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Journal articles on the topic 'Performance Management and Appraisal'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 February 2022

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1

Khurshid, Anwar, Abdul Karim Khan, and Sara Alvi. "Performance Appraisal Challenge at Pakistan Civil Aviation Authority (CAA)." Asian Journal of Management Cases 14, no. 2 (September 2017): 198–225. http://dx.doi.org/10.1177/0972820117712304.

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The case discusses the multitude of challenges that CAA faces with respect to its performance appraisal system. Sumair Saeed, Chief Human Resource CAA, feels that problems lie in the implementation of the current appraisal system. Firstly, the system of targets and objectives between and the appraiser and the appraisee at the start of the year is not being followed. This leads employees to feel unfairly treated because no criteria for performance appraisal for their evaluation have been agreed upon. Secondly, Sumair feels there is no buy-in for the performance appraisal system since supervisors regard appraisal as extra workload and an uneasy time of the year. Supervisors consider it to be a confrontational rather than developmental/feedback exercise with the subordinate. Moreover, supervisors lack training in providing feedback on appraisals. It is felt that the culture of the organisation develops hostility and distrust when the appraisals are being conducted. The appraisal system doesn’t differentiate between performers or non-performers; thus decisions on promotions or career progressions can’t be based on appraisals. The problem of demotivation among employees is also a result of an ineffective performance appraisal system, as no differentiation exists between star performers and non-performers. Sumair is now contemplating the changes in the design or the implementation of the performance appraisal system which are required to rectify the process of performance appraisal at CAA.

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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.

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Performance appraisals have traditionally been conducted annually or semi-annually. Recently, many companies are transitioning to ongoing feedback and coaching, either in addition to periodic appraisals, or lieu of them. There have also been calls for completely reinventing performance management systems, as the result of an abundance of research that indicates performance processes are over-engineered and time-consuming, and they tend to demotivate employees while hindering candid and honest conversations. This paper examines the common problems with attribution error and rater bias in traditional performance appraisal systems. Five mini-case studies are then presented by exploring how five large companies (Netflix, Adobe, Deloitte, IBM, GE), have reinvented the way in which performance management is implemented. The paper examines why these companies moved away from traditional performance appraisal and what processes replaced it. The paper also identifies emerging trends that will impact the future of performance management and offers suggestions for the road ahead.

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Cederblom, Doug, and Dan E. Pemerl. "From Performance Appraisal to Performance Management: One Agency's Experience." Public Personnel Management 31, no. 2 (June 2002): 131–40. http://dx.doi.org/10.1177/009102600203100201.

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This article first outlines recent suggestions for improving agencies' performance appraisal systems: incorporating the developments of Total Quality Management (TQM) and core competencies into appraisals, and moving toward performance management. We then relate the experience of a state enforcement agency in applying these suggestions. What began as an objective of updating officers' performance appraisals to include recent agency developments, evolved into significantly overhauling this appraisal system; adding a new performance mechanism at the manager level; and using both of these processes to drive the agency's new strategic plan and promote “a different way of doing business.” This agency's experience seems applicable beyond enforcement agencies, and relevant both for those wanting to move performance in new directions, and for those wanting to energize ongoing performance. Suggestions are offered for moving toward effective performance management.

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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.

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Purpose – Examines the weaknesses of many current performance appraisals and shows how to improve them. Design/methodology/approach – Draws on examples from companies such as Cisco, Google and Infosys. Findings – Shows that there are two main sets of reasons for the failure of performance management – system related and people related. System-related problems crop up while defining the performance goals or designing the appraisal system. People-related problems usually arise while discussing the results of appraisals. Practical implications – Investigates the importance of the three key elements of performance appraisal – the appraiser, the appraisal period and the rating method. Social implications – Shows how important performance appraisal can be in the modern business world where skilled and talented workers are at a premium. Originality/value – Argues that present-day organizations need to develop an ongoing process to manage employee performance, make sure the right things are being measured, and that the feedback is carried out as constructively as possible.

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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.

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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.

