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Artykuły w czasopismach na temat „Evaluation of employee”

Autor: Grafiati

Data publikacji: 3 czerwca 2025

Data aktualizacji: 31 lipca 2025

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1

Fisher, Joseph G., Laureen A. Maines, Sean A. Peffer, and Geoffrey B. Sprinkle. "An Experimental Investigation of Employer Discretion in Employee Performance Evaluation and Compensation." Accounting Review 80, no. 2 (2005): 563–83. http://dx.doi.org/10.2308/accr.2005.80.2.563.

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Employment relationships provide fertile ground for both employee and employer opportunism. Employers worry about whether employees will devote sufficient effort to work, and employees are concerned about whether employers will compensate them appropriately. In this paper, we examine whether employer discretion over the size of the total employee compensation pool and the allocation of this pool among employees influences employee and employer opportunism. The results of our experiment indicate that firm output and employees' compensation are greater when the employer does not have discretion

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Tahreem, Baloch. "Investigating the Relationship between Identity-Based Leadership and Employee Engagement with Employee Core Self-Evaluation." Global Social Sciences Review 4, no. 3 (2019): 170–80. https://doi.org/10.31703/gssr.2019(IV-III).22.

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Based on social identity approach, present research intends to investigate the impact of identity-based leadership on employee engagement, through the mediating role of employee core-self evaluations. Confirmatory factor analysis (CFA) was employed to demonstrate the validity and reliability of the measurement model. Structural equation modeling (SEM) was employed to test the hypothesized model. The proposed model was supported empirically by data collected from 327 employees who work in the telecom sector of Pakistan. The result indicated that employees Core selfevaluations act as a mediator

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3

Baloch, Tahreem, Muhammadi Sabra Nadeem, and Muhammad Zia-ur-Rehman. "Impact of Employees Core Self-Evaluations on Employee Engagement: Moderating Role of Organizational Culture." Review of Economics and Development Studies 5, no. 2 (2019): 303–14. http://dx.doi.org/10.26710/reads.v5i2.538.

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Core self-evaluations have predictive value for crucial work outcomes. However, less attention is given to examine the relationship between employee core self evaluations and employee engagement. Based on trait activation theory present study propose a research framework that examines the relationship of employee core self evaluations with employee engagement accompanied by organizational culture as a moderator. It was assumed that employees core self evaluation traits significantly interacts with their perception about the organizational culture and produce valuable work outcome like employee

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4

Susanti, Susi. "SISTEM INFORMASI EVALUASI KARYAWAN BERBASIS WEB PADA PT PRAWEDA CIPTAKARSA INFORMATIKA JAKARTA." Jurnal Riset Informatika 1, no. 3 (2019): 147–52. http://dx.doi.org/10.34288/jri.v1i3.104.

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The evaluation process at PT. Praweda Ciptakrsa Informatika is still conventional. During this time the competency methods in PT. Praweda Ciptakarsa Informatika is still not in line with employee expectations, because there are still non-transparent assessments made during performance appraisals. To answer the above problems, companies need a system that can store data and information about performance evaluation parameters, store evaluation results, and assist team leaders in carrying out employee performance evaluation processes. Employee information systems can produce employee evaluation r

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Hasu, Mervi, Laura Honkaniemi, Eveliina Saari, Tuuli Mattelmäki, and Leena Koponen. "Learning employee-driven innovating." Journal of Workplace Learning 26, no. 5 (2014): 310–30. http://dx.doi.org/10.1108/jwl-10-2013-0079.

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Purpose – The purpose of this paper is to introduce a workshop process to enhance the learning of employee-driven innovating (LEDI) and to evaluate in multiple ways the practical effects of the LEDI process, which aimed to enhance the employee-driven innovation practices at workplace level in a public organisation. Although front-line employees are increasingly encouraged to participate in innovation, organisations lack multi-level knowledge on the practices, outcomes and effects of participation. Design/methodology/approach – A six-month development process (LEDI) was conducted to empower fro

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Duda, Jiří. "Evaluation to providing of employee benefits related to gender of employees." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 55, no. 6 (2007): 209–14. http://dx.doi.org/10.11118/actaun200755060209.

