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Journal articles on the topic 'Appraisal systems'

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Published: 4 June 2021

Last updated: 20 February 2023

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1

Spinks, Nelda, Barron Wells, and Melanie Meche. "Appraising the appraisals: computerized performance appraisal systems." Career Development International 4, no. 2 (April 1999): 94–100. http://dx.doi.org/10.1108/13620439910254713.

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2

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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Patil, Aishwarya M., and Dr C. S. Dalvi. "720 Degree Performance Appraisal Systems." International Journal of Trend in Scientific Research and Development Special Issue, Special Issue-FIIIIPM2019 (March 20, 2019): 4–8. http://dx.doi.org/10.31142/ijtsrd23048.

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4

Van Wyk, Bronwin P., Francis Hasford, Nozipho E. Nyakale, M. Mboyo-Di-Tamba Vangu, Bertus Oelofse, and Hector M. Leboea. "Critical Appraisal of Radionuclide Calibrators and Gamma Cameras Prior to Lutetium-177 Internal Dosimetry at Two South African Hospitals." World Journal of Nuclear Medicine 21, no. 01 (March 2022): 044–51. http://dx.doi.org/10.1055/s-0042-1746173.

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Abstract Introduction The functionality of radionuclide dose calibrator and nuclear medicine imaging systems hasa direct effect on the accuracy and preciseness of internal dosimetry evaluations. Our study, therefore, aimed to critically appraise the radionuclide calibrators and gamma cameras prior to Lutetium-177 (177Lu) internal dosimetry in a developing country. Materials and Methods Two radionuclide calibrators' and three gamma cameras at two South African hospitals were critically appraised in preparation for internal dosimetry of 177Lu. The radionuclide calibrators' accuracy, linearity, and sample volume abilities were appraised. For the three gamma cameras, the uniformity, energy resolution, center of rotation, and collimator sensitivity were appraised. These appraisals were performed between the years 2014 and 2019. Results The radionuclide calibrators' constancy, accuracy, linearity, and sample volume were within ± 5%. We also integrated a 177Lu calibration factor into one radionuclide calibrator's library. The three gamma cameras' uniformity was within 2 to 5%, energy resolution within 11%, center of rotation within 2 mm, and the sensitivity recorded for all low energy high resolution collimator. Conclusion Our radionuclide calibrators passed the critical appraisal and may be confidently used for assaying 177Lu. All three cameras also passed critical appraisal and may be used to assess organ absorbed dose.

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

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

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

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

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7

Hall, James L., Barry Z. Posner, and Joseph W. Harder. "Performance Appraisal Systems." Group & Organization Studies 14, no. 1 (March 1989): 51–69. http://dx.doi.org/10.1177/105960118901400106.

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8

Smith, William C., and Katarzyna Kubacka. "The emphasis of student test scores in teacher appraisal systems." education policy analysis archives 25 (August 21, 2017): 86. http://dx.doi.org/10.14507/epaa.25.2889.

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Over the past 30 years teachers have been held increasingly accountable for the quality of education in their classroom. During this transition, the line between teacher appraisals, traditionally an instrument for continuous formative teacher feedback, and summative teacher evaluations has blurred. Student test scores, as an ‘objective’ measure, are increasingly used in teacher appraisals in response to historic questions that evaluations are based on ‘subjective’ components. Their central position in appraisals is part of a larger Global Testing Culture, where standardized tests are linked with high stakes outcomes. Although most teacher appraisal systems are based on multiple components, the prominence of testing as the taken for granted measure of quality suggests that not all components are given equal weight or seen as equally important. This article further explores the role of testing in high stakes teacher appraisal systems across 33 countries using data from the 2013 TALIS; addressing both the prominence of student test scores and their relative importance in teacher’s perceived feedback utility. Results indicate that, while rarely applied in isolation, student test scores are the most common component used in teacher appraisals. Relative to other components, student achievement is more often emphasized and, when emphasized in feedback, teachers are more likely to feel their appraisal had limited impact on their instruction and was completed solely as an administrative exercise.