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In this study, one hundred and eight state and federal employees responded to a questionnaire concerning their feelings of discomfort during performance appraisal. It was hypothesized that performance appraisal discomfort (PAD) would be positively related to beliefs concerning the importance of performance appraisal. Furthermore, it was hypothesized that, controlling for age and experience, communication reticence would be positively related to PAD. Finally, it was hypothesized that, controlling for communication reticence, length of rater-ratee relationship would be negatively related to PAD. Regression analysis demonstrated a significant relationship between beliefs about performance appraisals and PAD, as well as between communication reticence and PAD. Contrary to predictions, length of rater-ratee relationship did not have a significant impact on PAD.

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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.

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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.

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<span>This paper discusses the relationship between the frequency of performance appraisal and escalation of commitment to a losing course of action. It is commonly thought that the more often employees are appraised, the more effective they become. Contrary to this view, we discuss conditions that cause employees, particularly project managers responsible for capital budgeting decisions, to stick with decisions that have been shown to result in negative consequences for the company. We report the results of a set of work place simulations where the frequency of performance appraisal affected the length of commitment to losing courses of action as well as the managers perceptions about their personal benefits resulting from those decisions. The results suggest that frequent performance appraisals during the course of long-term projects may divert managers from the profit maximization goal sought by the owners of the firm.</span>

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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.

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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.

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PurposeIntroduces the primary concepts behind the practice of action inquiry. Then, examines what current literature suggests about components of the performance appraisal process and identifies areas where applying action inquiry concepts can add a new dimension to our current understanding.Design/methodology/approachApplies action inquiry, a concept from the organizational learning and change literatures, to suggest ways to infuse meaning and mutuality into appraisal discussions to help organizational leaders and members learn and develop. Ways to do so are demonstrated through a review and discussion of seven principal research streams in the current appraisal literature.FindingsAn action inquiry approach can address many of the limitations inherent in the appraisal process and refocus appraisals as developmental tools. Potentially, appraisals can act as forums to open dialogue, invite participation and build relationships around re‐visioning one's work and career. The process can become instrumental to continual quality improvement and organizational growth suggests that a rich opportunity exists to make the performance appraisal process developmentally meaningful for individuals and potentially transformative for organizations.Originality/valueDiscusses seven themes addressed in performance appraisal research and poses new possibilities that emerge when these themes are examined through an action inquiry lens.

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11

Lyons, Thomas F., and Thomas J. Callahan. "A Third Role in Performance Appraisal: A Suggestion from the Medical Care Quality Appraisal Systems." Public Personnel Management 25, no. 2 (June 1996): 133–40. http://dx.doi.org/10.1177/009102609602500201.

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Practitioners and theorists alike increasingly have become dissatisfied with formal performance appraisals. A focus on the structural aspects of appraisals, as developed in the health care industry, is offered as a meaningful addition to traditional performance appraisal methods.

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12

Amnions, David N. "Executive Satisfaction with Managerial Performance Appraisal in City Government." Review of Public Personnel Administration 8, no. 1 (September 1987): 33–48. http://dx.doi.org/10.1177/0734371x8700800103.

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The methods used by municipal executives to appraise the performance of upper management subordinates differ substantially among major U.S. cities. Responses from 122 municipalities indicate a wide variety of appraisal techniques in use by cities that systematically assess managerial performance, but further reveal that less than two-thirds use any kind of formal, documented system whatsoever. In this article, appraisal system characteristics are examined for their relationship to executive satisfaction with appraisal practices. The findings suggest that system conformance to initial design, subordinate involvement, and feedback frequency are among the system characteristics most relevant to chief executive satisfaction with upper management appraisal.

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13

Mujtaba, Bahaudin G., Hallie Fisher, Anne-Sophie Friis, Nadine Johnson, Leah Kirkwood, and Gerardo Flores. "Expatriate Performance Appraisal Management: The Use Of A 360-Degree Feedback At Nokia Telecommunications." Journal of Business Case Studies (JBCS) 5, no. 1 (June 24, 2011): 45. http://dx.doi.org/10.19030/jbcs.v5i1.4693.

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Performance management systems are now being used as a comprehensive human resource management tool to evaluate the performance of employees through objective setting, performance appraisal and feedback, continuous training, and career development. The focal point of this article is Nokia Telecommunications, a multinational corporation with extensive experience in sending and receiving people on foreign assignments. The paper discusses performance management systems with a focus on appraisals for expatriates. Given performance appraisal challenges for expatriates, an overview assessment (using Nokia) is offered, a problem is highlighted, and a solution is presented. From the analysis and findings, an alternative performance management system of appraisals is recommended for implementation with Nokia employees working abroad and other expatriates.

