Relevant bibliographies by topics / Performance appraisal

Academic literature on the topic 'Performance appraisal'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 September 2023

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Journal articles on the topic "Performance appraisal"

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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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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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Berjot, S., C. Roland-Levy, and N. Girault-Lidvan. "Cognitive Appraisals of Stereotype Threat." Psychological Reports 108, no. 2 (April 2011): 585–98. http://dx.doi.org/10.2466/04.07.21.pr0.108.2.585-598.

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Using the cognitive appraisal conceptualisation of the transactional model of stress, the goal was to assess how victims of stereotype threat respond to this situation in terms of primary appraisals (threat/challenge) and to investigate whether those appraisals may mediate the relation between stereotype threat and performance. Results show that, while participants from North Africa living in France did appraise the situation more as a threat and less as a challenge, only challenge appraisal mediated between stereotype threat and performance.
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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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Walsh, Kate, and Dalmar Fisher. "Action inquiry and performance appraisals." Learning Organization 12, no. 1 (February 1, 2005): 26–41. http://dx.doi.org/10.1108/09696470510574241.

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PurposeIntroduces the primary concepts behind the practice of action inquiry. Then, examines what current literature suggests about components of the performance appraisal process and identifies areas where applying action inquiry concepts can add a new dimension to our current understanding.Design/methodology/approachApplies action inquiry, a concept from the organizational learning and change literatures, to suggest ways to infuse meaning and mutuality into appraisal discussions to help organizational leaders and members learn and develop. Ways to do so are demonstrated through a review and discussion of seven principal research streams in the current appraisal literature.FindingsAn action inquiry approach can address many of the limitations inherent in the appraisal process and refocus appraisals as developmental tools. Potentially, appraisals can act as forums to open dialogue, invite participation and build relationships around re‐visioning one's work and career. The process can become instrumental to continual quality improvement and organizational growth suggests that a rich opportunity exists to make the performance appraisal process developmentally meaningful for individuals and potentially transformative for organizations.Originality/valueDiscusses seven themes addressed in performance appraisal research and poses new possibilities that emerge when these themes are examined through an action inquiry lens.
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Osborne, Margaret S., and Gary E. McPherson. "Precompetitive appraisal, performance anxiety and confidence in conservatorium musicians: A case for coping." Psychology of Music 47, no. 3 (February 28, 2018): 451–62. http://dx.doi.org/10.1177/0305735618755000.

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The way musicians appraise their abilities to succeed in a forthcoming evaluative performance impacts on the range of emotions they will experience. According to Lazarus’ cognitive-motivational-relational theory, emotions may wield powerful consequences depending on whether the performance is interpreted as a threat (high importance/primary appraisal; low coping prospects/secondary appraisal), or challenge (high importance; high coping prospects). Thirty-six Bachelor of Music students at a large University music school completed an adaptation of the Precompetitive Appraisal Measure (PAM) and Competitive State Anxiety Inventory–2R-D twice in relation to their end-of-semester recital: at the start of semester, and within an hour before their recital. Primary and secondary appraisals formed theoretically consistent and reliable evaluations of threat and challenge. Secondary appraisals were significantly lower for students who viewed the performance as a threat. Students who viewed the performance as a challenge reported significantly less cognitive anxiety and higher self-confidence. Findings indicate that the PAM is a brief and reliable measure of cognitive appraisals that trigger precompetitive emotions of anxiety and confidence which can be used to identify those performers who could benefit from pre-performance intervention strategies to manage performance stress.
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Larsson, Gerry, Christina Kempe, and Bengt Starrin. "Appraisal and coping processes in acute time‐limited stressful situations: A study of police officers." European Journal of Personality 2, no. 4 (December 1988): 259–76. http://dx.doi.org/10.1002/per.2410020404.