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Davis, Marian Stephanie, and Matilda Arko Mensah. "Performance Appraisal of Employees in Tertiary Institutions: A Case Study of University of Education, Winneba (Winneba Campus)." International Journal of Human Resource Studies 10, no. 2 (May 12, 2020): 175. http://dx.doi.org/10.5296/ijhrs.v10i2.16409.

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The study sought to examine the performance appraisal of employees in tertiary institutions: a case of University of Education, Winneba (Winneba Campus). The descriptive survey design with quantitative approach was applied. Stratified and proportionate sampling were used to select respondents which included junior, senior staff and senior members of the university. Questionnaires were used to collect data for the study and the responses were analysed by frequency and percentages, line graphs, pie charts, means and standard deviations. The study revealed challenges such as fairness of evaluation decisions and lack of knowledge and skills of appraisers affect the conduct of performance appraisal. Also, employees‟ performance and developmental needs contribute to making performance appraisal effective. Evaluating employees‟ performance is ranked higher in performance appraisal. Again it was revealed that motivation affects performance appraisal and that the UEW appraises its staff annually. HODs are the highest appraiser category in the UEW. Lastly, the findings showed that performance appraisal in the University has succeeded in identifying staff performance needs as very moderate. Recommendations were made based on the prompt implementation of effective staff performance appraisal systems and the need to improve on the mechanism to address and meet the performance needs of employees.

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Kraska, Beverly R., Allan M. Mohrman, Susan M. Resnick-West, and Edward E. Lawler. "Designing Performance Appraisal Systems-Aligning Appraisals and Organizational Realities." Academy of Management Review 16, no. 2 (April 1991): 469. http://dx.doi.org/10.2307/258871.

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Wiatrowski, Michael D. "Designing Performance Appraisal Systems: Aligning Appraisals and Organizational Realities." Hospital Topics 69, no. 2 (April 1991): 41–42. http://dx.doi.org/10.1080/00185868.1991.10544112.

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12

Cocciolo, Anthony. "Email as cultural heritage resource: appraisal solutions from an art museum context." Records Management Journal 26, no. 1 (March 21, 2016): 68–82. http://dx.doi.org/10.1108/rmj-04-2015-0014.

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Purpose – The purpose of this study is to evaluate strategies to appraise email correspondence to select significant email for permanent preservation without capturing trivial or personal emails. The strategies were tested on the actual email accounts of selected individuals occupying important roles within an important cultural institution in the Northeastern USA. Design/methodology/approach – Treating this art museum as a case study site, email messages are manually appraised for retention using a rubric. Following the appraisal, strategies for expediting this appraisal process, using what is learned from the manual appraisal process, are explored. Findings – A major finding of this study is that sent mail is almost always significant, although preserving only sent mail, or preserving sent mail in combination with inbox items that have been acted upon (replied to or forwarded), are not sufficient to capture significant correspondence. Rather, a social network approach holds the most promise to accelerate the process of email appraisal. Originality/value – This study provides empirically grounded strategies for appraising email for permanent retention.

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Ullah, Zia, Naveed Ahmad, Miklas Scholz, Bilal Ahmed, Ilyas Ahmad, and Muhammad Usman. "Perceived Accuracy of Electronic Performance Appraisal Systems: The Case of a Non-for-Profit Organization from an Emerging Economy." Sustainability 13, no. 4 (February 16, 2021): 2109. http://dx.doi.org/10.3390/su13042109.