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14

Špalková, Dagmar, David Špaček, and Juraj Nemec. "Performance Management and Performance Appraisal: Czech Self-Governments." NISPAcee Journal of Public Administration and Policy 8, no. 2 (December 1, 2015): 69–88. http://dx.doi.org/10.1515/nispa-2015-0009.

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Abstract Managing and measuring performance became an important part of administrative reforms motivated by the New Public Management ideology. However, a badly implemented system designed for measuring and managing performance may distort the behaviours of actors. The goal of this paper is to outline the preliminary picture of the current situation of performance management generally and particularly of performance appraisal at the level of the Czech local and regional self-governments. The presented data, despite the fact that our field research covers only a non-representative samples of the “best” self-government bodies, show first that performance and quality management is not a neglected area in the Czech Republic. Its practice is rather decentralized, and the central government focuses on methodical support and coordination rather than on being strict and requiring certain tools to be implemented. The core problems revealed by the interviews are that the implementation of new instruments is usually based on a trial-and-error approach in its beginnings and that the implementation is award- and project-driven. Our preliminary data clearly indicate that the performance-appraisal situation is even more problematic - they indicate that performance-appraisal systems are introduced in only a limited number of self-government authorities. The set of criteria used in the evaluation is problematic, and the objectives of the performance appraisal are unclear for managers. As a general rule, a performance-appraisal system is not directly linked with implemented performance management and especially not with a payment system.

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Dulewicz, Chris, Mike Young, and Victor Dulewicz. "The relevance of emotional intelligence for leadership performance." Journal of General Management 30, no. 3 (March 2005): 71–86. http://dx.doi.org/10.1177/030630700503000305.

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Leadership and Emotional Intelligence have become hot topics in organisations and management in recent years. This study explores the relationship between Emotional Intelligence, Leadership and Job Performance of Officers and Ratings within the Royal Navy. In particular, the focus is on the three elements of the new Leadership Dimensions Questionnaire (LDQ) – Intellectual (‘IQ’), Emotional (‘EQ’) and Managerial (‘MQ’) Competencies. These are related to performance measures derived from formal performance appraisals. Seven hypotheses were tested and all were fully or partially supported. Results showed that IQ, EQ and MQ were all related to overall performance and to Officer leadership appraisal, but not Ratings leadership appraisal. EQ made a greater contribution to overall performance, to Officer leadership appraisal and to all three leadership styles.

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16

DeNisi, Angelo S., and Robert D. Pritchard. "Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework." Management and Organization Review 2, no. 2 (July 2006): 253–77. http://dx.doi.org/10.1111/j.1740-8784.2006.00042.x.

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Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

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17

Brucks, Alan. "Performance appraisal." Health Care Manager 3, no. 4 (July 1985): 17–30. http://dx.doi.org/10.1097/00126450-198507000-00004.

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18

Ng, S. Thomas, and Martin Skitmore. "DEVELOPING A FRAMEWORK FOR SUBCONTRACTOR APPRAISAL USING A BALANCED SCORECARD." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 20, no. 2 (March 10, 2014): 149–58. http://dx.doi.org/10.3846/13923730.2013.802705.

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Subcontractors contribute significantly to construction projects and their performance can seriously affect over-all project success. It is crucial, therefore, to appraise the performance of subcontractors to ensure they satisfy the client's expectations and project requirements. To increase the transparency and accuracy of subcontractor appraisal, the baseline and target performance levels should be set at the outset so that the appraisers and those being appraised realize exactly what standards are to be achieved. The balanced scorecard, being a powerful tool for performance appraisal, offers a potentially good approach for modeling the subcontractor appraisal process. In this paper, an approach to developing a balanced scorecard subcontractor appraisal model is proposed and demonstrated through a questionnaire survey administered in Hong Kong and from which the baseline and target performance levels for large-scale skilled subcontractors are identified. A case example is used to illustrate the operation of the model. Finally, a means by which the model may be validated is demonstrated through the use of field experts. The results demonstrate the feasibility of developing a balanced scorecard model that can help improve the transparency of subcontractor appraisal despite the baseline and target performance levels changing according to the project characteristics, subcontractor categories and size.

