedom. In non-academic employment, periodic appraisals should be based on written, objective standards known to employees, that are valid, reliable, and fair; and administered and scored under standardized conditions by trained evaluators. Records must be confidential. The courts do not require strict compliance by postsecondary institutions; they urge, but do not mandate, that academic employees be treated without bias. Guidelines are needed to define a non-discriminatory evaluation process for postsecondary employees. This research model presents a first step toward this goal.

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Rimondi, Claudia. "Performance Management: la valutazione delle prestazioni. Il caso Marchesini Group." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2021.

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L’elaborato di tesi è frutto di un’analisi svolta all’interno dell’azienda Marchesini Group per rilevare l’efficacia dell’attuale sistema di valutazione utilizzato dall’organizzazione. Nello specifico, l’elaborato ha come obiettivo definire il Performance Management e i sistemi di valutazione aziendale, al fine di comprendere i motivi per cui vengono implementati, i benefici che apportano all’organizzazione e le eventuali problematiche annesse. Si introduce il sistema aziendale effettuando una breve panoramica dei principali metodi utilizzati a partire dagli anni ’60, per arrivare alle metodologie attualmente implementate all’interno delle aziende. Al fine di individuare possibili soluzioni migliorative, l’elaborato si concentra sullo studio del sistema di valutazione attualmente presente nell’azienda Marchesini Group. Ai duecento responsabili dell’organizzazione è stato somministrato un questionario, il cui scopo è comprendere se il sistema sia efficiente o presenti problematiche. I risultati emersi dal questionario sono stati paragonati ai dati resi disponibili dallo “Osservatorio sul Performance Management” della Fondazione Marco Biagi di Modena al fine di comprendere il posizionamento di Marchesini Group rispetto al panorama aziendale italiano.

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Stathakopoulos, Vlasis. "Performance appraisal systems for marketing managers: A conceptual framework and empirical evidence." Diss., The University of Arizona, 1991. http://hdl.handle.net/10150/185741.

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This dissertation develops a conceptual framework for the types of performance appraisal systems used to evaluate the performance of marketing managers. This framework identifies: (1) the performance appraisal systems (PAS) currently in-use to evaluate marketing managers, (2) the antecedents that influence the selection of specific appraisal systems, and (3) the subsequent effects of these systems on marketing managers' "gaming" behavior, performance, satisfaction with the appraisal system, and interdepartmental coordination. To test the developed hypotheses a national survey of marketing managers was conducted. Among other findings, the research identifies four characteristics of PAS that capture the range of systems currently used. These four attributes are: output-oriented PAS, behavior-oriented PAS, interpersonal evaluation, and document-based appraisal systems. Further, the research suggests that environmental characteristics, organizational characteristics, and organizational strategy influence the PAS used in marketing departments. Moreover, the results support the notion of direct effects of the performance appraisal systems on dysfunctional behavior, satisfaction with the appraisal system, and interdepartmental coordination. Further, this study is the first investigation, not only in the marketing literature but also in the human relations literature, to advance and examine a contingency perspective with regard to the appraisal systems. The results, overall, provide mixed support for the proposed contingency relationships. Namely, that the external and internal context of the organization lead marketing managers to respond differently to the appraisal systems in-use. More importantly, the research findings imply that when organizations design their strategies they need to also implement the appropriate internal processes (i.e., appraisal systems) if these strategies are to be successful. Finally, our research indicates that if marketing managers are given the opportunity to participate in various stages of the appraisal process then they respond positively to the appraisal system and the evaluation process.

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Schofield, Clare. "Performance management, performance appraisal and reward in the National Health Service : a study of managers' views." Thesis, Manchester Metropolitan University, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.423075.

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Gorman, C. Allen. "Debunking the Myths of Performance Management." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/420.

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Smith, Lagena L. "The Performance Appraisal Process| Best Approaches to Support Organizational Justice for Employees." Thesis, University of Maryland University College, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10639764.

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What is considered a fair and accurate performance appraisal depends on whom you ask. The performance appraisal, an evaluation/assessment instrument widely used by many human resource departments, has been in the controversial spotlight for almost as long as organizations have been in existence. The performance appraisal process (or lack thereof) is one of the mostly hotly debated human resources issue in today’s work environment, and there is a trend to abandon traditional performance appraisals (Kenny, 2016). One purpose of the performance appraisal is to communicate to employees any information collected about their performance over a specified period of time. While the performance appraisal process is a critical function of human resources that can trigger assessment fairness perceptions, understanding how fairness influences job productivity and employee satisfaction, as well as employee behavior consequences, have practical implications. Social influences of perception are fast becoming contextual components of the performance appraisal process. The traditional approach to the performance appraisal is antiquated because the workplace environment has rapidly changed due to technological advances. The manner in which 21^st Century employees work and the definition of performance, significantly impacts how employee performance should be measured (Bititci, Garengo, Dorfer & Nudurapati, 2012). Applying the social comparison, expectancy, and equity theories to the performance appraisal process suggests that an employee expects to be fairly compensated, recognized, and fairly rewarded for their contributions to meeting organizational goals. This research underscores the importance of incorporating organizational justice dimensions into the performance appraisal process. Additionally, this research enhances the understanding of organizational justice and the role that it plays on employee perception of the overall performance appraisal process.

