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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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Galeone, Carlotta, Paolo Bruzzi, and Claudio Jommi. "Key drivers of innovativeness appraisal for medicines: the Italian experience after the adoption of the new ranking system." BMJ Open 11, no. 1 (January 2021): e041259. http://dx.doi.org/10.1136/bmjopen-2020-041259.
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ObjectiveIn 2017, the Italian Medicines Agency (Agenzia Italiana del Farmaco, AIFA) introduced a standardised process to appraise innovativeness of medicines. Innovative medicines are provided speeder market access and dedicated funds. Innovativeness criteria are: unmet therapeutic need, added therapeutic value and quality of the evidence (Grading of Recommendations Assessment, Development and Evaluation method). We investigated the role played by these three criteria on the final decision aimed to understand how the new Italian innovativeness appraisal framework was implemented.DesignA desk research gathered AIFA’s appraisal reports on innovativeness and data analyses were conducted. No patients were directly involved in this study.Setting and participantsWe scrutinised all 77 appraisal reports available on AIFA’s website (2017–2020).Primary and secondary outcome measuresThe impact of the three domains on final decision was investigated through a series of univariate analyses.ResultsAmong 77 appraisal reports on innovativeness available, 49 (64%) and 28 (36%) were for oncology and non-oncology medicines, respectively. The appraisals were equally distributed among ‘fully innovative’ (36%), ‘conditionally innovative’ (30%) and ‘not innovative’ (34%). Added therapeutic value was the most important driver on innovativeness decision, followed by quality of the evidence. Drugs for rare diseases and with paediatric/mixed indications were appraised ‘innovative’ by a larger proportion, but no statistical significance was found.ConclusionsDespite some limitations, including the moderate number of appraisals, this paper provides an insight into the determinants of innovativeness appraisals for medicines in Italy and the accuracy of the appraisal process. This has important implications in terms of transparency and accountability in the prioritisation process applied to innovative medicines.
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Obisi, Chris. "EMPLOYEE PERFORMANCE APPRAISAL AND ITS IMPLICATION FOR INDIVIDUAL AND ORGANIZATIONAL GROWTH." Australian Journal of Business and Management Research 01, no. 09 (April 5, 2012): 92–97. http://dx.doi.org/10.52283/nswrca.ajbmr.20110109a10.
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Organizational performance and its resultant efficiency and effectiveness can only be achieved when individuals are continuously appraised and evaluated. The inability of organization to install an effective performance appraisal strategy has hindered them from achieving competitive advantage which they require more now than ever before. Appraisal processes are not systematic and regular and often characterized by personal influences occasioned by organizations preoccupation to use confidential appraisal system which hinders objectivity and fairness. Often organizations ignore management by objectives, critical incidents to personal prejudices. This is retrogressive as it affects the overall performance of the individual. 360 degrees appraisal method whereby superiors and the appraise their subordinates, subordinates appraise their superior and the appraisee appraise himself or herself and the average of all the appraisal taken to arrive at the final appraisal outcome should be now be considered by organizations. Also post appraisal counseling whereby the appraisal outcomes are analyzed to explain strengths and weaknesses and set agenda for better future performance. Organizations should stop giving less attention to the evaluation of their employees and recognize that organizational training needs can only be identified from performance appraisal outcomes. It is an invaluable tool but in the hands of human resource management officers to continuously evaluates and audits the performance of its employees in other to help organizations win competitive advantage.
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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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Rani, Nazatul Shima Abdul, K. Sarojani Krishnan, and Bright Collins Okezie. "The Roles of Appraiser and Performance Appraisal Systems on Employee Job Satisfaction." Asia Proceedings of Social Sciences 8, no. 1 (May 30, 2021): 25–29. http://dx.doi.org/10.31580/apss.v8i1.1923.
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This study aims to examine two types of performance appraisal systems used to assess food operators to maintain high employee job satisfaction. About 250 questionnaires were distributed around Kampung Bharu area in Kuala Lumpur. The number of questionnaires returned were 210 but only 205 questionnaires were usable for the present study. SPSS was used to analyse the data to test the hypotheses. There were four variables researched in this study, namely Behaviour-Based Performance Appraisal System, Competency-Based Performance Appraisal System, appraiser, and job satisfaction. There was a direct and significant relationship between both appraisal systems with the appraiser (H1 and H2) and employee job satisfaction (H4 and H5) respectively. There was also a direct and significant relationship between the appraiser and restaurant employees’ job satisfaction (H3). The role ofthe appraiser was identified as a mediator in the relationship between Competency-Based Performance Appraisal System and employee job satisfaction (H7). However, the role of the appraiser partially mediated the relationship between Behaviour-Based Performance Appraisal System and employee job satisfaction (H6). The appraiser was regarded as critical in ensuring that the appraisal system adopted be carried out fairly, professionally, and rationally with adequate knowledge to boost job satisfaction among food operator employees in Kuala Lumpur.