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Performance appraisal reports provide vital information for making strategic decisions. Uniting HR practices and IT is an attempt to maximize value creation. Organizations are transforming their performance management systems from traditional to web-technology based systems to enhance accuracy and objectivity. The present study is an effort to assess employees’ perception of the accuracy of e-performance appraisal systems. To that effect, 500 close-ended questionnaires were administered to randomly selected employees working for a non-for-profit organization where e-performance appraisal is practiced. A total of 352 questionnaires were included for analysis and structural equation modeling was used to analyze the data. The results indicate that rater competence and the possibility to challenge performance appraisals judged as unfair or inaccurate highly influence the employees’ perception of accuracy of e-performance appraisals. Furthermore, a clear communication of standards and the reaction to the last rating moderately affect the employees’ perception of the accuracy of e-PA.

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14

Fox, William M. "Improving performance appraisal systems." National Productivity Review 7, no. 1 (1987): 20–27. http://dx.doi.org/10.1002/npr.4040070103.

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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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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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Agyen-Gyasi, Kwaku, and Michael Sakyi Boateng. "Performance appraisal systems in academic and research libraries in Ghana: a survey." Library Review 64, no. 1/2 (February 2, 2015): 58–81. http://dx.doi.org/10.1108/lr-02-2014-0019.

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Purpose – The purpose of this study is to discuss the impact of performance appraisal on the productivity levels of professional and para-professional librarians in selected academic and research libraries in Ghana, namely, Kwame Nkrumah University of Science and Technology Building and Road Research Institute, Crop Research Institute and the Forestry Research Institute of Ghana of the Council for Scientific and Industrial Research and the Kumasi Polytechnic. Design/methodology/approach – Both primary and secondary sources of data were used for the study. The primary data involved the use of a structured questionnaire to 60 respondents, but 50 of them, representing 83.3 per cent, responded. This was supplemented by secondary sources such as records on file, journals, books and Internet sources. Findings – The survey revealed that these institutions practice performance appraisal on an annual basis as a way of promoting team work, reducing grievances, identifying employees’ strengths and weaknesses and their training needs. It was observed that these institutions do not have a common appraisal format for appraising their staff. Furthermore, only the Head Librarians carry out the appraisals instead of the Line Mangers who are always in touch with these employees on a daily basis. Originality/value – The paper will be of significant value to policymakers and administrators in academic and research institutions in the planning and implementation of performance appraisal systems. Challenges facing these institutions in implementing effective performance appraisal have been highlighted and appropriate recommendations have been made to ensure quality service delivery.

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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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Coutts, Larry M., and Frank W. Schneider. "Police officer performance appraisal systems." Policing: An International Journal of Police Strategies & Management 27, no. 1 (March 2004): 67–81. http://dx.doi.org/10.1108/13639510410519921.

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Cook, Jill, and Alf Crossman. "Satisfaction with performance appraisal systems." Journal of Managerial Psychology 19, no. 5 (July 2004): 526–41. http://dx.doi.org/10.1108/02683940410543605.

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de la Cour, Jane. "Assessment of staff appraisal systems." British Journal of Nursing 1, no. 2 (May 14, 1992): 99–102. http://dx.doi.org/10.12968/bjon.1992.1.2.99.

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Boice, Deborah F., and Brian H. Kleiner. "Designing effective performance appraisal systems." Work Study 46, no. 6 (November 1997): 197–201. http://dx.doi.org/10.1108/00438029710367622.

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Kilpatrick, John. "Expert systems and mass appraisal." Journal of Property Investment & Finance 29, no. 4/5 (July 12, 2011): 529–50. http://dx.doi.org/10.1108/14635781111150385.

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Fletcher, Jean. "Appraisal systems: friend or foe?" Primary Health Care 14, no. 1 (February 2004): 20–21. http://dx.doi.org/10.7748/phc2004.02.14.1.20.c478.

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Fadel, Kelly J. "The Role of Appraisal in Adapting to Information Systems." Journal of Organizational and End User Computing 24, no. 4 (October 2012): 18–40. http://dx.doi.org/10.4018/joeuc.2012100102.