Using thematic synthesis, employee and manager/supervisor perceptions, reactions, and observations of performance appraisal accuracy and equity were examined. These variables were identified as predictor constructs for appraisal effectiveness and satisfaction. The findings show that organizational justice within the context of the performance appraisal is significantly impacted by national context and demographic characteristics, and the relationship quality between the appraiser and appraisee is crucial. These results provide HR practitioners and organizations with a meaningful approach to integrate organizational justice. The pivotal role and important implications that organizational justice plays on the performance process is presented.

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Louw, Hendrik Johannes. "Integrating management and employee expectations in determining organisation-specific performance appraisal systems' design." Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-04292009-131712/.

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Stavretis, Lyn, and lstavret@bigpond net au. "The Dance of Compliance: Performance Management in Australian Universities." RMIT University. Management, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080521.123556.

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This qualitative study identified the formal and informal performance management (PM) practices in use in Australian public universities for academic staff Levels A, B and C. It asked the following research questions. What PM practices are currently in use in these universities? What are the similarities in approach and what issues does PM raise? How do academic staff who take part in these practices (as either staff or management) experience them? What cultural and contextual factors (if any) contribute to this experience? What are the perceived effects of these practices on the performance of individuals, teams and the organisation? Which system elements do academic staff and academic managers perceive to be most effective in academic cultures and why? The context of substantive change within Australian universities was outlined and literature pertaining to the field of PM in general, and in educational organisations in particular, was explored. The existence, structure, purposes and other factual details of formal PM systems were identified, although the study focused on the opinions, perceptions and attitudes of the respondents. Findings suggested that current PM practice in Australian public universities did little to meet the needs of any of the key stakeholders and remained fundamentally unsatisfying to all concerned. Furthermore, the failure to clearly articulate the purposes and to consider the implementation and ongoing costs of a formal PM system typically resulted in widespread cynicism and a ritual dance of compliance that demonstrated palpably low engagement with systems. Formal PM systems helped to clarify objectives and workload allocation for some staff, but were found to be poorly linked to organisational planning processes, poor at differentiating levels of performance, not valued by academic staff as a vehicle for meaningful feedback, failing to follow through on development outcomes and thus did little to build team, individual or organisational capability. Study recommendations suggested that developmental models of PM were more appropriate and acceptable in academia and that considerable work would be required to incorporate evaluative links such as performance-related pay successfully. More rigorous evaluation, consultation processes regarding user preferences, piloting of PM systems prior to full implementation, and dedicated resources for the PM function and its outcomes (such as staff development), would be required as a part of a comprehensive change management strategy to overcome historical resistance. A thorough capability analysis of the people management skills for Heads of School and above was seen as a priority, given that feedback skill and the management of under-performance were consistently identified as problematic. The costs of under-performance warranted this expenditure. A national evaluation study of PM practice in higher education was recommended to assess the real outcomes, costs and benefits and determine whether continued investment in PM systems was actually merited. Alternative models and approaches such as modular PM systems for the different stages of an academic career, promotion portfolios, reflective practice or peer learning groups were suggested as potentially more successful in enhancing the accountability and performance of academic staff than mandated hierarchical PM.

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Kgantlapane, Pelonomi Sally. "An analysis of the performance management system : the case of a metropolitan municipality / P.S. Kgantlapane." Thesis, North-West University, 2009. http://hdl.handle.net/10394/4793.

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Performance management at all levels of employees within the Ekurhuleni Metropolitan Municipality (EMM) is a key challenge, currently only applicable to senior managers. The employer was proactive in introducing the Ekurhuleni Excellence Awards to the gap that is created by the legislation, but the effort seems not to be working as employees do not understand the criteria that are used for nominations. The empirical study entailed 54 respondents who completed the questionnaire, in five different departments which are Finance, Human Resources, Information Technology, Legal and Administration. In this study, the Performance Management System (PMS) of the EMM was analysed, and the biggest challenge being faced by the EMM is the inability of the EMM to address staff retention (at 57%) and succession when employees leave the EMM (at 62%). The two challenges identified by the study are most crucial for the success of the PMS. The PMS of municipalities is legislated by different Acts, and in order to address service delivery challenges, the Acts need to be reviewed to include all levels of employees. National and Provincial Government have implemented the PMS so that municipalities, as another sphere of Government, will improve service delivery as well as employee motivation. The EMM senior managers, together with the Human Resources department, should craft a strategy or action for the future in order to successfully cascade the PMS to other levels of employees. The EMM Performance Management Policy that is currently operational is in line with the Municipal Regulation no. R805, so the Policy complies fully with the legislation.
Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

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Marcos, Rui Pedro Ganito. "Training report at Eugster & Frismag Portugal : performance appraisal." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/12644.