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This study focuses on the appraisal and coping process in acute, time‐limited stressful situations in a stress experienced group: 54 Swedish police officers. Each police officer retrospectively reported their thoughts, emotions, and actions during five recent stressful job events. The relations among appraisals of threat and of coping options, seven forms of problem‐ and emotion‐focused coping strategies, and selfrated performance were examined. Compared with previous studies of ordinary people in stressful situations, the police officers felt less threatened, appraised the situations as more solvable, and used considerably more problem‐focused forms of coping. Age had a significant effect on appraisal, while organizational position had a significant effect on coping. Using latent profile analysis, four appraisal styles were obtained. Consistency of cross‐situational appraisal style amongst individuals was high. The functional relationships among variables, i.e. appraisal, coping, and performance, are discussed.
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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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Kite, Devaun M., Jeffrey P. Katz, and Marilyn T. Zarzeski. "Can Managers Appraise Performance Too Often?" Journal of Applied Business Research (JABR) 13, no. 1 (September 8, 2011): 41. http://dx.doi.org/10.19030/jabr.v13i1.5771.

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

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Milosevich, Jodi. "Investigating the relationship between personality dimensions, level of self-efficacy and perceived performance appraisal satisfaction: a case for individualised performance appraisals." Master's thesis, Faculty of Commerce, 2019. http://hdl.handle.net/11427/30977.

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Orientation: For decades, organisations have implemented performance management systems in order to promote an environment focused on performance enhancement and employee development. Performance appraisals have consistently been at the centre of performance management systems. However, they are often perceived as being ineffective or unsatisfactory, resulting in dissatisfaction and contributing to financial and time losses. Performance Appraisal Satisfaction (PAS) amongst employees is, therefore, vital if organisations want to achieve desired outcomes. Limited research was found that explained or described methods which organisations can utilise to increase PAS amongst employees. Research rationale and objectives: As organisations become more global, innovative and employee-focused, the need to cater to individual needs and desires has significantly increased. This study aimed to investigate ways in which PAS can be increased through the individualisation of three performance appraisal aspects namely; number of raters; method of feedback and frequency of feedback. In terms of the individualisation factors, this study has focused on; level of perceived self-efficacy and the Big Five personality dimensions. Research approach: Given the limited pre-existing literature on this topic, the present study used an exploratory research approach to engage with the results in an in-depth manner. Qualitative and quantitative data was collected from employees and Human Resource practitioners in order to establish performance appraisal preferences and the viability of implementing individualised performance appraisals. Composite questionnaires consisting of Likert-type questions, choice-based conjoint tasks and open-ended questions, were distributed utilising a convenient and snowball methodology. Completed questionnaires were analysed by means of descriptive and inferential and statistics, conjoint analysis, as well as by means of a thematic analysis. Semi-structured interviews were conducted with Human Resource practitioners and analysed using a thematic analysis. Main findings: Results from the descriptive and inferential statistics indicate that the level of self-efficacy and personality-type are significant in predicting certain performance appraisal preferences. For example, respondents with increased levels of perceived self-efficacy significantly preferred face-to-face feedback from a manager (p < .05) while respondents with low levels of perceived self-efficacy significantly preferred impersonal feedback (p < .05). Results from the composite questionnaire’s open-ended items indicated that employees prefer performance appraisals which considered their personality type and level of self-efficacy. However, the thematic analysis conducted on the HR practitioner interviews revealed that HR practitioners are hesitant to implement a novel performance appraisal system for reasons including; gaining top-management support and the additional time and administrative burden it would likely impose on the HR practitioners themselves.
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Maphazi, Thandeka. "Transition from performance appraisal to performance management." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018570.

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The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.
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Li, Liya. "Performance appraisal management in Qidi." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-7610.

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The purpose of this study is to explore the performance appraisal practice in Qidi, and suggest in what way Qidi should go in performance appraisal in the future. The result shows that there are some problems in Qidi’s performance appraisal, management. Thereby, the suggestions are that Qidi should establish a standard performance appraisal system, create a formal control system, and keep the process transparent in appraisal.
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Karkoulian, Silva. "Performance appraisal in higher education." Thesis, University of Leicester, 2002. http://hdl.handle.net/2381/31001.