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Providing employee benefits is a form of rewarding employees just for the fact that they are employees of the organization. The aim of paper was to find out, whether there exists a relation between the gender of respondents and their answers. It came from certain premises of research results, which were fulfilled. It was found that not providing employee benefits is not a reason for termination of the employment and search for a new job (86 % respondents). Employees (more than 80 %) prefer the possibility to choose between employee benefits, and employers should react to this information throu

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Hussein, Waal Neamah, and Baharuddin M. Hussin. "The Moderating Role of Job Satisfaction and Core Self-Evaluation, Between Employer Branding Factors and Employee Retention." International Journal of Human Resource Studies 15, no. 1 (2025): 76. https://doi.org/10.5296/ijhrs.v15i1.22395.

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Employee retention represents a strategic and integrated process that begins with an examination of the reasons employees choose to join an organisation. The human resource strategies implemented by a firm significantly impact an employee's decision to remain within that organisation. Grounded in social exchange theory, it is posited that when employees perceive their contributions as valuable, they are more likely to stay. However, there is a notable lack of studies that extend the model of employer branding factors influencing employee retention. This study argues that job satisfaction and i

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8

Masi, Dale A., and Michelle E. Goff. "The Evaluation of Employee Assistance Programs." Public Personnel Management 16, no. 4 (1987): 323–27. http://dx.doi.org/10.1177/009102608701600404.

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As employee assistance programs have gained popularity, more and more managers are asking for ways to prove that EAPs are cost-effective. Out of that need, the field of EAP evaluation was born. The author discusses the growing field of EAP evaluation—both qualitative and quantitative—and also raises some of the confidentiality issues that arise when third-party evaluations of EAP services are conducted.

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9

Sonhaji and Dwi Atmoko. "Enhancing Employee Performance Evaluation Application Using the Simple Additive Weighting (SAW) Method." ALCOM: Journal of Algorithm and Computing 1, no. 2 (2025): 54–60. https://doi.org/10.63846/a5b9yr35.

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Accurate and objective employee performance evaluation remains a challenge for many organizations, often due to subjective assessments and a lack of standardized criteria. To address this problem, this study proposes the development of a web-based Decision Support System (DSS) utilizing the Simple Additive Weighting (SAW) method to support fair and transparent employee evaluations. The system was designed to assist the CV. Lestari Indojaya selects the best-performing employees based on multiple performance indicators, including job knowledge, work initiative, productivity and efficiency, commu

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10

Baloch, Tahreem, Muhammadi Sabra, and Muhammad Zia-ur- Rehman. "Investigating the Relationship between Identity-Based Leadership and Employee Engagement with Employee Core Self-Evaluation." Global Social Sciences Review IV, no. III (2019): 170–80. http://dx.doi.org/10.31703/gssr.2019(iv-iii).22.

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Based on social identity approach, present research intends to investigate the impact of identity-based leadership on employee engagement, through the mediating role of employee core-self evaluations. Confirmatory factor analysis (CFA) was employed to demonstrate the validity and reliability of the measurement model. Structural equation modeling (SEM) was employed to test the hypothesized model. The proposed model was supported empirically by data collected from 327 employees who work in the telecom sector of Pakistan. The result indicated that employees Core selfevaluations act as a mediator

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11

Patel, Ekta V., Kirit J. Modi,, and Maitri H. Bhavsar. "Employee Performance Evaluation Using Machine Learning." International Journal of Advances in Engineering and Management 6, no. 11 (2024): 160–64. https://doi.org/10.35629/5252-0611160164.

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The application of machine learning (ML) in employee performance evaluation offers data-driven methods to improve traditional human resources (HR) processes, addressing issues of subjectivity and bias. This paper comprehensively reviews machine learning models, including predictive modelling, artificial neural networks (ANNs), natural language processing (NLP), and more related to employee performance evaluation. By analysing over 20 sources, this paper examines the effectiveness, limitations, and ethical considerations of ML-based performance evaluation systems. We explore how these approache

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Keong, Lai Mun, Chok Nyen Vui, and Lee Sook Ling. "Artificial Intelligence AI-Powered Employee Performance Evaluation." International Journal of Research and Innovation in Social Science IX, no. II (2025): 1352–65. https://doi.org/10.47772/ijriss.2025.9020109.