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Arogundade, Oluwasefunmi 'Tale, Bolanle Ojokoh, Mojisola Grace Asogbon, Oluwarotimi Williams Samuel, and Babatope Sunday Adeniyi. "Fuzzy Driven Decision Support System for Enhanced Employee Performance Appraisal." International Journal of Human Capital and Information Technology Professionals 11, no. 1 (January 2020): 17–30. http://dx.doi.org/10.4018/ijhcitp.2020010102.

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Employee performance appraisal is often considered a core management task in most standard organizations because it could potentially inspire an employee towards the pursuit of organizational goals and objectives. Meanwhile, issues such as delay in appraisal processes, inevitable human error, and emotional status of the appraiser, are common with the traditional appraisal methods. Hence, this research proposes a fuzzy decision-support system based on Henri Fayol's 14 principles of management for the appraisal of employees' performance. A questionnaire consisting of 44 structured questions was designed based on these principles and administered to the employees of Babcock University, Ilisan-Remo, Ogun State, Nigeria. Fuzzy inference system that incorporates Mamdani computational technique was built based on the feedback extracted from the questionnaires, and used for appraising the employee performance. Experimental results show that the proposed system could predict the appraisal status of an employee with 75% accuracy in comparison to the conventional appraisal method.

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20

Ong, Peter, Mohd Zuri Ghani, Md Jais Bin Ismail, and Christina Sim Pei Pei. "Performance Appraisal Management in A Malaysian Secondary School." Malaysian Journal of Social Sciences and Humanities (MJSSH) 6, no. 4 (April 8, 2021): 297–307. http://dx.doi.org/10.47405/mjssh.v6i4.753.

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The purpose of this study is to explore the implementation of performance assessment in one of the Malaysian public secondary schools. Topics like what is a performance appraisal; the goal of having a performance appraisal in school; the processes for conducting performance appraisal at school; the benefits of having a performance appraisal in school; how performance appraisal affects school improvement; ways to improve performance appraisal in school; common problems with school performance appraisal are explored. There are six respondents have been selected in this case study including one principal and six teachers from an urban school in Malaysia. Eight open ended questions have been developed for the interview session with the principal and two open ended questions with teachers. Data were collected with personal in-depth interview and group interview. The results revealed that performance appraisal is important for the principal to track teachers’ productivity, to improve their career, provide a brighter career pathway and help teachers to improve their job quality. Teacher in the other hand thought that the performance appraisal should have stringent criteria and fair evaluation. It is recommended that this process need a highly cooperation and two-way communication between both parties of principal and teachers.

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Amann, Mary. "Performance Management Part 2: Performance Review and Appraisal." AAOHN Journal 44, no. 8 (August 1996): 421–22. http://dx.doi.org/10.1177/216507999604400810.

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22

Chen, Lu, Jian Xin Zhou, Hong Wang, and Xiao Yuan Ji. "Design and Implementation of Performance Appraisal System for Foundry Enterprises." Advanced Materials Research 291-294 (July 2011): 3189–94. http://dx.doi.org/10.4028/www.scientific.net/amr.291-294.3189.

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Performance appraisal, an effective method for human resource management, is getting increasing attention by more and more foundry enterprises. Traditional manual methods, though laborious and not conductive to the management, have been widely used to appraise employee’s performance in the past years. Most domestic foundry enterprises have achieved a certain extent of informationization, during which lots of valuable data are accumulated, but these data rarely play a significant role in performance appraisal. In order to solve these problems, this paper analyzes the features of performance appraisal methods of these foundry enterprises, then designs and implements a Performance Appraisal System (PAS) based on data integration. PAS is suitable for enterprises at different informationization levels. The aim of PAS is to achieve a more rapid, fair and accurate performance appraisal and help to promote informationization of foundry enterprises.

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23

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

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Attri, Rekha, and Rahul Bairagi. "Performance management system – Core Business School." CASE Journal 13, no. 2 (March 6, 2017): 294–307. http://dx.doi.org/10.1108/tcj-06-2016-0051.