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The proper implementation of an appraisal system in an educational institution could enhance the growth and development of its faculty members, which will positively reflect on the whole institution. This study aims at laying the ground for a better appraisal practice at the Lebanese American University (LAU). The study also attempts to identify trends and areas for further development, and to provide consolidated practical advice for universities in Lebanon. 80 faculty members filled semi-structured questionnaires at the Lebanese American University. Furthermore, 40 faculty members were interviewed using purposive sampling. The response rate was low (36.86%), for 80 out of the 217 responded to the distributed questionnaire. The interviews with faculty members acknowledged the importance of mentoring and professional development at LAU. The results showed that no formal appraisal scheme was implemented at LAU. The majority of the respondents acknowledged that 360-degree appraisal is the most comprehensive appraisal practice. Based on the literature review and the suggestions of interviewed faculty members, a communication model for the performance appraisal scheme was developed to be further tested and adopted by the university, if it yielded satisfactory results. The researcher finally recommended the formal adoption of a performance appraisal process at LAU.
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Calderón, Robert Franciscus. "Mood and performance appraisal quality." The Ohio State University, 1998. http://rave.ohiolink.edu/etdc/view?acc_num=osu1282749923.

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

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Conlin, Brad. "INGO Performance Management Practices and the Need for Accountability." Thesis, Université d'Ottawa / University of Ottawa, 2015. http://hdl.handle.net/10393/32143.

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This study provides a comprehensive look at the current state of best practices in performance appraisal systems in the public and private sector. From this, the main objective for this research paper is to investigate the reasons why INGOs are not currently able to properly implement a ‘best practices’ based performance appraisal system. Furthermore, this paper will provide both future research questions, as well as practitioner based recommendations. In addition, it will examine the need for higher levels of accountability in INGOs through appropriate performance appraisal systems.
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Carter, Marta L. "Effects of appraisal purpose and rating format on performance appraisal accuracy." Thesis, Virginia Tech, 1989. http://hdl.handle.net/10919/45961.

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The principle of encoding specificity states that effective information retrieval relies upon consistency of encoding and retrieval cues. The present study generalized this principle to a complex social interaction in order to investigate the relation between certain combinations of pre- and post-observational cues and their effects on information categorization, recognition accuracy, and judgment accuracy. It was hypothesized that two experimental factors, appraisal purpose and rating format categorization, would influence organization, retrieval, and judgment of performance information. Specifically, consistent encoding (purpose) and retrieval (format) cues were expected to result in the most efficient retrieval of information, and consequently in more accurate performance ratings.


Master of Science
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Massey, David E. "Satellite Ground Station Cost/Performance Appraisal." International Foundation for Telemetering, 1997. http://hdl.handle.net/10150/609743.

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International Telemetering Conference Proceedings / October 27-30, 1997 / Riviera Hotel and Convention Center, Las Vegas, Nevada
The proliferation of Low Earth Orbiting (LEO) science, earth resources and eventually global communications satellites either in orbit or planned, requires a much lower cost methodology for ground support. No longer is it economically feasible to consider a single, dedicated satellite tracking station to service a LEO spacecraft. An innovative approach is needed to lower the cost of LEO satellite data services thus contributing to the expansion of the commercial space market. This appraisal will cover the performance aspects needed for LEO tracking support and offer a unique and new solution to providing TT&C and payload services.
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Ly, Linda. "Performance Appraisal in a Family Business." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10605651.

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This qualitative study explored the perceptions of effectiveness of a performance review process at one family business. Ten employees across the firm were interviewed in order to describe the process, identify its strengths and weaknesses, and offer suggestions for improvement. Findings suggest that participants understood the process steps and timing, but had less accurate understanding of the process outcomes. Participants generally perceived the process as fair, helpful, and valuable to their development. Noted strengths included the process design and support from direct managers, executive leaders, and the organization. Weaknesses included the lack of structure, poor consistency in ratings, timing issues, and lack of goal alignment. Recommendations include improving the rating system, adjusting the process timing and structure, leveraging evaluation data as a talent management tool, and increasing stakeholder involvement. However, these study findings are considered exploratory, and more research should be conducted to determine how representative these findings are of family businesses.

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Books on the topic "Performance appraisal"

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Anderson, G. C. Performance appraisal. Glasgow: University of Strathclyde Business School, 1986.

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Advisory, Conciliation and Arbitration Service. Library and Information Centre. Performance appraisal. London: ACAS, 1992.