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In recent years, the integration of artificial intelligence (AI) into human resource management has revolutionized various HR functions, including employee performance evaluation and feedback mechanisms. This research investigates the impact of AI-powered performance evaluation systems on accuracy, fairness, and employee perceptions. By leveraging machine learning algorithms and advanced data analytics, AI-driven evaluation tools promise to provide more objective and comprehensive assessments of employee performance. This study explores the extent to which AI can enhance the accuracy of perfor

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13

Moore, Terry. "Employee Assistance Program Evaluation." AAOHN Journal 37, no. 12 (1989): 508–12. http://dx.doi.org/10.1177/216507998903701204.

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Taning, Ameilia Harum Khaerani, Justine Tanuwijaya, and Andreas Wahyu Gunawan P. "The Influence of Motivation, Employee Development and Teamwork on Employee Performance through Employee Engagement in Service Industry Employees." Journal La Bisecoman 5, no. 3 (2024): 365–73. http://dx.doi.org/10.37899/journallabisecoman.v5i3.1174.

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Objective: to analyze the influence of motivation, employee development and teamwork on employee performance through employee engagement in service industry employees. Research Method: The type of research method used in this research is descriptive quantitative with a cross sectional design using a questionnaire. The research sample was selected using convenience sampling and snowball sampling methods with a total of 120 respondents consisting of service industry employees in Jakarta and Kalimantan. Data analysis used to test the hypothesis uses Structural Equation Model (SEM) with the softwa

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15

Supiyandi, Supiyandi, Andysah Putera Utama Siahaan, and Alfiandi Alfiandi. "Sistem Pendukung Keputusan Pemilihan Pegawai Honorer Kelurahan Babura dengan Metode MFEP." JURNAL MEDIA INFORMATIKA BUDIDARMA 4, no. 3 (2020): 567. http://dx.doi.org/10.30865/mib.v4i3.2107.

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The employee is a person who works at the company with a predetermined time and also with a fixed salary as well. Honorary employees have fewer facilities than employees but. A company is not responsible for providing various traditional employer benefits, including taxes, social security and workers' compensation. Like a wise in the village office of Babura, each village office has a number of temporary employees to help work from the village office, including in Babura village office. This village also has several people as honorarium employees. In a certain period, employee salaries will ch

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16

Kuzior, Aleksandra, Józef Ober, and Janusz Karwot. "Employee Attitudes towards Employee Evaluation Systems in the Utility Sector: A Case Study of Sewage and Water Supply Ltd., Rybnik, Poland." Sustainability 14, no. 19 (2022): 12436. http://dx.doi.org/10.3390/su141912436.

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Employee evaluations are an extremely important element of human resource management. On the one hand, many studies have confirmed their indispensability, and on the other hand, they have been described as the most controversial elements of management that can lead to many conflict situations in an organization. The present study aimed to assess the attitudes of employees toward employee evaluation systems using the example of PWiK Rybnik (Sewage and Water Supply Rybnik). The municipal sector, and especially water and sewage companies, are characterized by an approach to the provision of servi

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17

Perry, Ronald W., and N. Joseph Cayer. "Evaluating Employee Assistance Programs: Concerns and Strategies for Public Employers." Public Personnel Management 21, no. 3 (1992): 323–34. http://dx.doi.org/10.1177/009102609202100304.

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The growth in numbers of Employee Assistance Programs (EAP) in the public sector in recent years raises questions about their effects for employers. However, effective evaluation appears to be elusive. The article examines the special issues surrounding EAPs with particular attention to the unique setting of public sector programs. A broad evaluation strategy is recommended and outlined, and suggestions for its use are made.

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Rikhotso, Oscar, Thabiso John Morodi, and Daniel Masilu Masekameni. "Occupational Health Hazards: Employer, Employee, and Labour Union Concerns." International Journal of Environmental Research and Public Health 18, no. 10 (2021): 5423. http://dx.doi.org/10.3390/ijerph18105423.

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This review paper examines the extent of employer, worker, and labour union concerns to occupational health hazard exposure, as a function of previously reported and investigated complaints. Consequently, an online literature search was conducted, encompassing publicly available reports resulting from investigations, regulatory inspection, and enforcement activities conducted by relevant government structures from South Africa, the United Kingdom, and the United States. Of the three countries’ government structures, the United States’ exposure investigative activities conducted by the National

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19

Durst, Phillip T., Stanley J. Moore, Caroline Ritter, and Herman W. Barkema. "Evaluation by employees of employee management on large US dairy farms." Journal of Dairy Science 101, no. 8 (2018): 7450–62. http://dx.doi.org/10.3168/jds.2018-14592.