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Mestrado em Gestão de Recursos Humanos
Este relatório tem como objetivo explicar as atividades realizadas durante o estágio na Eugster & Frismag Portugal. O estágio teve diversos objetivos, designadamente, apoiar o departamento de recursos humanos nas atividades relacionadas com a gestão de recursos humanos, incluindo as áreas de comunicação, avaliação de desempenho, formação, recrutamento e seleção. Este relatório de estágio aplica uma metodologia de investigação baseada na observação e análise do sistema de avaliação de desempenho aplicado na área de fabrico, bem como em todos os procedimentos inerentes ao processo. Para além disso, o estágio possibilitou a construção de duas novas grelhas de avaliação para áreas diferentes dentro da empresa, designadamente, a administrativa e a de gestão. Conclui-se alertando para alguns eventuais problemas futuros. Entre estes salienta-se, os problemas decorrentes do feedback tardio, e da ausência de recompensas relacionadas com a produtividade na organização. Por último, sublinha-se que a existência de um Código de Ética e Conduta não se traduz na explicitação de tal tópico no sistema de avaliação.
This report aims to explain the activities developed during the internship at Eugster & Frismag Portugal. This internship had several goals, such as support the human resources department in all its activities, including the areas of communication, performance appraisal, training, recruitment and selection. This internship report has a methodology of investigation based on the observation and the analysis of the performance appraisal applied at the manufacturing area, as well as in all the inherent procedures involved in the process. Furthermore, the internship gave the possibility to build two new evaluation grids to different areas in the organization, such as, the administrative and the management. In conclusion, this report may call the attention to some future problems like the late feedback and the lack of rewards related to the productivity in the organization. Lastly, this report highlights the existence of a Code of Ethics that is not translated into the performance appraisal system in the organization.

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

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

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Whiting, Steven W. "The informational distinctiveness of organizational citizenship behaviors explaining the OCB-performance appraisal relationship /." [Bloomington, Ind.] : Indiana University, 2006. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:3223042.

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Thesis (Ph.D.)--Indiana University, Kelley School of Business, 2006.
"Title from dissertation home page (viewed June 26, 2007)." Source: Dissertation Abstracts International, Volume: 67-06, Section: A, page: 2237. Adviser: Philip M. Podsakoff.

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Smith, Ethan M. "The Effect of Performance Appraisal Purpose and Goal Orientation on Self-Efficacy." Xavier University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1548266666331688.

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Salleh, Rohani. "An examination of the impact of culture on performance appraisal in Malaysia : a case study." Thesis, University of Leeds, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.248565.

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

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

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Mitchell, Lorianne D. "Performance Appraisal Protégé Criteria for Mentors in Effective Mentoring Relationships as a Predictor of Emotion and Job Satisfaction: An Empirical Investigation of Appraisal Theory and AET." Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/etsu-works/8328.

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

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

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Muir, Errol William, and emuir@bigpond net au. "What's important to raters in judging work performance: Mapping individual priorities and management team differences." RMIT University. Graduate School of Business, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080730.141212.

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This thesis explores the application of personal construct psychology and the repertory grid to performance management in a technical consulting organisation. The research examines what is important for a manager in assessing work performance and how each manager's mental model for performance compares with his/her peers. Managers acting as raters are the critical link in the observation and assessment of performance and in the feedback process. Rater observations and judgements are affected by their personal mental models regarding what is important. These views may or may not accord with those of their peers, resulting in inconsistency and unfair assessments, or with what the organisation's strategy demands. Understanding rater views on what is important, and how well these align with strategy, is a key to ensure that the appraisal process supports, rather than hinders, both individual and organisational needs. Each manager's personal constructs relating to appraisal were elicited through a repertory grid interview. The elicited constructs were taken together and categorised to derive broad performance categories summarising the views of the entire management team. Each individual's personal constructs were then allocated to the relevant common category to develop a view of how each manager related to the group's overall approach to appraisal. A measure for the importance of each category in making performance judgments (importance score) was derived based on the correlation of the constructs in each category with an overall performance construct. A second measure of a manager's preparedness to discriminate between levels of performance was also derived (discriminant score) based on the variation in each manager's construct structure. In keeping with the personal construct psychology approach, the process emphasizes the importance of discussion with the individual concerned to verify the sorting and ranking pro cess. A ranking process to establish the overall management group priorities for judging performance (team mental models) was demonstrated and a charting process was developed to facilitate presentation and discussion of the results. The research has demonstrated the strength of the repertory grid process as a means of getting at a rater's framework for thinking about appraisal and provides a way to identify possible voids or blind spots in a rater's approach. Understanding the most important categories of performance used by raters provides an opportunity for management to determine whether these are likely to achieve the objectives of the company, and if necessary, to introduce and inculcate different approaches.