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The benefits of new organizational information systems (IS) depend on the degree that users of the technology adapt by proactively changing themselves, their work routines, and even the technology itself in order to leverage its strategic capabilities. Scholars have recently proposed the Coping Model of User Adaptation (CMUA) as a useful theoretical lens for understanding individual adaptive responses to an IS; however, this nascent model has not yet received extensive empirical validation. Using survey data from a campus health center at a large public university, this study empirically examines and extends CMUA by exploring the relationship between IS appraisal and adaptive behaviors. Results show that user adaptation to IS depends on how it is appraised by users, with appraisal of the IS as a challenge being the strongest predictor of both problem-focused and emotion-focused adaptation. Implications for research and practice are discussed.

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Onyeaku, John. "How can organizations effectively use appraisal systems to retain knowledge workers? A systematic review of the literature." Muma Business Review 4 (2020): 157–68. http://dx.doi.org/10.28945/4603.

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Organizations have long struggled with appropriate interventions to mitigate knowledge worker turnover. Because of their unique skills, knowledge workers have a considerably higher rate of turnover than traditional workers, and they are expensive to replace. Organizations use performance appraisal systems to identify and retain critical employees. Knowledge workers enable organizations to remain creative and innovative as well as maintain their competitive edge. The purpose of this study was to use systematic review of extant literature to show how organizations can effectively use performance appraisal systems to improve the retention of knowledge workers. This was done by gathering evidence on performance appraisal systems and knowledge workers from various databases and conducting a rigorous synthesis of available evidence. The efficacy of appraisal systems in mitigating knowledge worker churn was viewed through the lens of expectancy theory and a conceptual framework was developed. Expectancy theory focuses on an individual’s belief that they can obtain desired outcomes if they exert certain effort. Knowledge workers want to be challenged and evaluated based on objective criteria. A thematic analysis of the evidence revealed important themes for management practice: identify and segment knowledge workers, ensure a positive perception of the appraisal system via ‘voice’ inclusion, and deploy competent job evaluators for accurate performance evaluation. This is the first known systematic review of the literature which focuses on the competence of the appraiser as an important influence on knowledge workers’ reaction to appraisal outcome and how this impacts intention to quit.

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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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Akhtar, Junaid, and Iqra Abdullah. "Meritocracy or aristocracy? Appraising the performance appraisal systems." Emerald Emerging Markets Case Studies 13, no. 1 (January 20, 2023): 1–23. http://dx.doi.org/10.1108/eemcs-06-2022-0216.

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Learning outcomes The aim of the case is to understand the performance management system of academic staff members in higher education institution. Furthermore, students would be able to compare two performance appraisal policies and analyze which one could better serve the purpose considering the context of educational institution. The case would help students understand the performance dynamics of the academic staff and how the performance management system in place affect employees. Case overview/synopsis The case study presents a troubling situation faced by Asim Khan, a newly appointed director of the Midland University, regarding retention of the faculty. Upon joining Midland, Khan noticed a trend that faculty who was serving the university from many years are leaving the organization one after the other. He decided to revise the faculty policies that he believed was the root cause of faculty turnover in Midland. He formulated a committee to review the existing policies and revamp if required. The committee identified some flaws in the faculty appraisal policy in place at that time and formulated a new one with the consultation of top management. However, when the new appraisal policy was presented to the faculty, few faculty members raised their eyes over a few aspects of the proposed policy. As the new academic year was approaching, Khan had to make an important decision after critically analyzing the pros and cons of both policies that which of the two should be followed for the upcoming year’s appraisals. Complexity academic level The case can potentially be used in the post-graduate courses in MBA programs offering a major in human resource management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.

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M. Atif Raza, Malik IkramUllah, and Muhammad Zahid Iqbal. "Role of Rater’s Knowledge and Experience: Shaping Ratee’s Reactions under the Umbrella of Systems Theory in Performance Appraisals." sjesr 5, no. 4 (December 13, 2022): 99–113. http://dx.doi.org/10.36902/sjesr-vol5-iss4-2022(99-113).