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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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Rajput, Veena. "Performance Appraisal System." Asian Journal of Nursing Education and Research 5, no. 2 (2015): 287. http://dx.doi.org/10.5958/2349-2996.2015.00057.9.
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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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Nandamuri, Purna Prabhakar. "An Appraisal of the Teacher Appraisal System." ANVESHAK-International Journal of Management 3, no. 5 (June 1, 2014): 114. http://dx.doi.org/10.15410/aijm/2014/v3i5/53734.
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Idowu, Ayomikun. "Effectiveness of Performance Appraisal System and its Effect on Employee Motivation." Nile Journal of Business and Economics 3, no. 5 (April 21, 2017): 15. http://dx.doi.org/10.20321/nilejbe.v3i5.88.
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<p>Employee performance has traditionally been accorded prime focus by human resource managers. As a result, a number of performance appraisal techniques have over time been devised to help establish employee’s performance. In the contemporary times, the use of performance appraisals has been extended beyond rating of the employee’s performance to aspects such as motivation. Accordingly, this study sought to investigate effectiveness of performance appraisal systems and its effect on employee motivation. The study’s main objectives pertained to establishing the moderating role of performance appraisal as a motivation tool as well as potential challenges.</p><p>The study findings show the presence of significant positive outcomes when the organisation uses performance appraisal as a motivation tool. Further, the study finds that the use of more than one appraisal techniques helps yield greater satisfaction and consequently higher motivational levels. The specific aspects of performance appraisal systems (PAS) that help improve motivation include the linking of performance to rewards; using the PAS to help set objectives and benchmarks; as well as the use of PA to help identify employee’s strength and weaknesses.</p>
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Kim, Seong Jin, Young-Wuk Cho, and Jung Yul Park. "The present and future of the Korean Medical Practice Review Authority." Journal of the Korean Medical Association 64, no. 8 (August 10, 2021): 512–18. http://dx.doi.org/10.5124/jkma.2021.64.8.512.
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Background: The Korean Medical Association (KMA) has been working on medical appraisals for the last 30 years. In 2019, the Korean Medical Practice Review Authority (KMPRA) was established to systematically promote medical appraisal. In addition, regulations related to medical appraisals were amended, professional committees of KMPRA established, and medical case management programs developed. This study reviews the history, present challenges, and the future of KMPRA.Current Concepts: The efforts made by KMA for the development of KMPRA have provided evidence of the excellence of medical appraisal system, with a highly professional, fast, and transparent medical practice review system. Nevertheless, KMPRA has not completely resolved the social distrust of fairness and the quickness of medical appraisals. It is necessary to identify the obstacles that exist in the current appraisal system for the continued development of KMPRA. Currently, KMPRA faces several challenges, such as lack of independence, financial constraints, dichotomized process of medical appraisal, and insufficient administrative manpower, in the process of handling thousands of requested cases. To improve the level of expertise of the professional medical appraisal system, independence, fairness, and speed of its process, KMPRA requires more attention and support from KMA and other major professional medical organizations.Discussion and Conclusion: KMPRA is committed to fulfilling the social responsibility of fair medical appraisal, and it will ultimately contribute to resolving social conflicts derived from medical services and further improving trust relationships with the public.
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Zahreen Mohd Arof, Khairul, Syuhaida Ismail, and Abd Latif Saleh. "Contractor’s Performance Appraisal System in the Malaysian Construction Industry: Current Practice, Perception and Understanding." International Journal of Engineering & Technology 7, no. 3.9 (July 9, 2018): 46. http://dx.doi.org/10.14419/ijet.v7i3.9.15272.
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Performance appraisal system is a common practice in any organisation to appraise performance of workers. In the Malaysian construction industry, performance appraisal system is applied to appraise contractor’s performance in many angles including: quality performance; time performance; cost performance; environmental performance; health and safety performance; productivity performance; and human resources performance. This is where the Construction Industry Development Board (CIDB) established three guidelines in strengthening the Construction Industry Transformation Programme (CITP) by appraising the contractor’s performance through identification of their weaknesses as well as drafting and offering suitable trainings in enhancing their performance. This paper is therefore undertaken with the objectives of: (1) determining the current practice of contractor’s performance appraisal system in the Malaysian construction industry; and (2) examining the construction players’ perception and understanding on the existing contractor’s performance appraisal system in the Malaysian construction industry. A set of questionnaires is designed and distributed to 157 contractors from G1 to G7 class. The paper finds that: (1) contractor’s performance appraisal system is benefiting the contractors yet should be improved for its efficiency; and (2) construction players have sufficient understanding on contractor’s performance appraisal system. It is expected that the improvement of contractor’s performance appraisal system via the findings of this paper would assist in achieving the three focuses of Transformasi Nasional 2050 (TN50), namely science and technology, urban prosperity as well as environment.