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Salgado, Ana Raquel Gonçalves da SIlva. "Quais os impactos da alteração da ferramenta de avaliação de desempenho? : estudo de caso." Master's thesis, Instituto Superior de Economia e Gestão, 2012. http://hdl.handle.net/10400.5/4952.

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Mestrado em Gestão de Recursos Humanos
A constante evolução das tecnologias de informação e, consequentemente, dos softwares informáticos é uma realidade que cada vez mais organizações estão a adoptar para gerir os seus recursos humanos de uma forma mais eficaz. Como tal, o presente estudo analisa o caso de uma empresa portuguesa que actua no sector do retalho há mais de 65 anos e que, após uma rigorosa reestruturação organizacional, decidiu alterar drasticamente a sua ferramenta de avaliação. Neste sentido, será analisado de que modo é que a transição de uma ferramenta de avaliação em papel para uma ferramenta totalmente informatizada impactou o processo avaliativo, tal como os seus intervenientes.
The continuous evolution of information technologies and its software is something that more companies are using to manage their human resources effectively. This study is going to analyse how a Portuguese company, which has been working in the retail sector for over 65 years, decides to change the appraisal tool after a severe organizational restructure. Therefore, this study seeks to understand how the transition from an appraisal tool on paper to computer can change the appraisal process, as well as the people involved.

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

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

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Eriksson, Emelie, and Emelie Öjersson. "Performance Management in Self-Managing Teams : A case study of a knowledge-intensive company." Thesis, Linköpings universitet, Industriell marknadsföring och industriell ekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-83195.