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The paper aims to investigate the role of the rater, a key player in the performance appraisal system (PAS), in determining the ratee’s self-efficacy. In this regard, the current study highlights the role of rater’s knowledge and experience in conducting just appraisals by making the performance appraisal processes and distribution of resources fairer. The study investigated different components of the PAS under the lens of systems theory and the upper echelon theory. The study used survey methods to collect data with the help of self-administered questionnaires from raters and ratees (252 in total) working in different organizations operating in various sectors of the economy. The collected data were analyzed using SmartPLS-4. The results revealed that the rater’s knowledge about the PAS do not predict the ratee’s self-efficacy. Nevertheless, the rater’s knowledge significantly predicted the ratee’s self-efficacy through procedural and distributive justice. Also, the rater’s experience in conducting the performance appraisal conditionally predicted the indirect relationship between the rater’s knowledge and self-efficacy through procedural and distributive justice. The study provides invaluable insights for the users of performance appraisals and policymakers by highlighting the importance of the rater’s knowledge alongside the rater’s experience in shaping positive ratee reactions.

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Ballantine, Joan, and Stephanie Stray. "Financial Appraisal and the IS/IT Investment Decision Making Process." Journal of Information Technology 13, no. 1 (March 1998): 3–14. http://dx.doi.org/10.1177/026839629801300101.

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This paper explores the techniques used by organizations to appraise Information Systems (IS)/Information Technology (IT) investments, and concentrates, in particular, on techniques of capital investment appraisal. We draw on relevant studies reported in both the accounting and finance, and the IS literature, which have addressed their usage. Where possible comparisons are drawn between both sets of literatures. The results of a survey that specifically examined IS/IT investment appraisal practices of a sample of UK companies is also presented. Among the issues discussed include the extent to which capital investment appraisal techniques are used to appraisal investments, the importance of the techniques used and the problems attendant on the decision making process.

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

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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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Crews, Derek. "Reinventing Performance Management." Archives of Business Research 9, no. 6 (June 11, 2021): 1–12. http://dx.doi.org/10.14738/abr.96.10267.

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

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Maier, Christian, Sven Laumer, Monideepa Tarafdar, Jens Mattke, Lea Reis, and Tim Weitzel. "Challenge and Hindrance IS Use Stressors and Appraisals: Explaining Contrarian Associations in Post-Acceptance IS Use Behavior." Journal of the Association for Information Systems 22, no. 6 (2021): 1590–624. http://dx.doi.org/10.17705/1jais.00709.

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Post-acceptance IS use is the key to leveraging value from IS investments. However, it also poses many demands on the user. Drawing on the challenge-hindrance stressor framework, this study develops a theory to explain how and why IS use stressors influence post-acceptance use. We identify two different types of IS use stressors: challenge IS use stressors and hindrance IS use stressors. We hypothesize that they are appraised through challenge IS use appraisal and hindrance IS use appraisal, respectively, through which they influence routine use and innovative use. We evaluate our hypotheses by surveying 178 users working in one organization and analyze the data collected using consistent partial least square (PLSc). We find that challenge IS use stressors positively influence routine use and innovative use via challenge IS use appraisal. Hindrance IS use stressors negatively influence routine use via hindrance IS use appraisal. We then dive deeper into these findings using a two-step fuzzy set qualitative comparative analysis (fsQCA), identifying the presence of challenge IS use stressors and challenge IS use appraisal as necessary conditions for high innovative use. We also reveal that the presence of hindrance IS use stressors and hindrance IS use appraisal only influences routine use and innovative use in the absence of challenge IS use stressors and challenge IS use appraisal. We discuss the practical relevance and transferability of our findings based on a comprehensive applicability check. Our findings advance IS scholarship of IS use stress and post-acceptance use by showing how routine use and innovative use emanate from IS use stressors.

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Juhász, Csilla. "Fogyatékos személyek teljesítményértékelésének gyakorlata." Jelenkori Társadalmi és Gazdasági Folyamatok 4, no. 1 (January 1, 2009): 100–106. http://dx.doi.org/10.14232/jtgf.2009.1.100-106.