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Zaenal Mustofa, Arsito Ari Kuncoro, and Rizky Aji Prasetyo. "SISTEM PENDUKUNG KEPUTUSAN PENILAIAN KINERJA KARYAWAN DENGAN METODE ANALYTIC HIERARCHY PROCESS (AHP)." Elkom : Jurnal Elektronika dan Komputer 13, no. 1 (August 14, 2020): 116–20. http://dx.doi.org/10.51903/elkom.v13i1.184.
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Decision Support System in Employee Performance Appraisal is a web-based system used to support decision making for outsourcing employee contract extensions. This study aims to provide a decision support information system in employee performance appraisal so that employee performance appraisals and employee contract extension decisions can be carried out systematically. Currently, employee performance appraisals and decision making for employee contract extensions are still done manually using spreadsheets. The method used in the design of decision support systems in the web-based employee performance appraisal is the method of calculating the assessment using the AHP (Analytic Hierarchy Process) method and the prototype system development method. The design of this system provides convenience to the personnel staff and the head of personnel in assessing and making decisions for employees who are about to expire their contract. The system can also be a means for personnel staff in accessing reports on employee data whose performance has been assessed by the division head and makes it easier for personnel staff to make decisions on employee contract extensions. With the system, employees will be more motivated to do their job better.
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Madhavi, M. "A Study on Performance Appraisal SystemA Study on Performance Appraisal System." International Journal for Research in Applied Science and Engineering Technology 7, no. 9 (September 30, 2019): 765–22. http://dx.doi.org/10.22214/ijraset.2019.9103.
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Shrestha, Gopal. "Performance management system in educational institution using Management by Objectives (MBO) and 360° appraisal method." Shanti Journal 1, no. 1 (August 31, 2022): 134–47. http://dx.doi.org/10.3126/shantij.v1i1.47813.
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Performance management is the management activity through which an institution ensures that employees are working effectively and efficiently towards achievement of institutional goal. To ensure that, performance appraisal i.e. evaluating employee’s current or past performance relative to the standard set by institution, is carried on. The data obtained from appraisal is used to take decision of promotion, salary, training and development and for other purposes too. The appraisal is generally done using different appraisal methods or tools like graphic rating method, essay method, critical incident method MBO, 360° appraisal method etc. MBO is now one of the most used a popular tool which is used as appraisal tool, motivational technique as well as planning and control device. Likewise, 360 degree appraisal method is another popular method which is gaining popularity nowadays where all round feedback is taken from all the staffs around the staff going to be appraised. Whatever the method is used, if the appraisal is carried on properly by minimizing common problems like biasness, unclear standards, halo effects etc., any institution can achieve goal through motivated staff with good working environment.
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Kaczmarek, Łukasz. "Resiliency, stress appraisal, positive affect and cardiovascular activity." Polish Psychological Bulletin 40, no. 1 (January 1, 2009): 46–53. http://dx.doi.org/10.2478/s10059-009-0007-1.
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Resiliency, stress appraisal, positive affect and cardiovascular activity In accordance with the undoing hypothesis (Fredrickson, Levenson, 1998), evoked positive affect speeds up the cardiovascular system recovery in a stressful situation. An attempt was made to replicate this finding in an experimental study. Individuals characterized by high resiliency levels are capable of more efficient utilization of positive emotions in a stressful situation. Since in earlier research no relationship had been found between resiliency and a tendency to appraise stress as a challenge, this study investigated a possible mediating function of a more specific dimension of cognitive appraisal, i.e. that in terms of activity-oriented challenge appraisal (Włodarczyk, Wrześniewski, 2005). The study shows that evoked positive affect does not lead to a faster recovery. However, highly resilient individuals turned out to achieve higher levels of positive affect in a stressful situation; this effect was mediated by challenge-activity appraisals.
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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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Zhao, Fan. "Realization And Network Security Design of Information System Digitization of Scientific Project By JAVA+STRUTS." Journal of Physics: Conference Series 2083, no. 3 (November 1, 2021): 032096. http://dx.doi.org/10.1088/1742-6596/2083/3/032096.
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Abstract At present, the technical plan project appraised the management systematic characteristic, continuous, the independent not strong third party appraised carries out the advancement to be slow; The project may supervise the measure not strong not to have the explicit monitor target and the baseline data; Has not established a set to conform to the technical project characteristic and the project monitor appraisal system which matches with the science and technology project management. In view of above question, uses JAVA and the STRUTS method of exploitation realization easy to maintain, the easy dynamic expansion, to have the secure technical plan project appraisal management process. Through in the recent three years in the Gansu Province science and technology plan project appraised in the management the application indicated, the system enormous enhancement project appraisal management working efficiency, the system movement has been stable, the speed of response is quick, the security is high.
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Dr. A. Tharmalingam M, Dr A. Tharmalingam M., and T. Manimegalai T.Manimegalai. "The Role of Performance Appraisal System in HRD." Indian Journal of Applied Research 3, no. 5 (October 1, 2011): 41–43. http://dx.doi.org/10.15373/2249555x/may2013/34.