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Synopsis This case about the Core Business School enunciates the development of a performance appraisal criterion for the faculty members. The case highlights the situation when despite the administration of an appraisal process for the academic year 2012-2013, there was a uniform increment announced which was lower than the previous year’s increment on the pretext that the admission numbers for the next academic session were much low. The faculty and staff were in a dilemma of whether to continue in such an organization where the absence of a formal appraisal system would hamper their career progression or wait for another year for things to change. Research methodology This case is developed after an in-depth interview with the dean academics and the HR faculty of the Core Business School who headed the designing of the performance appraisal system and thereafter its implementation. Relevant courses and levels This case can be used for the elective course on performance management or human resource management course in MBA program.

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25

Stetz, Thomas A., and Todd L. Chmielewski. "Efficiency Ratings and Performance Appraisals in the United States Federal Government." Industrial and Organizational Psychology 9, no. 2 (June 2016): 270–75. http://dx.doi.org/10.1017/iop.2016.10.

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As industrial–organizational (I-O) psychologists and longtime employees, we have developed and implemented appraisal systems and have been subjected to and have subjected others to appraisals. We have thus viewed performance appraisals from all angles, seeing the good, the bad, and the downright ugly. We believe that all of the points discussed by Adler et al. (2016) about retaining or eliminating performance ratings have merit and address the realities of the current state of affairs in performance appraisal practice and research. However, as Wiese and Buckley (1998) point out, organizations survived quite well for centuries without formal appraisal systems, which raises the question, “Why do formal performance appraisal systems exist?” One inescapable yet surprisingly undiscussed reason is that it is a legal and/or regulatory mandate for 4,185,000 U.S. federal government employees (Office of Personnel Management, 2015a). Eliminating performance ratings for these workers would literally require an act of Congress.

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Brijesh Goswami, Brijesh Goswami. "Performance Appraisal-Management by Objective and Assessment Centre–Modern Approaches to Performance Appraisal." IOSR Journal of Business and Management 7, no. 5 (2013): 24–28. http://dx.doi.org/10.9790/487x-0752428.

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Lin, Yu-Chun, and J. Edward Kellough. "Performance Appraisal Problems in the Public Sector: Examining Supervisors’ Perceptions." Public Personnel Management 48, no. 2 (September 26, 2018): 179–202. http://dx.doi.org/10.1177/0091026018801045.

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Employee perceptions of performance appraisal processes have received considerable attention in the public management literature, but the views of supervisors who actually conduct the appraisals have received relatively little consideration. This article addresses that gap in the literature by examining supervisors’ perceptions of individual employee performance appraisal in the U.S. federal service in an attempt to identify structural and operational problems associated with that system as viewed by those responsible for making it work. Data are drawn from a Merit Systems Protection Board (MSPB), Merit Principles Survey, which contained a section asking supervisors to evaluate nine potential problems associated with performance appraisal. Responses indicated that inflated ratings, flawed standards, and a lack of support were the most problematic aspects of the appraisal process. An agency’s use of performance-based rewards, a supervisor’s belief that his or her own performance is assessed objectively, and supervisor age are consistent predictors of supervisors’ perceptions.

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28

Saul, P. "Rethinking Performance Appraisal." Asia Pacific Journal of Human Resources 30, no. 3 (March 1, 1993): 25–39. http://dx.doi.org/10.1177/103841119303000303.

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Rana, Geeta. "Performance appraisal powers growth at Havell’s India." Human Resource Management International Digest 22, no. 5 (July 8, 2014): 8–10. http://dx.doi.org/10.1108/hrmid-07-2014-0094.

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Purpose – This paper aims to explores the development of a new performance-appraisal system that has enabled Havell’s, one of India’s largest and fastest-growing electrical and power-distribution-equipment manufacturers, to identify and invest in talented people early to build their skills. Design/methodology/approach – A wide range of performance-appraisal issues has been examined. Findings – This paper reveals that appraisals are plotted on a performance matrix tool that not only evaluates the “what” of performance but also the “how”. The system provides feedback from superior, peer group and subordinates. Assessment on potential is communicated transparently to all employees for building the competencies linked to successful performance. Practical implications – It is suggested that organizations should develop a transparent performance-management system to bring out the best in people. Social implications – This paper argues that, if performance-appraisal practices are effectively managed and successfully deployed, they could increase the long-term satisfaction of employees. Originality/value – This paper provides plenty of useful information about an important issue.

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30

Eilon, Samuel. "More on performance appraisal." Omega 15, no. 5 (January 1987): 339–43. http://dx.doi.org/10.1016/0305-0483(87)90033-8.