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Performance management is one of the most important fields of management. For the evaluation of it, I have worked out a questionnary. With the help of the questionnaire I intended to ask about the importance and method of performance evaluation. Based on my examinations I found, that in managers opinions the best way to appraisal disabled person was the individual appraisial. This result is not a suprise, because of disabled persons. Because of the managers' practise there was a difference in opinions. But in theirs opinion the most important possibility was the individual appraisal too. It is nonsense to expect self appraisal from a mentally handicapped person. Examinations show that organizations mainly apply traditional systems and think by the traditional aspect.

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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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Anjum, Ambreen, Kausar Yasmeen, and Bashir Khan. "Performance Appraisal Systems In Public Sector Universities Of Pakistan." International Journal of Human Resource Studies 1, no. 1 (August 9, 2011): 41. http://dx.doi.org/10.5296/ijhrs.v1i1.851.

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The current research investigates different aspects of performance appraisal system, & how performance appraisal system can play its role in improving the performance of teachers in higher education institutions of Pakistan. In the present study multi- methods approach was used which consist of survey questionnaire and in depth interviews. Survey questionnaire was used in order to investigate various aspects of current performance appraisal system and in depth interview to study the perception of teachers on performance appraisal approach. The focus of the study was on the employees of Bahauddin Zakariya University (BZU) Multan, Pakistan. The researchers undertook the public sector University of Pakistan, as a case study in the present study. Results show that although employees of BZU are aware of the useful outcomes of performance appraisal but there are some hindering factors e.g. untrained raters, exclusion of multiple raters, absence of feedback in the way of successful implementation of performance appraisal system. Present study also suggests the solutions with their implications regarding said factors.

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Ghorpade, Jai, and Milton M. Chen. "Creating quality-driven performance appraisal systems." Academy of Management Perspectives 9, no. 1 (February 1995): 32–39. http://dx.doi.org/10.5465/ame.1995.9503133485.

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Rasmussen, Hannah Standing, and Nicole Haggerty. "Knowledge Appraisal and Knowledge Management Systems." Journal of Organizational and End User Computing 20, no. 1 (January 2008): 17–34. http://dx.doi.org/10.4018/joeuc.2008010102.

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Azzone, Giovanni, and Tommaso Palermo. "Adopting performance appraisal and reward systems." Journal of Organizational Change Management 24, no. 1 (February 15, 2011): 90–111. http://dx.doi.org/10.1108/09534811111102300.

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Jackson, Tony. "Book Review: Designing Performance Appraisal Systems." Journal of General Management 16, no. 1 (September 1990): 93–94. http://dx.doi.org/10.1177/030630709001600111.

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Moussavi, Arash, and Ali Kermanshah. "Innovation Systems Approach: a Philosophical Appraisal." Philosophy of Management 17, no. 1 (September 25, 2017): 59–77. http://dx.doi.org/10.1007/s40926-017-0078-6.

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Truong, V. Dao, Stephen Graham Saunders, and X. Dam Dong. "Systems social marketing: a critical appraisal." Journal of Social Marketing 9, no. 2 (April 8, 2019): 180–203. http://dx.doi.org/10.1108/jsocm-06-2018-0062.