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For many companies, especially the ones that are knowledge-intensive such as consulting companies or service delivery firms, it has been increasingly popular to organize the employees in so called self-managing teams. These teams have proven to increase efficiency as they reduce overhead costs by not having the need of being supervised by a manager. These teams should handle the daily work tasks by themselves as well as make decisions, handle the teams’ development in line with company desires, and work towards greater performance. Furthermore, the teams need to structure the performance management and be able to handle all the activities that are included within that process. Performance management is a process that is designed to improve the overall performance at the company. Activities within the process include goal setting, performance feedback and performance appraisals. All these activities should help the company with structuring a way of getting the right input for giving the suitable rewards to their employees. The team will always be influenced by different factors that will affect the team: both from within the team and from the organization as a whole. Therefor, the purpose of this thesis was to investigate how external factors (within the organization but outside the team) and internal factors have an impact on the self-managing teams within knowledge-intensive companies, and how well they can perform the performance management activities. To be able to answer the purpose, a case study was made at the IT-consulting company Findwise AB. A year ago (Spring 2011), the three development teams at the Stockholm office got organized in more permanent teams. They saw a need of structuring their daily work and therefor they implemented the agile working method Scrum at the office, a working method focusing on iterative and incremental development. They started to operate more self-managed and a lot of the responsibilities that had been managed outside the team were now integrated towards the team. This fall (2012), the Team Leaders in each team will begin to take over the responsibility for parts of the performance appraisal process, a performance management activity that previously was done by an external manager outside the team. Furthermore, the team should to a greater extent than before, handle other performance management activities, such as setting goals and giving performance feedback. The case study showed that the following external factors have an impact on the executing of performance management activities within the self-managing teams: external leaders and the information systems. Furthermore, the group beliefs and meeting organizational objectives, roles and responsibilities, and team composition were internal factors that had an impact. During the analysis, it became clear that things that were found in the empirical data collection also affected how effective the performance management activities were executed within the teams. The external factors were the internal processes at the company, which refers to the fact that the team members also have responsibilities outside the team, and the external Project Leaders, which refers to that the teams sometimes uses Project Leaders for the customer projects that are not held permanent within the team. A new internal factor that was found was the various working methods that were used between the development teams. The recommendations given to the case company included the need of setting clear goals that are tangible, as well as having attainable goals connected to a carrier plan. Furthermore, the study showed a need of implementing performance feedback sessions were input from all relevant stakeholders, inside and outside the company, could be gathered.
För många företag, speciellt de som är kunskapsintensiva så som företag inom konsultsektorn eller tjänstesektorn, har det blivit allt mer populärt att organisera de anställda i självorganiserande team. Dessa team har visat sig öka produktiviteten då de minskar overheadkostnader genom att de inte har ett stort behov av att kontrolleras av en ledare eller chef. Dessa team ska kunna hantera dagliga aktiviteter själva och ta de beslut som krävs inom gruppen, men även se till att teamet utvecklas i linje med organisationens önskemål, samt att de arbetar för att ständigt öka prestationen inom gruppen. Dessutom måste teamen arbeta med målstyrningsprocessen och se till att de kan hantera alla de aktiviteter som finns inom denna process. Målstyrning, eller verksamhetsstyrning, är ett samlingsnamn för en process som underlättar möjligheten för ökad prestation inom ett företag. Aktiviteter som ingår inkluderas av målsättning, prestationsfeedback och utvärdering. Dessa aktiviteter kan tillsammans underlätta för organisationen att skapa en struktur som kan ge input för att kunna ge rätt belöning till företagets anställda. Teamen som ska arbeta med dessa aktiviteter kommer alltid influeras av olika faktorer som påverkar hur väl de kan arbeta som ett självgående team och ha möjlighet att arbeta effektivt med tidigare nämnda målstyrningsaktiviteter. Dessa faktorer kan innefatta påverkan internt inom teamet, men även påverkan utanför teamet men inom organisationen. Detta examensarbete hade därför som syfte att studera hur externa faktorer (inom organisationen men utanför teamet) och interna faktorer har en inverkan på självorganiserande team i kunskapsintensiva företag, samt hur detta i sin tur påverkar hur väl de kan utföra målstyrningsaktiviteterna. För att kunna besvara syftet gjordes en fallstudie på IT-konsultföretaget Findwise AB. Under våren 2011 började de tre utvecklingsteamen på företagets kontor i Stockholm organisera sig i mer permanenta team. De såg ett behov av att få en bättre struktur på det dagliga arbetet och implementerade därför den agila arbetsmetoden Scrum på företaget som går ut på att arbeta inkrementellt där utvecklingslösningarna utförs iterativt. Detta ledde till att teamen började arbeta allt mer självständigt och många av de ansvarsområden som tidigare legat utanför teamen integrerades nu mot teamen. Hösten 2012 kommer teamledarna för varje team börja ta över ansvaret för delar av utvärderingsprocessen, en målstyrningsaktivitet som tidigare har utförts av olika externa ledare utanför teamet. Tanken är även att teamen ska utföra flertalet av de övriga målstyrningsaktiviteterna inom teamet, så som målsättning och ge feedback. Fallstudien visade att de externa ledarna i organisationen samt företagets informationssystem var externa faktorer som hade en inverkan på utförandet av målstyrningsaktiviteterna inom självorganiserande team. Studien visade även att delade värderingar inom gruppen och möjligheten att nå organisationens mål, roller och ansvarsområden samt gruppsammansättning var interna faktorer som hade en påverkan. Under arbetets analysfas upptäcktes även att faktorer som hittades i det empiriska materialet även det hade en påverkan på hur effektivt målstyrningsaktiviteterna kunde utföras inom teamet. Nya externa faktorer som påträffades var så kallande interna processer, vilket syftar till att de anställda i många fall har ansvarsområden utanför teamet, samt att teamen ibland använde sig av externa projektledare under utförandet av kundprojekt. En ny intern faktor som påträffades var att teamen påverkades av att de redan nu hade börjat utveckla olika arbetsmetoder inom gruppen. Studien avslutades med att ge rekommendationer till fallföretaget med information om att de behövde sätta klara och konkreta mål som på ett tydligt sätt gick att koppla till en karriärs- eller utvecklingsplan för individen. Dessutom visade studien på ett behov av att implementera feedbackmöten på team och individnivå där input kunde hämtas från samtliga intressenter inom företaget samt från de externa kunderna.

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Chen, Xian. "An assessment of the performance appraisal process in the public sector : a comparative study of local government in the City of Cape Town (South Africa) and Hangzou city (China)." Thesis, University of the Western Cape, 2011. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_8085_1305010278.

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This study found that the performance appraisal process, in particular, is an instrument of the performance appraisal system that contributes tremendous value to planning and implementation. The research found that the performance appraisal process in the City of Cape Town can be improved through addressing the process and improving the approaches followed by the managers in daily appraisals, which can be done by following the complete process and including all the steps it involves, and by having a positive attitude towards the performance appraisal process. This mini&ndash
thesis also provides a set of conclusions and recommendations for the performance management and performance appraisal system, particularly regarding appraisal process enhancement. It is hoped that the lessons learned through this study will inform current practices and provide information for future research at local government level.

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

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

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

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

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Jansen, van Vuuren Yolandie. "Determining change in managerial practices implementation readiness in a gold mine / Yolandie Jansen van Vuuren." Thesis, North-West University, 2011. http://hdl.handle.net/10394/7376.