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Akhtar, Mohammad Shakeel, Vimlesh Tanwar, and Nishtha Pareek. "Linking Performance Evaluation Techniques with Employee Engagement." Commercia 1, no. 1 (2025): 251009. https://doi.org/10.5281/zenodo.15501031.

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This paper assesses the role of different organizational performance appraisal techniques in reference to employee engagement in contemporary firms. The research intends to analyze the motivational impacts of directed performance evaluations, like 360-degree feedback and continuous monitoring on commitment from the employees. The study employs qualitative methods through literature and theoretical analysis, drawing on the JD-R model alongside Self-Determination Theory and Organizational Justice Theory. Results indicate that active participation and provision of feedback within performance syst

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Agustin, Anggi Permana, Shinta Siti Sundari, and Teuku Mufizar. "PENERAPAN METODE SIMPLE ADDITIVE WEIGHTING (SAW) PADA SISTEM PENDUKUNG KEPUTUSAN PENILAIAN KINERJA KARYAWAN PT. TELKOM AKSES TASIKMALAYA." JRIS : Jurnal Rekayasa Informasi Swadharma 5, no. 1 (2025): 99–107. https://doi.org/10.56486/jris.vol5no1.712.

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PT Telkom Akses is an entity that plays an important role in Indonesia's telecommunications industry, focusing on providing quality internet access. As a company with many employees, performance evaluation is important to assess each individual's contribution and performance quality. Currently, employee evaluations are still conducted manually, making the process time-consuming and prone to evaluator subjectivity. This research aims to develop a decision support system (DSS) for evaluating employee performance at PT Telkom Akses Tasikmalaya. The development of this decision support system (DSS

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Panjaitan, Moris Sarullo, Yesshy Vembryka Siahaan, Dhita Adriani Rangkuti, Selpya Ramawati Zega, and Bena Br Ginting. "Pengaruh Evaluasi Kerja, Pelatihan Dan Pengawasan Terhadap Peningkatan Mutu Kinerja Karyawan Pt.Nutrihub Medan." Journal of Economic, Bussines and Accounting (COSTING) 7, no. 1 (2023): 225–2246. http://dx.doi.org/10.31539/costing.v7i1.6536.

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This research was conducted to determine the effect of job evaluation, training and supervision on the quality of employee performance of PT. Nutrihub Medan. The purpose of this research is to find out and analyze how work evaluations are given to employees, how training is given to employees, how supervision is given to employees, and to find out how the e ffect of work evaluation, training and supervision simultaneously on the quality of employees performance of PT. Nutrihub Medan. This research uses quantitative methods with descriptive research types. Sampling was carried out using a satur

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Situmeang, Monica, and M. Fakhriza. "Employee Performance Evaluation Using ANP and TOPSIS." Journal of Information Systems and Informatics 6, no. 4 (2024): 3053–69. https://doi.org/10.51519/journalisi.v6i4.963.

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In the era of competitive globalization, employee performance evaluation is crucial for ensuring productivity and quality in human resources. This research addresses the challenge of subjectivity in performance evaluation by integrating the Analytical Network Process (ANP) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) methods. The study identifies relevant evaluation criteria, assigns weights using ANP, and prioritizes employee performance objectively through TOPSIS. Using a Research and Development (RnD) approach, data were collected via observations, interviews,

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Bowen, Gary L. "Evaluation of employee assistance programs." Evaluation and Program Planning 13, no. 4 (1990): 430–31. http://dx.doi.org/10.1016/0149-7189(90)90033-s.

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Majerčák, Jozef, Peter Majerčák, Anna Kurbatova, and Petr Kurenkov. "Employee Evaluation Project Using Feedback." Transport technic and technology 18, no. 2 (2022): 21–27. http://dx.doi.org/10.2478/ttt-2022-0007.

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Abstract At present, in business practice, we meet the requirements of the employer for employees to work better, faster and better in order to satisfy the customer as much as possible. It often happens that this requirement on the part of the employer is evaluated subjectively and then subsequently the presentation of the results of the employees’ work is not objective. Several methods can be used to improve the evaluation process, and in our case we used an evaluation system using a full-fledged feedback methodology.