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Rankin, Gregory D., and Brian H. Kleiner. "EFFECTIVE PERFORMANCE APPRAISAL." Industrial Management & Data Systems 88, no. 1/2 (January 1988): 13–17. http://dx.doi.org/10.1108/eb057500.

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Rubin, Ellen V., and Amani Edwards. "The performance of performance appraisal systems: understanding the linkage between appraisal structure and appraisal discrimination complaints." International Journal of Human Resource Management 31, no. 15 (January 11, 2018): 1938–57. http://dx.doi.org/10.1080/09585192.2018.1424015.

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BUECHLEIN-TELUTKI, MARY S., YVONNE BILAK, MELODIE MERRICK, MICHELLE REICH, and DOREEN STEIN. "Nurse Manager Performance Appraisal." Nursing Management (Springhouse) 24, no. 10 (October 1993): 48???51. http://dx.doi.org/10.1097/00006247-199310000-00011.

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34

Hunuganahalli Paramesh, Athmeeya, Vishal Samartha, Rajesha Thekkekutt Mathukutti, and Iqbal Thonse Hawaldar. "Manifestation of idiosyncratic rater effect in employee performance appraisal." Problems and Perspectives in Management 18, no. 3 (September 11, 2020): 224–32. http://dx.doi.org/10.21511/ppm.18(3).2020.19.

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Performance appraisal is the bedrock of talent management and has received much attention from scholars and researchers alike in their pursuit to develop accurate, objective, and robust Performance Management Systems (PMS). Through survey questionnaire the present study examines the prevalence of idiosyncratic rater biases on the performance appraisal systems and evaluates the measure of its impact. The correlations between the personality traits and the similarities of the raters’ workplace characteristics with the raters’ performance ratings are also determined. The study has provided empirical evidence of the manifestation of idiosyncratic rater bias in the company under study. The idiosyncratic rater tendencies showed a significant impact on performance ratings. It was seen that about one-third of the variations in the ratings were resultant of the idiosyncratic factors, such as similarities in the personality traits and workplace identities. It is also found that there exists a positive correlation between the similarities in the identities, as well as the personality traits of the raters and the ratees, and the way the rating awarded by the rater.

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35

Petasis, Andreas, Stylianos Christodoulou, and Alexia Louca. "Employees Perception on Performance Appraisal Effectiveness in The Cyprus Public Sector (EAC)." IJHCM (International Journal of Human Capital Management) 4, no. 1 (June 4, 2020): 26–41. http://dx.doi.org/10.21009/ijhcm.04.01.03.

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Performance appraisals are important for effective evaluation and management of personnel. This research investigates the Electricity Authority of Cyprus’ employees’ perceptions of performance appraisal. Data were collected from 161 employees of the Organization, using an online semi-structured questionnaire, and analyzed using SPSS; the qualitative data were analyzed manually. The results of the study highlighted respondents’ perceptions with regard to the Organization’s performance management practices, which have a created a culture of mistrust towards the performance management system in use. The Organization’s present performance appraisal system seems to posit more shortcomings than strengths and it doesn’t seem to be integrated or linked with the organizational goals and missions of the Authority’s. The research has delivered some information on what needs to be changed in order to improve the current system. The findings have serious managerial implications for redesigning the performance appraisal system so as to be more effective, more credible and more transparent. These implications include actions towards introducing new methods, training the appraisers, increasing motivation and provision of resources for effective performance appraisal.

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Sims, Ronald R., John G. Veres, and Susan M. Heninger. "Training Appraisers: An Orientation Program for Improving Supervisory Performance Ratings." Public Personnel Management 16, no. 1 (March 1987): 37–46. http://dx.doi.org/10.1177/009102608701600105.

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This paper addresses management's need to train supervisory personnel in the use of employee performance appraisals. First, the application as well as the usefulness of the appraisal system is described — as dictated by and in relation to — recent litigation concerning discrimination charges. After exploration of the various approaches to employee evaluation, recommendations for effective training of supervisory personnel in implementing appraisal systems are presented. These recommendations take into consideration often neglected factors such as employee motivation, employee aptitude and discussion of performance evaluations with the employees.