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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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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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Maikov, Evgeniy Vitalievich. "Accumulated students appraisal system." Moscow University Pedagogical Education Bulletin, no. 2 (June 29, 2010): 3–19. http://dx.doi.org/10.51314/2073-2635-2008-2-3-19.
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Plakfer, T. "China Tightens Appraisal System." Science 268, no. 5207 (April 7, 1995): 23–24. http://dx.doi.org/10.1126/science.268.5207.23.
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Dhiman, Amit, and Manjari Singh. "Appraisal Politics: Revisiting from Assessors' Perspective." Vikalpa: The Journal for Decision Makers 32, no. 1 (January 2007): 75–88. http://dx.doi.org/10.1177/0256090920070106.
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Politics is a bane of administrative systems such as performance appraisals. It not only debilitates the system's credibility in the eyes of various stakeholders, but also adversely affects the employees' morale and the organizational effectiveness. While admitting that rooting it out completely is impossible, it is in the organizational interest that it is mitigated to a large extent. In case of performance appraisals, assessees and assessors, both try to influence the assessees� performance rating to advance self-interests. The former typically aims at higher ratings/rewards, and uses informal influence means such as upward connections, ingratiation, etc., to achieve it. The latter may use appraisals to fulfil their vested interests like building in�groups by rewarding certain favoured assessees, and projecting good departmental performance, by manipulating assessees� ratings (inflation or deflation). Some managers consider these actions legitimate because it helps them manage effectively. While these manipulations may fulfil the assessors' short-term goals, it hurts the organization in the long run by compromising performance culture, demoralizing genuine performers, discrediting pay for performance policies, etc. This paper focuses on the assessors' perspective and conceptualizes their perceptions of politics in appraisals (PAPS). We argue that PAPS constitutes the assessors' perception about political behaviours of other stakeholders�reviewers, assessees, and fellow appraisers�and shapes their own perceptions. These perceptions will be influenced by certain contextual factors in which appraisals are conducted. We have focused on four such factors: ambiguity about policies, procedures, performance standards, criteria, etc. assessors' accountability with respect to appraisals assessors' and assessees' instrumentality linked to appraisal organizational support in terms of assessors� training to conduct better appraisals. We argue that these are key variables closely related to many job and organizational characteristics, and thus are fair representation of the appraisal context. In relation to these antecedents, we propose that these reduce assessors� PAPS when: Appraisal process and system ambiguity is low. The assessors are accountable to a neutral authority for following appraisal procedures which enhance rating accuracy; on the other hand, assessors' outcome accountability accentuates politicking. Some of the procedures which enhance accuracy are frequent feedback, 360-degree feedback, assessees' involvement in the process, etc. The assessors are trained to conduct fair appraisals. The assessors' and the assessees' appraisal instrumentality directly affects PAPS as well as moderates the above relations. It is further proposed that PAPS predict the assessors' intentions to pursue certain appraisal goals. It can be rating accuracy if political perceptions are low; and, it can be other political goals, if these perceptions are high. These intentions predict actual assessor actions. This paper contributes to appraisal literature and informs managers about mitigating appraisal politics.
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Orpen, Christopher. "Correlates of Perceived Confidence in Performance Appraisals." Psychological Reports 68, no. 3_suppl (June 1991): 1336–38. http://dx.doi.org/10.2466/pr0.1991.68.3c.1336.
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The relationships among a number of appraisal, firm, and personal attributes and general confidence appraisals were examined in a sample of 103 Australian middle-managers. Significant correlations were found between confidence and existence of appraisal schemes and between confidence and frequency of appraisals. The correlations between self-esteem of subjects and confidence and between internal control and confidence were both significant. The correlations with firm size, structure, reward system, and climate were all nonsignificant.
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Lin, Pei. "Research on Enterprise Employee Performance Appraisal Management System Based on CS Architecture." Security and Communication Networks 2021 (October 26, 2021): 1–10. http://dx.doi.org/10.1155/2021/9087094.
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Aiming at the problems of poor system throughput and poor performance appraisal indicators in traditional enterprise employee performance appraisal management systems, a corporate employee performance appraisal management system based on the CS architecture was designed. Firstly, the system architecture of performance appraisal system is built, the system logical architecture design is determined, and the functional modules of the appraisal management system are analyzed. Then, the influencing factors of employee performance appraisal management system are analyzed through the evaluation constraint parameters, and the quantitative regression analysis model of enterprise employee performance appraisal management is constructed to realize the design of enterprise employee performance management software. Finally, the evaluation management system database was built to realize the enterprise employee performance evaluation system’s design based on CS architecture. The experimental results show that this system can improve the throughput of the employee performance appraisal management system and the rationality of enterprise employee appraisal standards. It plays an important role in enterprise employee performance appraisal management.