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Wijekuruppu, Chamila Kumudunee, Alan Coetzer, and Pattanee Susomrith. "The prospective applicability of the strengths-based approach to managing and developing employees in small businesses." Journal of Organizational Effectiveness: People and Performance 8, no. 3 (2021): 323–46. http://dx.doi.org/10.1108/joepp-04-2020-0051.

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PurposeThe strength-based approach is promulgated as a management practice that improves individual productivity and performance. This study's purpose is to explore the prospective applicability of the strengths-based approach to managing and developing employees in small businesses. The study focuses on four domains of practice: selection, training, performance evaluation and task assignment.Design/methodology/approachThe study employed semi-structured, face-to-face interviews to obtain data. The units of analysis were managers and employees of small businesses. Eleven managers and 19 employe

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Madera, Juan M., D. Christopher Taylor, and Nelson A. Barber. "Customer Service Evaluations of Employees With Disabilities: The Roles of Perceived Competence and Service Failure." Cornell Hospitality Quarterly 61, no. 1 (2019): 5–18. http://dx.doi.org/10.1177/1938965519882315.

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Although employees with disabilities represent a significant percentage of the American hospitality labor force, they often face workplace discrimination. Despite this reality, no research has examined whether customer service evaluations are affected by employees with visible disabilities and the mechanisms behind why and when customer service evaluations can be negatively impacted by employee disability status. This is a significant gap in the literature focusing on disability discrimination because customers—through their customer service evaluations—play a significant role in the evaluatio

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Rianty Zabitha Siregar, Relita Buaton, and Rusmin Saragih. "Sistem Pendukung Keputusan Pemilihan Pegawai Non-PNS Terbaik di Dinas Pengendalian Penduduk Dan Keluarga Berencana Kota Binjai Menggunakan Metode Moosra Dan Roc." JURNAL PENELITIAN SISTEM INFORMASI (JPSI) 2, no. 4 (2024): 38–59. http://dx.doi.org/10.54066/jpsi.v2i4.2454.

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Employee evaluations within an organization are efforts to measure and motivate employees to enhance their skills and abilities. These evaluations are expected to help the organization assess and identify improvements or developments in employee capabilities to support the organization in achieving its goals. The evaluations are anticipated to produce fair and transparent results that are acceptable to all parties involved. The rapid advancement of information technology has brought changes to the employee evaluation process. Specifically, the Population Control and Family Planning Office of B

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Yosua Simbolon, Christian Wiradendi Wolor, and Marsofiyati Marsofiyati. "Analisis Evaluasi Kinerja Di PT Energi Unggul Persada." Jurnal Multidisiplin Indonesia 1, no. 4 (2023): 29–42. https://doi.org/10.62007/joumi.v1i4.105.

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Rapid and competitive industrial development encourages companies to improve their performance. Employee performance is an important factor in achieving competitive advantage. Performance evaluation is an integral part of human resource management that measures, manages and improves employee performance. This research was conducted at PT. Energi Unggul Persada (PT. EUP), a palm oil processing company. Pre-research with 20 PT employees. EUPs indicated that most did not regularly participate in performance evaluations, and their understanding of performance evaluations was limited. The research

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Carter, Melondie, Susan Gaskins, and Lynda Shaw. "Employee Wellness Program in a Small Rural Industry: Employee Evaluation." AAOHN Journal 53, no. 6 (2005): 244–48. http://dx.doi.org/10.1177/216507990505300604.

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The primary purpose of this study was to determine employees' perceptions of a wellness program resulting from collaboration between a small rural industry and a College of Nursing. Focus group methods were used to elicit evaluative data from 27 employees. A semi-structured interview guide of open-ended questions was used to elicit information. The employees readily identified the screenings and information they had received related to hypertension, blood sugar, and cholesterol to be helpful. Health behavior changes the employees identified based on the health promotion activities and screenin

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Handayani, Dwipa, and Rasim Rasim. "Decision Support System for Best Employee Evaluation Using the SMART Algorithm." International Journal of Information Technology and Computer Science Applications 2, no. 3 (2024): 169–81. http://dx.doi.org/10.58776/ijitcsa.v2i3.167.