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Great Britain. Work Research Unit. Performance appraisal. London: Work Research Unit, 1988.

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National Examining Board for Supervisory Management., ed. Performance appraisal. Oxford: Pergamon Open Learning (for) National Examining Board for Supervisory Management, 1990.

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Review, Harvard Business, ed. Performance appraisal. Boston, Ma: Harvard Business School, 1988.

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James, Graham. Performance appraisal. London: Work Research Unit, 1988.

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Cardy, Robert L. Performance appraisal: Alternativeperspectives. Cincinnati: South-Western Pub. Co, 1994.

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Myland, Lesley. Managing performance appraisal. Kingston upon Thames: Croner, 1992.

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1947-, Bell Douglas, Johnson Melinda 1965-, and Committee of Vice-Chancellors and Principals of the Universities of the United Kingdom., eds. Purchasing performance appraisal. Edinburgh: Committee of Vice-Chancellors and Principals of the Universities of the United Kingdom, 1995.

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Freemantle, David. The performance of:performance appraisal: An appraisal. Windsor: Superboss, 1994.

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Book chapters on the topic "Performance appraisal"

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Sallis, Edward, and Kate Sallis. "Performance Appraisal." In People in Organisations, 232–39. London: Macmillan Education UK, 1990. http://dx.doi.org/10.1007/978-1-349-11610-2_26.

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Sallis, Edward, and Kate Sallis. "Performance Appraisal." In People in Organisations, 226–33. London: Macmillan Education UK, 1988. http://dx.doi.org/10.1007/978-1-349-09228-4_24.

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La Monica, Elaine Lynne. "Performance Appraisal." In Management in Health Care, 295–305. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23156-0_18.

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Bratton, John, and Jeffrey Gold. "Performance Appraisal." In Human Resource Management, 169–89. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23340-3_7.

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Cornish, Tinu, Kathlyn Wilson, and RobertG Jones. "Performance Appraisal." In The Psychology of Ethnicity in Organisations, 58–82. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-33014-7_4.

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Murphy, Kevin R., and Paige J. Deckert. "Performance appraisal." In APA handbook of testing and assessment in psychology, Vol. 1: Test theory and testing and assessment in industrial and organizational psychology., 611–27. Washington: American Psychological Association, 2013. http://dx.doi.org/10.1037/14047-033.

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Kressler, Herwig W. "Performance Appraisal." In Motivate and Reward, 47–76. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9781403937711_2.

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Truxillo, Donald M., Talya N. Bauer, and Berrin Erdogan. "Performance Appraisal." In Psychology and Work, 137–78. 2nd ed. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429055843-7.

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Aungsuroch, Yupin, Joko Gunawan, and Mary L. Fisher. "Performance Appraisal." In Redesigning the Nursing and Human Resource Partnership, 69–79. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-5990-4_6.

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Eilon, Samuel. "Management Performance Appraisal." In Management Strategies, 249–61. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-4585-9_22.

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Conference papers on the topic "Performance appraisal"

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Chindhe, Tushar B., and Bhagya M. Patil. "Student Performance Appraisal System." In 2021 6th International Conference on Communication and Electronics Systems (ICCES). IEEE, 2021. http://dx.doi.org/10.1109/icces51350.2021.9489162.

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de Andres Calle, R., J. L. Garcia-Lapresta, Jun Liu, and L. Martinez. "Performance appraisal with heterogenous information." In 2008 3rd International Conference on Intelligent System and Knowledge Engineering (ISKE 2008). IEEE, 2008. http://dx.doi.org/10.1109/iske.2008.4731153.

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Ghozali, Mohammad, Hamid Zarkasyi, Kurnia Jayanti, and Yunita Wulandari. "Employee Performance Appraisal in Business." In The First International Conference On Islamic Development Studies 2019, ICIDS 2019, 10 September 2019, Bandar Lampung, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.10-9-2019.2289352.

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Gravill, N. "Probe ageing effects and performance." In IEE Colloquium on Pulse Oximetry: A Critical Appraisal. IEE, 1996. http://dx.doi.org/10.1049/ic:19960779.