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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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Emmanuel E., Nnanna, and Ugha John O. "Developing an Effective Employee Performance Appraisal System." International Journal of Computer Appliocations Technology and Research 10, no. 11 (November 2021): 237–47. http://dx.doi.org/10.7753/ijcatr1011.1003.
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This study focuses on developing an effective employee performance appraisal system and employees’ perception of justice with the appraisal outcome. The study tries to identify the various techniques used in the appraisal process, the error(s) associated with each technique, all known metrics of performance measurement, and best ways of capturing appraisal data. This study is imperative in view of the fact that most existing appraisal system limit staff performance to competence only. The current system uses generic ratings for all workers irrespective of their job roles and do not employ biometrics in the appraisal process. Leveraging on the potentials of information and communications technology (ICT) helps to harmonize all issues embedded in the current appraisal system. Data was collected from both primary and secondary sources in order to elicit information from stakeholders. Some hypotheses were adopted. Questionnaires were also used to help in data collection from both stake holders and workers in general. Hypothesises were tested using chi-square with degree of freedom (d.f.) = (n-1) = 4 and level of significance (α) is 0.05. Pie chart was also use in the analysis. Results show that there is a high level of perception of injustice with the present appraisal system by stakeholders. Result also shows that existing appraisal systems limits workers performance to competence only. It was revealed that an effective appraisal system should be technology-driven. Technology-driven employee performance appraisal system utilizes all known matrices of performance measurement in the appraisal process. This approach to workers appraisal would bring about transparency and efficiency in the system. It would also bring about wide participation in the appraisal process. Furthermore, it would create room for increased productivity, proper monitoring of workers performance and increased workers satisfaction.
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Purnamasari, Wulan, and Ika Widya Ardhiyani. "PENINGKATAN PERSEPSI KARYAWAN TERHADAP OBJEKTIVITAS PENILAIAN KINERJA MENGGUNAKAN METODE BARS DAN MBO." Accounting and Management Journal 5, no. 1 (June 30, 2021): 21–28. http://dx.doi.org/10.33086/amj.v5i1.1819.
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The performance appraisal system in a company has an important role in achieving the target of achieving a job. Employee job satisfaction with the performance appraisal system depends on the level of employee perceptions of the performance appraisal system that applies to their workplace. This research was conducted in a company PT.X which is engaged in the BOPP film industry. The performance appraisal system in the company, based on employee perceptions, is still not effective. Here, the researcher attempted to design a performance appraisal system using the BARS and MBO methods. This research was conducted by means of field surveys, literature studies, and FGDs. The BARS and MBO methods are able to assess employee performance. Where in this method it creates unclear and measurable performance standards, there is no maximum feedback on the performance of employees, often the assessment is subjective, besides the assessment is carried out once a year so that it causes management to experience difficulties in monitoring. In addition, the company only dominantly assesses work activities and behavior, without assessing the work performance of each employee. Whereas here, the company should have carried out an objective performance appraisal, by having clear and measurable assessment standards and being able to provide feedback on employee performance achievements. Thus, researchers recommend using the BARS and MBO methods in the performance appraisal process. This aims to meet the company's needs for employee performance appraisals.
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Stephen, Bliss U., Gloria Chukwudebe, Damian O. Dike, and Nkwachukwu Chukwuchekwa. "An Appraisal Mechanism for Improving Teaching Service Delivery in Universities." European Journal of Engineering Research and Science 4, no. 5 (May 31, 2019): 152–58. http://dx.doi.org/10.24018/ejers.2019.4.5.1345.
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Most universities have set up appraisal of lecturers’ class competencies to be done by students. The setbacks have been that students don’t feel free to give honest assessment, difficulty in collating the appraisal results, lecturers not trusting an appraisal system done solely by only students, and the assessment not considering positive or negative factors affecting teaching delivery. These taken together, have led to de-emphasis on teaching delivery appraisal. To solve this, questions that better reflect what defines of a good lecturer were modeled to achieve validity. The system was set up to protect anonymity of the students appraising staff. The work also presents a mathematical model that factors in the complexity of teaching to achieve fairness. An interaction of three weights (class size, credit unit and number of lecturers taking the course) was used to attain fairness and foster lecturers’ trust in this single-source appraisal. The grand or final teaching delivery score is a weighted average of the assessment scores computed from each of the courses taken by the appraised lecturer in the year under consideration. A web-based application was developed to deploy the appraisal mechanism advanced in this work. The application proved an effective platform for easy collation of appraisal outcome, roll out of questions covering multiple aspects of teaching delivery that improve learning and assessable by students. The interaction of three weights ensured that this single-source appraisal is not tilted unduly against the appraised staff while not unmasking the evaluators.
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Stephen, Bliss U., Gloria Chukwudebe, Damian O. Dike, and Nkwachukwu Chukwuchekwa. "Appraisal Mechanism for Improving Teaching Service Delivery in Universities." European Journal of Engineering and Technology Research 4, no. 5 (May 31, 2019): 152–58. http://dx.doi.org/10.24018/ejeng.2019.4.5.1345.