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Performance Effectiveness Appraisal, Performance Effectiveness Review as well as Coaching and training are crucial elements of the performance management process included in a set of managerial competencies required by managers in a deep level gold mine in South Africa. This dissertation provides a contemporary review of performance management and gold mining in a South African deep level gold mine context. It provides a theoretical framework for the processes of Performance Effectiveness Appraisal, Performance Effectiveness Review and Coaching and training as integral parts of effective performance management. It investigates if shared meaning exists between the views of the organisation’s managers and the views of the organisation as set apart in a System for People handbook to be used by managers in the organisation. Managerial competencies are discussed and compared with literature found. Following this, the responses from the participants are discussed. The responses are compared with literature reviews done and the view of the organisation. Performance management challenges that face the organisation in the future are investigated and proposals are made to the organisation management team and future research proposals are suggested, before concluding.
Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

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Nekutová, Tereza. "Vliv vybraných faktorů na výkonnost pracovníků." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-193772.

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This thesis deals with impact of the chosen factors on the performance of employees. It describes performance itself, productivity and difference between them. It examines factors which can have impact on the performance. There are analyzed different ways of evaluation of working performance and productivity and examined possible ways of performance management. There is analyzed which factors have impact on performance in chosen organization where research was made, using logistic regression. There are presented results of research and analyzed impact in practice. Finally it suggests possible solution and recommendation for management of the organization.

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

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

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Kaposambo, Vivian. "Employee perception of performance appraisal and its relationship with organisational commitment: the case of a meat corporation in Namibia." Master's thesis, University of Cape Town, 2016. http://hdl.handle.net/11427/23768.

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Performance appraisal is a human resources function that many organisations undertake. Organisations should therefore try to understand why many often perceive their performance system to be unfair. The purpose of this study was to examine employee perception of performance appraisal and its relationship with their organisational commitment. Using a justice approach, this study considers issues regarding perceived fairness, trust, process clarity, and quality of communication regarding the performance appraisal system. Performance appraisal is a tool, which if managed well, will increase work performance. A quantitative research approach was used and a cross-sectional field survey generated the primary research data. An online survey consisting of 55 questions was e-mailed to 150 staff members who participate in the performance appraisal system at a Meat processing plant in Namibia. Regression analysis was employed to examine the relationship between employee perception of performance appraisal and organisational commitment. The results of the statistical analyses show that very weak to moderate relationships exist between organisational commitment and employees' perceptions' of performance appraisal. The results indicate that for an organisation to obtain employee commitment, the organisation should ensure that performance appraisal is a company-wide system that is well understood, fair and clearly communicated to the employees. Furthermore, managers should create an environment within the organisation to enhance employees' perceptions about the performance appraisal system.

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Durajová, Veronika. "Řízení kariéry v manažerské struktuře IT společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-142301.

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The Master's Thesis deals with an examination of the career management within an organization, especially in the managerial structure, and the related themes, such as performance and potential appraisal, and talent management. The aim of the work is to determine the current trends in this field of human resources management based on a survey of Czech and foreign literature and to analyze the performance of these activities at Unicorn Systems company. The theoretical part describes the basic assumptions and theoretical approaches necessary for understanding the relevant themes. In the practical part, the practice at Unicorn Systems together with an analysis of Czech and foreign literature on best practices in this area are analyzed. The outcomes of the work should help the company to take such measures which would contribute to improving the business operation.

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Binza, Malibongwe David. "An analysis of the perceptions of staff on performance appraisal : the case of the Department of Correctional Services." Thesis, Stellenbosch : University of Stellenbosch, 2011. http://hdl.handle.net/10019.1/6554.