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Balfour, Danny L. "Impact of Agency Investment in the Implementation of Performance Appraisal." Public Personnel Management 21, no. 1 (March 1992): 1–15. http://dx.doi.org/10.1177/009102609202100101.

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This article examines the experience of several agencies in Florida state government with their standards-based performance appraisal system and develops and tests a research strategy for determining the effect of agency investment in its implementation. Findings based on interviews of personnel managers and a survey of employees that suggest there are limits to the usefulness of performance appraisal which management must consider when deciding how to appraise and improve employee performance.

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Kenett, Ron S., David A. Waldman, and Spencer B. Graves. "Process performance appraisal systems: a working substitute to individual performance appraisal." Total Quality Management 5, no. 5 (January 1994): 267–80. http://dx.doi.org/10.1080/09544129400000047.

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Miller, E. "The Performance Appraisal." IEEE Potentials 16, no. 2 (1997): 20–21. http://dx.doi.org/10.1109/mp.1997.582455.

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Culbertson, Satoris S., Jaime B. Henning, and Stephanie C. Payne. "Performance Appraisal Satisfaction." Journal of Personnel Psychology 12, no. 4 (January 2013): 189–95. http://dx.doi.org/10.1027/1866-5888/a000096.

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Employee satisfaction with performance appraisal (PA) plays a large role in the perceived effectiveness of PA. We examined the joint effects of feedback sign (positive or negative) and three goal orientation dimensions (learning, performance-prove, performance-avoid) on PA satisfaction. Results revealed the negative relationship between negative feedback and PA satisfaction was stronger for those higher in performance-prove (PPGO), performance-avoid, and learning goal orientation. Additionally, the relationship between positive feedback and PA satisfaction was stronger for individuals low on PPGO and weaker for individuals high on PPGO. Implications for enhancing PA reactions are discussed.

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Halachmi, Arie. "From Performance Appraisal to Performance Targeting." Public Personnel Management 22, no. 2 (June 1993): 323–44. http://dx.doi.org/10.1177/009102609302200212.

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This paper argues that performance appraisal as a method of studying what an employee (or a team) has accomplished in the past is expensive, has limited value, and may even be dysfunctional for improving future performance. The paper suggests replacing performance appraisal with performance targeting—a concept that embraces a strategic perspective and an orientation toward the future. Performance targeting shifts the focus from documenting and evaluating an employee's work to assesssing the partnership between a subordinate and a supervisor. In this relationship the supervisor and the subordinate share the responsibility for attaining desired results.

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Pujiarti, Pujiarti, Rinintha Parameswari, and Suhendar Janamarta. "Performance Appraisal Standardization Of Educational Manpower And Education Management." Primanomics : Jurnal Ekonomi & Bisnis 19, no. 1 (January 4, 2021): 118. http://dx.doi.org/10.31253/pe.v19i1.510.

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Performance appraisal is a planned process and must be carried out periodically to measure the success of the education and learning process. The author limits the discussion in this article to the aspects that must be assessed for educators and education personnel. The current problems are the absence of segregation of the assessed aspects, there are not any standardized of scoring system, and determination of benchmarks used in the assessment. The results of the performance assessment lie with the appraiser who assesses the teaching staff and education staff objectively and not subjectively based on the aspects that must be assessed. The success of the education and teaching process lies in the contribution of the teaching and education personnel performance according to predetermined standards.

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Chen, Tingting, Peiguan Wu, and Kwok Leung. "Individual performance appraisal and appraisee reactions to workgroups." Personnel Review 40, no. 1 (February 16, 2011): 87–105. http://dx.doi.org/10.1108/00483481111095537.

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Daley, Dennis M. "Pay for Performance, Performance Appraisal, and Total Quality Management." Public Productivity & Management Review 16, no. 1 (1992): 39. http://dx.doi.org/10.2307/3380804.

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DeNisi, Angelo S., and Kevin R. Murphy. "Performance appraisal and performance management: 100 years of progress?" Journal of Applied Psychology 102, no. 3 (2017): 421–33. http://dx.doi.org/10.1037/apl0000085.

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Vinje, Marianne, and Frøydis Vasset. "Justice in performance appraisal." International Journal of Public Sector Performance Management 6, no. 6 (2020): 843. http://dx.doi.org/10.1504/ijpspm.2020.10032616.