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Most universities have set up appraisal of lecturers’ class competencies to be done by students. The setbacks have been that students don’t feel free to give honest assessment, difficulty in collating the appraisal results, lecturers not trusting an appraisal system done solely by only students, and the assessment not considering positive or negative factors affecting teaching delivery. These taken together, have led to de-emphasis on teaching delivery appraisal. To solve this, questions that better reflect what defines of a good lecturer were modeled to achieve validity. The system was set up to protect anonymity of the students appraising staff. The work also presents a mathematical model that factors in the complexity of teaching to achieve fairness. An interaction of three weights (class size, credit unit and number of lecturers taking the course) was used to attain fairness and foster lecturers’ trust in this single-source appraisal. The grand or final teaching delivery score is a weighted average of the assessment scores computed from each of the courses taken by the appraised lecturer in the year under consideration. A web-based application was developed to deploy the appraisal mechanism advanced in this work. The application proved an effective platform for easy collation of appraisal outcome, roll out of questions covering multiple aspects of teaching delivery that improve learning and assessable by students. The interaction of three weights ensured that this single-source appraisal is not tilted unduly against the appraised staff while not unmasking the evaluators.
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Wei, Ming Cai, and Xin Yu Xu. "Research of Green Building Economical Appraisal System." Advanced Materials Research 374-377 (October 2011): 209–13. http://dx.doi.org/10.4028/www.scientific.net/amr.374-377.209.
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This paper based on the Whole Life Appraisal, Value Engineering and Environmental Economics theories, referred the Green Building Evaluation Criterion and Administration Method of Commercial Residential Building Function Appraisal, then built the green building economical appraisal system and integrate appraisal model which based on the fuzzy mathematic principal, expanded the thinking of green building economical appraisal methods.
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Shrivastava, Shweta, and Anupama Rajesh. "Managing performance better: advent of a new appraisal system at Infosys Limited." Human Resource Management International Digest 25, no. 3 (May 8, 2017): 26–29. http://dx.doi.org/10.1108/hrmid-05-2016-0077.
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Purpose This paper aims to discuss the importance and impact of performance appraisals on morale and productivity of employees while describing one of the most popular tools for appraisals, the bell curve. It draws attention to how owing to the various flaws of the bell curve system, few organizations, such as Infosys, are now adopting alternative systems of appraisals. Design/methodology/approach This paper describes various advantages and disadvantages of the bell curve in detail. It also describes iCount, an appraisal system based on open ranking that has been adopted by Infosys, and discusses the expected advantages and disadvantages of the new system vis-à-vis the bell curve. Findings Organizations are now questioning the effectiveness of the bell curve, as a performance management tool, in light of its drawbacks. Infosys Limited has, therefore, moved to an alternative system named iCount, which is expected to be more effective and to enhance the morale of its employees. Originality/value This paper scrutinizes the bell curve approach to performance appraisals, its premise, distinct advantages, and adverse impact on employees, that have led Infosys Limited to move on to a feedback-based system.
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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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Ikramullah, Malik, Jan-Willem Van Prooijen, Muhammad Zahid Iqbal, and Faqir Sajjad Ul-Hassan. "Effectiveness of performance appraisal." Personnel Review 45, no. 2 (March 7, 2016): 334–52. http://dx.doi.org/10.1108/pr-07-2014-0164.
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Purpose – The purpose of this paper is to develop a conceptual framework for the effectiveness of performance appraisal (PA) systems by using a competing values approach. Design/methodology/approach – The review employs a three-step approach: first, the paper discusses the existing criteria to determine the effectiveness of PA systems, and presents criticisms of these criteria. Second, the paper reviews the literature on the competing values model of organizational effectiveness. Third, the paper integrates the PA system in the competing values model to develop a comprehensive framework for the effectiveness of PA systems. Findings – A practical model is developed, taking into account the processes and procedures involved in PA systems. Originality/value – The paper is designed to provide a guideline for managers to consider the effectiveness of a PA system. The paper suggests that assessing the effectiveness of a PA system on any single criterion ignores various important aspects of the system. Moreover, the effectiveness of a PA system should be based on the values and preferences of all major stakeholders of the system, i.e., appraisers, appraisees and the organization.
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Dr. Mir Parvez A, Dr Mir Parvez A. "Satisfaction of Healthcare Professionals towards Performance Appraisal System (PAS)." Indian Journal of Applied Research 3, no. 6 (October 1, 2011): 358–60. http://dx.doi.org/10.15373/2249555x/june2013/118.
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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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Martin, David C., and Kathryn M. Bartol. "Performance Appraisal: Maintaining System Effectiveness." Public Personnel Management 27, no. 2 (June 1998): 223–30. http://dx.doi.org/10.1177/009102609802700208.