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Thesis (MPA)--University of Stellenbosch, 2011.
ENGLISH ABSTRACT: The Department of Correctional Services (DCS) is security‐oriented environment with a constitutional mandate to enforce offenders’ sentences by the court in a humane and safe manner that leads to their rehabilitation. Performance by employees especially in a security‐oriented environment is inevitably important and therefore has to be properly managed. Performance appraisal is one area of performance management that reinforces good performance. This study is meant to achieve the following objectives: To review literature regarding optimal performance appraisal processes in the DCS ; To conduct an investigation into the perceptions of DCS employees on how performance appraisal is done in the department ; To develop recommendations on how to improve performance appraisal conduct in the department. A literature review is conducted to put into perspective an ideal performance appraisal. Following this, qualitative and quantitative case study design methods were used to investigate how performance appraisals are viewed. Research participants were randomly sampled from Goodwood Prison, including Bellville Community Corrections. Their perceptions of the current system were tested and they were also asked how they thought it could be improved. Their input was collected by means of questionnaires. Collected data is then analysed, conclusions drawn and recommendations made on how performance appraisal could be improved. This study afforded DCS members an opportunity to interact with the researcher, in terms of representing their perceptions performance appraisal in the department. A major finding in this study is that the majority (70%) of DCS employees were not happy with the way appraisal is conducted in the department. Major causes of dissatisfaction included favouritism or lack of fairness. This is followed by lack of training. Respondents placed emphasis on the requirements for improvement in both of these areas. Based on the conducted research, the thesis offers the following recommendations to the DCS, namely making spiritual care a major player in increasing fairness and in eliminating favouritism which derails satisfactory performance appraisal in the department. Training is suggested as another way that improve performance appraisal in the department. In conclusion performance appraisal should be treated as important and given the attention that it deserves by management. This will result in better performance by employees and the department itself and is of utmost importance in a security‐oriented environment.
AFRIKAANSE OPSOMMING: Die Departement van Korrektiewe Dienste (DKD) is sekuriteits‐en omgewingsgeörienteerd met ‘n konstitisionele mandaat om vonnisse van oortreders wat deur die hof opgelê is op ‘n veilige en menslike wyse toe te pas wat hul rehabilitasie tot gevolg hê. Produktiwiteit van werknemers is veral noodsaaklik en belangrik in ‘n sekuriteitsge‐orienteerde omgewing en moet dus gevolglik effektief bestuur word. Produktiwiteitsmeting is een fasset van produktiwiteitsbestuur wat goeie prestasie en hoër produktiwiteit bevorder. Die mikpunt van hierdie studie was om die volgende doelstellings te bereik: Om ‘n oorsig van die akademiese literatuur aangaande die optimale produktiwiteitsassesseringsprosesse in die DKD te bied ; Om die menings van DKD werknemers oor die proses van produktiwiteitsassessering in die DKD te ondersoek ; en Om voorstelle te ontwikkel vir die verbetering van produktiwiteitsassesseringspraktyke in die department. ‘n Oorsig van akademiese literatuur was gedoen om ‘n ideaal vir produktiwiteitsassessering in perspektief te plaas. Vervolgens is kwalitatiewe en kwantitatiewe ondersoekinstrumente toegepas in ‘n gevallestudie om die opvattings omtrent produktiwiteitsassessering te ondersoek. Goodwood gevangenis, en Bellville Gemeenskapsgevangenis was die bronne vir deelnemers aan die ondersoek . Hul opvattings oor die huidige struktuur was getoets, sowel as hul menings oor hoe dit verbeter kan word. Hul bydrae was verkry deur middel van ‘n vraelys. Die versamelde data was ge‐analiseer, afleidings is gemaak , menings was gevorm en voorstellings is gemaak oor hoe produktiwiteitsassessering verbeter kan word. Die ondersoek het ‘n geleentheid gebied vir interaksie tussen lede van die DKD en die ondersoekbeampte in terme van verteenwoordiging van lede in hul menings oor produktiwiteitsassessering in die department. ‘n Hoofstaande bevinding van die studie was dat ‘n oorweldigende meerderheid van werknemers van die DKD ongelukkig was met die wyse van produktiwiteitsassessering in die department. Hoofoorsake van ontevredenheid was voortrekkery en ongelyke behandeling. Dit was gevolg deur ‘n gebrek aan opleiding. Respondente het klem gelê op die vereistes vir verbetering in albei areas. Hierdie tesis maak die volgende voorstellings, gebaseer op die ondersoek wat geloods is: gee prioriteitsposisie aan geestelike sorg as ‘n groot faktor in die verhoging van gelyke behandeling en die uitskakeling van voortekkery as ‘n duiwel wat bevredigende prestasie‐ en produktiwiteitsassessering in die wiele ry binne die department. Opleiding was voorgestel as nog ‘n wyse waarop produktiwiteitsassessering in die department verbeter kan word. Ten laaste, produktiwiteitsassessering moet as belangrik behandel word en die goedverdiende aandag van bestuur geniet. Dit sal verhoogde produktiwiteit/werksprestasie by werknemers en die department self tot gevolg hê en is van uiterste belang in ‘n sekuriteitsge‐orienteerde omgewing.

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Nyroos, Lina. "The Social Organization of Institutional Norms : Interactional Management of Knowledge, Entitlement and Stance." Doctoral thesis, Uppsala universitet, Institutionen för nordiska språk, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-169506.

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The present thesis explores talk in institutional settings, with a particular focus on how institutionality and institutional norms are constructed and reproduced in interaction. A central aim is to enhance our understanding of how institutional agendas are talked into being. In line with the ethnomethodological approach, norms are viewed as accomplished in everyday interaction, whereas institutionality represents dimensions of talk where participants demonstrably orient to particular contextual constraints. Five studies were conducted using Conversation Analysis (CA), focusing on how institutional constraints impact sequential trajectories and shape different opportunities for participants. The data consists of two corpora of video recordings: group tutorials at a Swedish university (UTs), and performance appraisal interviews in an organization (PAIs). The thesis pays particular attention to the interactional management of knowledge, entitlement and stance, and analytic foci include how speakers manage epistemic claims and rights at a certain point in interaction, and how they accomplish social positioning. The UT studies examine the negotiation of rights to speak for others in a group (Study I), and how diverging understandings of the institutional activity-at-hand can be negotiated on the basis of students’ advice-seeking questions (Study II). In Study III, orientations to institutional and sociocultural norms are investigated in the PAIs, where managers and employees treat negative stances on stress as problematic. The relationship between theory and institutional practice in the use of question templates in PAIs is also examined, through an analysis of the delivery and receipt of a particular question in different interviews (Study IV). Focusing on different adaptations of a preset item, this analysis shows how the same question sets up for a variety of subsequent actions. Finally, deployment of the verb känna (‘feel’) in managing epistemic access and primacy is examined (Study V). It is argued that ‘feel’ allows for a reduction of accountability when making epistemic claims. The studies highlight the relationship between linguistic formats and social actions and illustrate how institutional agendas have consequences for participant conduct. Attention to the details of actions in institutional interaction can thus shed light on social and linguistic underpinnings of the enactment of institutional norms.