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DE ANDRÉS, R., M. ESPINILLA, R. M. RODRÍGUEZ, and L. MARTÍNEZ. "PERFORMANCE APPRAISAL WITH MULTIPLE LINGUISTIC SCALES." In Proceedings of the 4th International ISKE Conference on Intelligent Systems and Knowledge Engineering. WORLD SCIENTIFIC, 2009. http://dx.doi.org/10.1142/9789814295062_0067.

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Jia, JunYing, and Jianxin Shi. "Review on middle managers' performance appraisal." In 2015 3rd International Conference on Education, Management, Arts, Economics and Social Science. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemaess-15.2016.148.

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Wei, Xiaopeng, Junhua Liu, and Yan Zhou. "Study on Construction Logistics Performance Appraisal." In International Conference of Logistics Engineering and Management (ICLEM) 2010. Reston, VA: American Society of Civil Engineers, 2010. http://dx.doi.org/10.1061/41139(387)57.

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Hayat, Hayat, and Rike Anggun Artisa. "Implementation of Public Service Performance Appraisal Model." In Proceedings of the First International Conference on Administration Science (ICAS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icas-19.2019.11.

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Dominic, P. D. D., Izzatdin Abdul Aziz, and K. N. Goh. "A Decision Support System for Performance Appraisal." In 2008 Fifth International Conference on Information Technology: New Generations (ITNG). IEEE, 2008. http://dx.doi.org/10.1109/itng.2008.266.

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Ayadi, Mohamed A., Helmi Jedidi, and Lawrence Kryzanowski. "Performance appraisal of international equity mutual funds." In 2015 2nd World Symposium on Web Applications and Networking (WSWAN). IEEE, 2015. http://dx.doi.org/10.1109/wswan.2015.7210311.

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Reports on the topic "Performance appraisal"

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Moyo, Unoda. Performance Appraisal in Organizational Cultural Context. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1154.

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Connolly, Peggy. A Performance Appraisal Model for Postsecondary Education. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1245.

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Steinberg, Alma G., and William P. Burke. Recommendations for Improved Performance Appraisal in the Federal Sector. Fort Belvoir, VA: Defense Technical Information Center, January 1986. http://dx.doi.org/10.21236/ada168777.

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Orvis, Karin A., James Belanich, and Sena Garven. Performance Appraisal Feedback: A Foundation for Effective Self-Development. Fort Belvoir, VA: Defense Technical Information Center, June 2008. http://dx.doi.org/10.21236/ada483002.

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Eidenbenz, Stephan Johannes. Scalable Codesign Performance Prediction for Computational Physics - Mid-Term- Appraisal: Overview Talk. Office of Scientific and Technical Information (OSTI), January 2016. http://dx.doi.org/10.2172/1237216.

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Fisher, Cynthia D., Roseanne J. Foti, and James B. Shaw. Final Report for Years One and Two: Applied Research on Performance Feedback and Appraisal. Fort Belvoir, VA: Defense Technical Information Center, August 1987. http://dx.doi.org/10.21236/ada189346.

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Lee, W. W. L., L. Chaturvedi, M. K. Silva, R. Weiner, and R. H. Neill. An appraisal of the 1992 preliminary performance assessment for the Waste Isolation Pilot Plant. Office of Scientific and Technical Information (OSTI), September 1994. http://dx.doi.org/10.2172/10186287.

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Crist, Elizabeth. Towards a measure of superior-subordinate perceptual correspondence and its relationship to the performance appraisal. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.3180.

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Rahman, M. M., and K. N. Strafford. USA09-01 Appraisal and Assessment of Factors Involved in the Maintenance of the Integrity of Pipelines. Chantilly, Virginia: Pipeline Research Council International, Inc. (PRCI), September 1992. http://dx.doi.org/10.55274/r0011770.

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Abstract:
The experimental work reported in this thesis was aimed at investigating the relative importance of surface-finish and condition on: (1) susceptibility to stress corrosion cracking, and (2) FBE coating performance for X-65 pipeline steel.
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Mills, Evan. A New Appraisal- Lessons from the History of Efforts to Value Green and High-Performance Home Attributes in the United States. Office of Scientific and Technical Information (OSTI), October 2015. http://dx.doi.org/10.2172/1250899.

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