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Although most organizations have some form of appraising individual performance, few have well-thought-out systems for ensuring that the appraisal systems they use are continuing to yield the best results over time. This article outlines actions which should be taken and areas to be monitored to keep a performance appraisal system responsive to the needs of the organization.
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Gómez-Lobo, Andrés. "Institutional Safeguards for Cost Benefit Analysis: Lessons from the Chilean National Investment System." Journal of Benefit-Cost Analysis 3, no. 1 (January 25, 2012): 1–30. http://dx.doi.org/10.1515/2152-2812.1102.
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This paper discusses some institutional and procedural designs that can strengthen CBA as a decision making tool within the public sector. Our discussion is based on Chile's National Public Investment System (SNI) the earliest and most consolidated investment appraisal system in Latin America. The objective of Chile's SNI is to provide a coherent framework for identifying, coordinating, evaluating and implementing public investments. Chile's SNI has several interesting institutional characteristics. For example, it standardizes project presentation formats, establishes explicit application and evaluation processes for public funds, provides general as well as sector specific methodological guidelines for CBA of projects and programs, and introduces a system of “checks and balances” by separating the institution that evaluates projects from the institutions promoting projects. Besides describing the system and highlighting the features we believe strengthen the use of project appraisal as a decision making tool. The paper also presents data on the number of projects appraised by sector, the overall results of appraisals and other administrative data, as well as a summary of ex-post studies for a sample of road, rural electricity, education and health projects. Unfortunately, the limited data available and the lack of a proper counterfactual scenario do not allow for strong conclusions to be made regarding the performance of the system. However, the data presented serves as an illustration of the Chilean system and it may be of value to researches in this field as well as to policymakers in other countries wishing to improve their public investment systems.
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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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Roberts, Gary E. "Municipal Government Performance Appraisal System Practices: Is the Whole Less Than the Sum of its Parts?" Public Personnel Management 24, no. 2 (June 1995): 197–221. http://dx.doi.org/10.1177/009102609502400209.
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This article presents the results of a national survey of municipal government performance appraisal system practices based upon the responses of 240 personnel professionals. The survey focuses on appraisal system structure, the link between performance and personnel decision making, perceived user acceptance, and observations on the effectiveness of the appraisal system. The results indicate that most performance appraisal systems are designed in accordance with the literature. However, the administration of these systems is more problematic. Most systems are perceived to be somewhat effective in terms of the process of appraisal and the affects on motivation and productivity.
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Wu, Hong Xing, and Hao Wang. "The Application Research of HR Performance Appraisal System Based on Collaboration OA System." Applied Mechanics and Materials 556-562 (May 2014): 5338–42. http://dx.doi.org/10.4028/www.scientific.net/amm.556-562.5338.
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HR performance appraisal system is a hotspot of current research.In order to carry out the performance appraisal successfully in the multi-format group enterprises,it needs to solve the problems such as:high investment,long development time,not adapt to the enterprise,etc. Proceeding from the demand and background of the existing mobile officing,this paper used view technologies and push technology which is independent research and development, put forward and realized a system model based on collaboration OA system and supported HR performance appraisal,this paper also take out successful application test.This system allows the user to conduct efficient,lightweight and mobile performance appraisal anytime and anywhere.
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Fletcher, Jonathan A. "The appraisal of mathematics teachers in Ghana." Journal of Educational Management 3 (November 1, 2000): 38–66. http://dx.doi.org/10.47963/jem.v3i.385.
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Many mathematics teachers in Ghanaian secondary schools have little or no training in the teaching of mathematics, yet they teach the subject because of the shortage of mathematics teachers in Ghana. Such teachers and their trained counterparts, need professional help to enable them guide pupils learn the subject effectively and efficiently especially since the duration for pre-university education in Ghana has been cut by about five. This study aimed to; 1. Examine the nature of teacher appraisal in Ghana . 2. Examine the validity of existing methods of teacher appraisal in Ghana. 3. Determine which variables influence Ghanaian mathematics teachers' views about teacher appraisal and its ability to help them improve their competence of teaching mathematics. Of the 441 secondary mathematics teachers who participated in the study, 193 taught the subject at the junior secondary level and 248 taught it at the senior secondary level. In addition, 44 Ghana Education Service Officials and six heads of secondary schools who appraise mathematics teachers were sampled. Methods used included questionnaires, interviews and observation of appraisers at work. Highly significant relationships were found between mathematics teachers' perceived professional support and appraisal experience, mathematics teaching experience and professional status at the senior secondary level, and between received support and appraisal experience at the junior secondary level. The results indicated a dramatic difference between junior secondary and senior secondary mathematics teachers in their perception of the potential of the teacher appraisal system in Ghana to help them to improve their teaching of mathematics. Senior secondary mathematics teachers were generally more pessimistic about the potential of the appraisal system than their junior secondary counterparts. The study also showed that many education officials who appraise mathematics teachers have little or no training in secondary school mathematics teaching or its appraisal, yet the appraisal system for both formative and summative purposes require these officers to both "help " mathematics teachers improve their work and make judgements about their performance. These findings led to the conclusion that the teacher appraisal system in the Ghana Education Service is not valid. The implications of the findings are discussed.