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Purpose Social marketing has gained widespread recognition as a means of motivating behaviour change in individuals for societal good. Many opinions have been shared regarding its potential to affect society or systems-wide change, leading to the macro-or systems social marketing (SSM) concepts and ideas. This paper aims to critically appraise the SSM literature, identify key features and highlight gaps for future research. Design/methodology/approach A search was conducted of peer-reviewed SSM articles published from 2000 to March 2018 inclusive. A number of online databases were mined, including but not limited to Google, Google Scholar, Scopus, PubMed, Cochrane and Medline. Key social marketing outlets (Social Marketing Quarterly and Journal of Social Marketing) were browsed manually. In total, 28 SSM articles were identified. Findings SSM adopts a dynamic systems thinking approach; it is an orientation, not a theory or model; it is multi-method; and it recognises that intervention can occur on multiple levels. Yet, greater attention should be given to the complexities of the systems context and the power structures and relations that exist between stakeholders. Significant issues also include stakeholder voice and participation, the use and reporting of theories and models, the measurement of long-term intervention outcomes and the undesirable impacts of SSM. Originality/value This paper identifies issues that need to be addressed if social marketing is to become a more system-oriented means to positively influence societal change. Implications for theoretical and practical development of the social marketing field are provided.

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Chavan, Meena. "An appraisal of environment management systems." Management of Environmental Quality: An International Journal 16, no. 5 (October 2005): 444–63. http://dx.doi.org/10.1108/14777830510614321.

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Brown, Michelle, and John S. Heywood. "Performance Appraisal Systems: Determinants and Change." British Journal of Industrial Relations 43, no. 4 (December 2005): 659–79. http://dx.doi.org/10.1111/j.1467-8543.2005.00478.x.

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Cardy, Robert L., and Cathy Korodi. "Nurse appraisal systems: Characteristics and effectiveness." Social Science & Medicine 32, no. 5 (January 1991): 553–58. http://dx.doi.org/10.1016/0277-9536(91)90290-s.

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

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Agyenim-Boateng, E. O. "Problems associated with the management of performance appraisals in universities: The case of Ghanaian Public Sector Universities." Journal of Educational Management 5 (November 1, 2008): 134–52. http://dx.doi.org/10.47963/jem.v5i.390.

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The use of performance appraisal, a presence of the private sector organisations, has now become wide spread and has grown to include previously untouched organisations and occupational hierarchies such as secretarial and administrative staff in both the public and private sectors. However, verv little has been reported in the literature concerning the perceptions and experiences of the universities in developing countries relating to performance appraisals. This study therefore sought to explore performance appraisal systems in the Ghanaian public sector universities to consider the perceptions and experiences of the administrative staff about the problems associated with the performance appraisal systems of the universities. The study adopted an exploratory, descriptive and evaluative triangulation case study approach and generated data through semistructured interviews and self-completing questionnaires from 401 university employees in Ghana from four of the six public sector universities. Both quantitative and qualitative methods of analysis in the form of frequencies, percentages, means, graphs and content analysis were used to analyse the data. The results indicate that generally the perceptions of the administrative staff conceming the effectiveness of the present performance appraisal systems of the universities were skewed towards dissatisfaction because they lacked essential characteristics of an effective performance appraisal system. These include lack of c1early formulated and defined policies and objectives, performance measures, effective staff participation and training and development that could make them effective. The study concludes that there is a need for the universities to recognise their employees as valued resources and treat them as a source of competitive advantage which have to be strategically managed to achieve improved employee performance and development as well as the effectiveness of the universities.

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Fedor, Donald B., and M. Ronald Buckley. "Issues Surrounding the Need for More Frequent Monitoring of Individual Performance in Organizations." Public Personnel Management 17, no. 4 (December 1988): 435–42. http://dx.doi.org/10.1177/009102608801700407.

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Empirical guidelines concerning the issues of appraisal timing and frequency are conspicuously absent in the appraisal literature. While frequent evaluation of performance has been assumed to be most advantageous, surveys of practices in the field indicate that formal performance appraisals are completed on a relatively infrequent basis in most organizations. A framework is suggested for implementing Frequent Organizational Resource Monitoring Systems (FORMS) whereby performance related information concerning each individual employee can be collected on a more timely and frequent basis. This paper offers criteria for developing a FORMS package which contains systems appropriate for the evaluation needs of an organization and its members. Further, potential obstacles and resistance which may be encountered when attempts are made to increase the quality, timeliness, and frequency of individual human resource data are addressed.

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