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Vasset, Frøydis, and Marianne Vinje. "Justice in performance appraisal." International Journal of Public Sector Performance Management 6, no. 6 (2020): 843. http://dx.doi.org/10.1504/ijpspm.2020.110992.

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Agyare, Ramous, Ge Yuhui, Lavish Mensah, Zipporah Aidoo, and Isaac Opoku Ansah. "The Impacts of Performance Appraisal on Employees’ Job Satisfaction and Organizational Commitment: A Case of Microfinance Institutions in Ghana." International Journal of Business and Management 11, no. 9 (August 18, 2016): 281. http://dx.doi.org/10.5539/ijbm.v11n9p281.

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Performance appraisal is credited by researchers as a tool for spurring employees towards the attainment of organizational goals. Considering employees’ attitudes as a vital component in the attainment of organizational goals, this study investigated the impacts of performance appraisal on the job-satisfaction and commitment of employees. The study used a descriptive research design. A stratified random sampling was used to sample 200 respondents from Microfinance organizations in Ghana. The study used questionnaires as its data collection instrument. Regression Analysis and correlations were used to analyze the data collected. The study revealed that employees’ job satisfaction is positively related to and impacted by fairness in the appraisal system, linking appraisals with promotion, clarity of roles and feedback about their performance. The study also revealed that employees’ commitment is positively related to and impacted by the linkage of appraisals with salary, identification of training needs, clarity of performance appraisal purpose and employee involvement in the formulation of appraisal tools. The study recommends that organizations comply with rewards systems linked to performance levels, provide training to employees identified to be in need of training so as to further enhance the relevance of performance appraisal, and also instigate and/or maintain communication between management staff and their subordinates especially with regards to their performance.

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Rowland, Caroline Ann, and Roger David Hall. "Organizational justice and performance: is appraisal fair?" EuroMed Journal of Business 7, no. 3 (September 14, 2012): 280–93. http://dx.doi.org/10.1108/14502191211265334.

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PurposeIn a changing economic climate, characterised by pressures to improve productivity and reduce costs, performance management has a more central role in helping to ensure competitive advantage. Appraisals have become an almost universal feature of modern organizations and it is essential that they are perceived as fair if they are to bring about commitment to discretionary effort, which is increasingly a key feature in gaining competitive advantage. The purpose of this paper is to examine the outcomes and processes of performance appraisal through the concept of organizational justice.Design/methodology/approachThis paper uses the concept of organizational justice to explore the outcomes, procedures and implementation of appraisal in contemporary organizations. It draws on a range of theoretical frameworks from both philosophy and social science, examines current practices and experiences and looks at future trends. Empirical research includes a ten‐year longitudinal study of practising managers and ethnography, questionnaires and interviews.Research limitations/implicationsThe authors conclude that appraisal frequently creates both actual and perceived injustice in organizations and a tension between managing performance and encouraging engagement, which is dependent on perceptions of fairness. The authors place appraisal within a framework of organizational justice and encourage further research into areas of organizational effectiveness.Originality/valueThe research clearly indicates that both managers and employees see a potential for appraisal, which is rarely achieved in practice. It opens up a dialogue linking the performance agenda with issues of development, motivation and perceptions of justice in the search for models of competitive advantage. This research also confirms the findings of others, most significantly in terms of reinforcing perceptions of dishonesty, mistrust, inequity and managerialism.

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Cappelli, Peter, and Martin J. Conyon. "What Do Performance Appraisals Do?" ILR Review 71, no. 1 (March 1, 2017): 88–116. http://dx.doi.org/10.1177/0019793917698649.

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Performance appraisals, the evaluation of an employee’s job performance over the previous period by one’s supervisor, are a standard practice in virtually every organization. They are one of the most important, time-consuming, and unpopular tasks in management. Despite this, remarkably little is known about how performance appraisals operate, especially their consequences. Indeed, much of what is written from a practitioner perspective typically suggests that they do little. By contrast, we document empirical evidence of the importance of performance appraisals using data from a large US corporation. The results in this case show that appraisals are informative and directly influence many dimensions of employee outcomes, including employee bonuses, merit pay, employee promotions, and decisions to exit the firm. The evidence shows that the appraisal process here is consistent with a relational, open-ended view of employment. It is not consistent with the common economic view that performance appraisals simply settle-up contractually based employment relationships.

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