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Hýsková, Petra. "Řízení pracovního výkonu a hodnocení zaměstnanců." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-11026.

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The target of my thesis was to show that personal management is one of the very important activities of every successful company, including also performance management. The necessary part of this performance management is objective, fair and efficient appraising of performance and finding the ways how to ease off functionless parts of operation and how to reach improvement. Also assessment in concrete company declared that performance must be directed, pursued and appraised. Otherwise there is very small probability that human resources will be used at the most efficient way. In my thesis I described theoretical concept and modern trends in the area of performance management and on the base of them I put mind to the concrete company and its organization.

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Nilsson, Linda. "Medarbetarsamtalet : Em studie av medarbetarsamtalets funktion och betydelse inom äldreomsorgen i Kalmar kommun." Thesis, University of Kalmar, School of Human Sciences, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-144.

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Author: Nilsson Linda

Title: Appraisal talk- new ideals and new forms

The purpose of this study was to examine the concept of the appraisal talk. More specifically its aim was to find out more about the function and the meaning of the appraisal talk, for the organization, managers and co-workers point of view, and if there was any specific method applied. Two of the central questions were: How did the managers and co-workers describe the function and the meaning of appraisal talks? Were there any differences or similarities of the respondent’s point of view, depended of their position in the organization? The method of analysis was qualitative with a critical reflective approach. The study was based on interviews with three managers and four co-workers, in the public service of elderly care in Kalmar municipality. A central finding of the study is that the implementation of the appraisal talk is a tool for the organization to make effectiveness, but also to create a meaningful atmosphere. It seems to depending on the respondent’s position in the organisation. The managers use a solution focused work method in the appraisal talk.

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

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The purpose of this study was to determine a model to integrate managerial and non-managerial expectations, regarding performance appraisals, in an organisation-specific performance appraisal system’s design. The sample consisted of 178 respondents that completed a newly developed questionnaire, aimed at obtaining the respondents input in the performance appraisal system’s design. The results of the managerial group were compared to the non-managerial group. Some significant differences were obtained regarding the design of the performance appraisal system. The results and implications are discussed.
Dissertation (MCom)--University of Pretoria, 2009.
Human Resource Management
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"Self-appraisal versus traditional performance appraisal: Perceptions of procedural justice." Tulane University, 1990.

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Procedural justice was operationalized through the use of self-appraisal (SA). The effects of SA on employees' attitudes toward the organization and behavior in the organization were examined Data for this study were gathered from employees of the retail outlets of Goodwill Industries in New Orleans. Pre-appraisal data included employees' current attitudes toward the organization (job satisfaction, perceptions of voice in and commitment to the organization, and trust in supervisor) and their supervisors' rating of their OCB. Each retail outlet was randomly assigned a condition--self-appraisal or traditional appraisal (TA.) Each store manager participated in performance appraisal training and the appraisals were conducted shortly thereafter. Immediately following the appraisal session employees were administered a questionnaire to assess their experience in the appraisal session. Twelve to fifteen weeks following the administration of the pre-appraisal attitude and behaviors surveys, those surveys were readministered as post-appraisal measures. All of the instruments used were previously developed and validated. The results were analyzed using analysis of variance, correlation and regression Self-appraising employees reported greater levels of contribution, discussion, participation and influence in the appraisal session than did TA employees. They left the meeting with greater understanding of the issues discussed, more accepting of their work goals, feeling more respected and that they had received more feedback. Subordinates who self-appraised also reported that the appraisal session was fairer than subordinates who participated in traditional appraisal These experiential differences, did not, however help the self-appraising subjects to accept the outcome of the performance appraisal (a small pay raise) more easily; nor were self-appraising subjects' attitudes toward the organization or their OCB changed significantly. Exploratory analysis revealed that the post-appraisal measures were more strongly related to perceptions of fairness of the pay raise than they were to the activities associated with the appraisal process. A unique finding was, for subjects in the traditional appraisal group, only those who reported a good typical relationship with the supervisor reported the appraisal session as fair, but in the self-appraisal condition, subjects reported the appraisal as fair regardless of the type of relationship they held with their supervisor
acase@tulane.edu

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