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The use of information technology has permeated all areas, including employee performance evaluation, which plays a crucial role in company management. The success of a company is largely dependent on human resources, which are considered valuable assets due to their strong link to employee performance. This study focuses on the application of the SMART Algorithm in a Decision Support System designed for the evaluation of the best employees at PT Raharja Jaya Mandiri Bekasi. The main objectives of the study are to develop an employee evaluation system, apply the SMART Algorithm to make the eva

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Fan, Yuying, Qiujie Li, Shufen Yang, Ying Guo, Libin Yang, and Shibin Zhao. "Developing Tools for Identifying Employer and Employee Satisfaction of Nursing New Graduates in China." Scientific World Journal 2014 (2014): 1–7. http://dx.doi.org/10.1155/2014/384649.

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Purpose.Researchers developed evaluation tools measuring employment relevant satisfaction for nursing new graduates. The evaluation tools were designed to be relevant to nursing managers who make employment decisions and nursing new graduates who were just employed.Methods.In-depth interviews and an expert panel were established to review the activities that evaluate the employee and employer satisfaction of nursing new graduates. Based on individual interviews and literature review, evaluation items were selected. A two-round Delphi study was then conducted from September 2008 to May 2009 wit

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Hartline, Michael D., and O. C. Ferrell. "The Management of Customer-Contact Service Employees: An Empirical Investigation." Journal of Marketing 60, no. 4 (1996): 52–70. http://dx.doi.org/10.1177/002224299606000406.

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The authors develop and test a model of service employee management that examines constructs simultaneously across three interfaces of the service delivery process: manager-employee, employee-role, and employee-customer. The authors examine the attitudinal and behavioral responses of customer-contact employees that can influence customers’ perceptions of service quality, the relationships among these responses, and three formal managerial control mechanisms (empowerment, behavior-based employee evaluation, and management commitment to service quality). The findings indicate that managers who a

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Ayesha, Siddiqua, and Saravanan MP. "A Study on Employee Perceptive on 360° Feedback." Shanlax International Journal of Arts, Science and Humanities 7, no. 2 (2019): 1–10. https://doi.org/10.5281/zenodo.3575269.

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360° feedback is a modern method of employee performance evaluation. 360° feedback is the process of gathering con dential and anonymous feedback on an employee’s performance. This feedback comes from their peers, team leaders, mentors, subordinates, or even external stakeholders, such as customers and suppliers. The world of management is progressively getting aware of the fact that seeking and giving employees feedback regularly is necessary to increase employee engagement. Studies have also shown that organizations that adopt 360° assessment have a higher rate of employee

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Agbo, J. I., A. O. Okonkwo, and F. I. Ugwu. "Effect of Job Evaluation Techniques on Employee's Salary Structure in Organisation, South East, Nigeria." Contemporary Journal of Management 5, no. 2 (2023): 30–42. https://doi.org/10.5281/zenodo.8358988.

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<em>This study examined the effect of job evaluation techniques on employees’ salary structure in organizations in Nigeria. Specifically, the study adopted employee skills and working conditions as an independent variable while the organizational salary structure serves as a dependent. A descriptive cross-sectional research design was adopted for the study. The responders were selected at random from among the numerous corporate divisions, including the procurement, finance, and human resources divisions. Purposive sampling was used to choose these organizations for the investigation. Th

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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 (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 disc

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Macwan, Nisha, and Priti Srinivas Sajja. "Soft Computing Techniques for Employee Evaluation: Designing Framework of Artificial Neural Network for Employee Evaluation." Journal of Computational Intelligence and Electronic Systems 1, no. 1 (2012): 94–98. http://dx.doi.org/10.1166/jcies.2012.1008.

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Ansari, Nareen, and Neha Vora. "Employee Promotion Evaluation and Prediction using Machine Learning." Journal of Information Technology and Digital World 6, no. 4 (2024): 317–32. http://dx.doi.org/10.36548/jitdw.2024.4.001.

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Promoting an employee is an important responsibility of the HR department. Various factors contribute to an employee's promotion, such as age, recruitment channel, number of training, academic qualifications, and length of service for the employee. These factors majorly affect the promotion. This research explores employee promotion evaluation and aims to predict whether an employee will be promoted. The dataset used is a primary dataset, which has been gathered through surveys from employees asking for their information. In this study, predictive analysis will be studied based on the criteria

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Masi, Dale A. "Evaluating Employee Assistance Programs." Research on Social Work Practice 7, no. 3 (1997): 378–90. http://dx.doi.org/10.1177/104973159700700306.