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Arsito Ari Kuncoro, Eko Haryono, and Paulus Hartanto. "SISTEM PENILAIAN KINERJA TENAGA PENDIDIK DAN TENAGA KEPENDIDIKAN BERBASIS WEB DI STEKOM SEMARANG." Elkom : Jurnal Elektronika dan Komputer 13, no. 1 (August 27, 2020): 134–51. http://dx.doi.org/10.51903/elkom.v13i1.197.
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STEKOM College which has branch campuses in several places. Employee performance appraisals are carried out by superiors and branch campus coordinators using Ms. Excel. The results of the performance assessment are sent to the staffing department via e-mail. The personnel department will recap the results of the performance appraisal to be conveyed to the leadership. This assessment process takes a long time and tends to be inefficient. In this study, a web-based Employee Performance Appraisal System was developed that can be accessed online by relevant appraisers at the central campus and STEKOM branch campuses. The System Development Method uses a Research and Development (R&D) approach. Assessment elements include 6 (six) aspects, namely: Service Orientation, Integrity, Commitment, Discipline, Cooperation and Leadership. The results of the performance appraisal of educators (lecturers) apart from being used internally as a measurement of lecturers' work behavior, can also be used externally for the assessment of work behavior when the lecturer makes Employee Performance Targets (SKP), as well as being used to assess the performance of education personnel. System modeling uses the Unified Modeling Language (UML). Making the source code program using the Hypertext Preprocessor (PHP) programming language with a web-based MySQL database using Notepad ++ software. The results obtained from the use of the employee performance appraisal system, performance reports can be obtained more quickly, making it easier for the staffing department to obtain data on employee performance appraisals effectively and efficiently.
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Barnhart, Sara A. "Developing a Performance Appraisal System." R&D Management 17, no. 2 (April 1987): 99–102. http://dx.doi.org/10.1111/j.1467-9310.1987.tb01184.x.
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SUDELA, KATHERIN D., and LIBBIE LANDURETH. "Criterion Referenced Performance Appraisal System." Nursing Management (Springhouse) 18, no. 3 (March 1987): 54???61. http://dx.doi.org/10.1097/00006247-198703000-00011.
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HOLMES, SUSAN W. "Criterion Referenced Performance Appraisal System." Nursing Management (Springhouse) 18, no. 3 (March 1987): 62???69. http://dx.doi.org/10.1097/00006247-198703000-00012.
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PELLE, DENISE, and LEONARD GREENHALGH. "Developing the Performance Appraisal System." Nursing Management (Springhouse) 18, no. 12 (December 1987): 37???44. http://dx.doi.org/10.1097/00006247-198712000-00010.
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Damanik, Santy Afriaty, Suroso Suroso, and Flora Patricia Anggela. "Performance Appraisal System at Bayukarta Hospital." JENIUS (Jurnal Ilmiah Manajemen Sumber Daya Manusia) 6, no. 1 (September 5, 2022): 179. http://dx.doi.org/10.32493/jjsdm.v6i1.20224.
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This study aims to find out how the job appraisal system at Bayukarta Hospital is, the job appraisal procedure, the assessment points used in the assessment and the obstacles. This research uses descriptive writing method. Based on our research, it can be concluded that the work appraisal system at the Bayukarta Hospital has been running smoothly and well, although it is still considered to be less transparent, but in carrying out the company's employee appraisal policy, it can handle it well.
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Kasongo, Kausa Josephine. "Performance Appraisal System and its Implication on Employee Performance: A Study of Zambia Revenue Authority." TEXILA INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH 9, no. 2 (April 30, 2022): 167–78. http://dx.doi.org/10.21522/tijar.2014.09.02.art014.
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Performance appraisal systems used by a multitude of organisations globally should pose a major concern to all who use this employee evaluation process. This is mainly because performance appraisals do have an effect on employees. Whether this effect is for good or bad is the primary goal of this paper. Using data from a named organisation, the study will strive to determine whether the performance appraisal methods of that organisation have indeed had intrinsic effects on the performance of individual employees and whether this has indeed trickled down to the entire organisation as a whole. Both quantitative and qualitative research approaches were chosen as a primary and secondary data source. Questionnaires and interviews were used for primary data collection. Secondary data were collected from different articles, books, and online sources as well as the organisation under consideration. The results showed that, indeed, inherent in a performance appraisal system may be factors that need special attention if it is to work out for the benefit of the organisation. Whereas the procedures of the system may in themselves be very beneficial, the implementation thereof may be lacking and expose holes that may need to be filled from top management, middle management, and supervisees alike in order for the organisation as a whole to realise the full benefit of the performance appraisal system. The researcher recommended that the organisation take these factors into consideration if they are to achieve organisational objectives and goals.