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This article provides a review and conceptual framework for the evaluation of social work and other services provided by employee assistance programs (EAPs). A discussion of the unique challenges and opportunities afforded in the evaluation of BAP services is also presented.

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Jakubowska, Karolina. "Organizational practice and employee expectations in the processes of preparation and implementation of evaluation systems." Annals of Marketing Management & Economics 2, no. 2 (2016): 25–34. http://dx.doi.org/10.22630/amme.2016.2.2.16.

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The aim of this work was to explore employee evaluation as they are used in organizations. The research method was a survey, and the research tool was a questionnaire. Results from the studies show that there is a discrepancy between employee expectations of the evaluation processes and their real effects. This can cause employees to feel a sense of injustice with regard to evaluations, which, according to research, is quite common. A lack of analysis of the evaluation practice from the organizational perspective was a substantial limitation of the research conducted for this article. Neverthe

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ZHANG CHEN, LUO MENGMENG, LI FENGJIAO, and LI HUI. "Performance Evaluation Practices of Selected BPO Companies and its Effect to Employee Productivity." Journal of Business and Management Studies 7, no. 1 (2025): 25–43. https://doi.org/10.32996/jbms.2025.7.1.3.

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The COVID-19 pandemic has sparked a debate on the usefulness of performance evaluations, with employees considering factors like work-from-home and hybrid setups as motivators. Employers aim to maximize employee productivity, and they use performance evaluations to assess performance and emphasize company goals. Ugoani (2020) supports this claim, stating that performance appraisals not only review job performance but also bring attention to the company's goals. Open communication between supervisors and employees is crucial during performance evaluations. However, resistance, lack of motivatio

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Sari, Kartika, and Rosma Siregar. "Evaluasi Kinerja Karyawan Kontrak Menggunalan Metode Fuzzy Tsukamoto." JURNAL MEDIA INFORMATIKA BUDIDARMA 6, no. 1 (2022): 525. http://dx.doi.org/10.30865/mib.v6i1.3441.

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Contract employees are employees who work in contact with a certain time agreement. However, there are times when contact employees with good performance will change their status to permanent employees. To determine whether an employee is a permanent employee, an evaluation of whether the employee's performance is worthy of being appointed as a permanent employee is required. However, to carry out this evaluation, a variable is needed to make an assessment. In the performance evaluation it is not easy to determine the value of each variable. To assist an HRD in determining the appointment of a

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Yudhistira, Aditia, and Tri Widodo. "Sistem Pendukung Keputusan untuk Evaluasi Kinerja Menggunakan Metode TOPSIS: Studi Kasus Penilaian Karyawan." CHAIN: Journal of Computer Technology, Computer Engineering, and Informatics 2, no. 3 (2024): 120–29. https://doi.org/10.58602/chain.v2i3.145.

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Employee performance evaluation is a systematic process carried out by an organization to assess the contribution, ability, and achievement of individuals in carrying out their duties and responsibilities. This process is not only aimed at identifying the best performers, but also to uncover potential employee development as well as areas for improvement. Employee performance evaluations often face challenges in ensuring the objectivity of the assessment, especially when relying on the subjective perception of the appraiser. Traditional methods often rely on the subjectivity of the assessor, w

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Oprasto, Raditya Rimbawan. "Penerapan Metode Profile Matching Dalam Evaluasi Kinerja Karyawan." CHAIN: Journal of Computer Technology, Computer Engineering, and Informatics 2, no. 2 (2024): 45–56. https://doi.org/10.58602/chain.v2i2.112.

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Employee performance is an evaluation of individual contributions and achievements in achieving goals and work standards set by the company. Employee performance evaluation covers various aspects, including productivity, quality of work, compliance with company policies, as well as the ability to collaborate and adapt to the work team. One of the problems that occurs is the lack of clarity in determining evaluation criteria that are appropriate and relevant to organizational goals. Appraiser objectivity can arise from subjective preferences or unfair appraisals of appraisers towards certain em

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Sárga, Norbert Zétény, and Richard Kása. "The Role of the Employee in Hungarian Hospital Performance Appraisal Systems." European Journal of Mental Health 16, no. 2 (2021): 210–25. http://dx.doi.org/10.5708/ejmh.16.2021.2.11.

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In this paper, we examined the employee Performance Appraisal System (PAS) of hospitals and gave a description of the role and significance of employees in the PAS covering 27% of the population of Hungarian state-run hospitals. In the research, we also examined the relationship between performance appraisal and employee engagement, as well as the practice of measuring employee satisfaction. We created a scale called Employee participation in the employee performance appraisal scale. Based on our findings, we can state that the employee is an active participant in the Hungarian performance app

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Melani, Reizki Jihan, Dina Anggraini, and Widiastuti Widiastuti. "DEVELOPMENT OF THE ODOO SYSTEM FOR THE EMPLOYEE PERFORMANCE APPRAISAL SYSTEM IN HRM MODULE." Jurnal Techno Nusa Mandiri 22, no. 1 (2025): 18–27. https://doi.org/10.33480/techno.v22i1.5503.

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In organizations, such as companies, performance evaluation aims to assess, motivate, and improve employee performance. Human resource development is achieved by recognizing employees' potential. At PT.HM, there is currently no system for employee performance evaluation. The process is done manually by distributing Excel files for self-assessment, which are then forwarded for further evaluation. Performance evaluations are critical for measuring individual performance, serving as a basis for rewards and career paths. This research aims to develop an appraisal system in the Odoo HRM module usin

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Angga Wahyudi, I. Putu, Toni Herlambang, and Ni Nyoman Putu Martini. "Effect of Application of Performance Assessment System Based on E-Performance and Competency on Work Achievement of Structural Employees Through Job Satisfaction as Intervening Variable (Study on Bondowoso Regency Government)." International Journal of Management Science and Information Technology 2, no. 1 (2022): 1–11. http://dx.doi.org/10.35870/ijmsit.v2i1.451.

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This research is motivated by several gaps or differences in research results with expert opinions, also supported by data on research problems, namely based on the results of employee performance evaluations in 2020 which were less than optimal, where the realization of performance achievements did not reach 90 at the end of the fiscal year. Evaluation data for filling out the E-application Performance shows that as many as 38% or about 900 employees do not fill in e-Kinerja to 100%. So the phenomenon of this research is the lack of effectiveness of employee performance in increasing competen

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Zhang, Linlin, Nan Zhang, and Yang Qiu. "Positive group affective tone and employee work engagement: A multilevel investigation." Social Behavior and Personality: an international journal 45, no. 11 (2017): 1905–18. http://dx.doi.org/10.2224/sbp.6751.

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We investigated the impact of positive group affective tone on employee work engagement. Participants in the study were 74 research and development groups (324 employees and 74 group leaders) employed by high-technology companies in China. Hierarchical linear modeling results revealed a positive cross-level relationship between positive group affective tone and employee work engagement; this relationship was partially mediated by employee core self-evaluation. In addition, there was a positive relationship between leader psychological capital and positive group affective tone at the group leve

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Mela Meilawati. "Evaluasi Kinerja Pegawai Pada Kantor Kecamatan Banjar." Jurnal Manuhara : Pusat Penelitian Ilmu Manajemen dan Bisnis 1, no. 3 (2023): 138–49. http://dx.doi.org/10.61132/manuhara.v1i3.68.

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This artichle is entitled: EMPLOYEE PERFORMANCE EVALUATION IN BANJAR DISTRICT OFFICE, BANJAR CITY, which aims to determine the weaknesses and strengths of employee performance at the Banjar District Office, as well as to describe the work process based on employee performance indicators included in this thesis. Employee performance evaluation is carried out periodically, which is an effort to improve employee performance deficiencies and strengths so that employee performance becomes optimal. Evaluation of employee performance is also a motivation for employees to continue to improve skills an

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Dwianto, Agung, Sitta Kusuma, and Junengsih. "Artificial Intelligence in Performance Evaluation (Case Study of PT. Pos Indonesia Employees)." bit-Tech 7, no. 2 (2024): 348–56. https://doi.org/10.32877/bt.v7i2.1817.

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The development of artificial intelligence (AI) has revolutionized various aspects of human resource management, including employee performance evaluation. While existing studies have extensively explored the potential of AI in improving efficiency and objectivity, they often overlook the nuanced employee experiences and organizational dynamics that influence its successful implementation. This research bridges this gap by examining the perceptions and experiences of PT Pos Indonesia employees regarding the use of an AI-based performance evaluation system. Using a qualitative approach with a p

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