Dissertations / Theses on the topic 'Performance appraisal'
To see the other types of publications on this topic, follow the link: Performance appraisal.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Performance appraisal.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
Maphazi, Thandeka. "Transition from performance appraisal to performance management." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018570.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
Karkoulian, Silva. "Performance appraisal in higher education." Thesis, University of Leicester, 2002. http://hdl.handle.net/2381/31001.
Full textAbstract:
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.
5
Calderón, Robert Franciscus. "Mood and performance appraisal quality." The Ohio State University, 1998. http://rave.ohiolink.edu/etdc/view?acc_num=osu1282749923.
Full text
6
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.
Full text
7
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.
Full textAbstract:
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.
8
Carter, Marta L. "Effects of appraisal purpose and rating format on performance appraisal accuracy." Thesis, Virginia Tech, 1989. http://hdl.handle.net/10919/45961.
Full textAbstract:
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
9
Massey, David E. "Satellite Ground Station Cost/Performance Appraisal." International Foundation for Telemetering, 1997. http://hdl.handle.net/10150/609743.
Full textAbstract:
International Telemetering Conference Proceedings / October 27-30, 1997 / Riviera Hotel and Convention Center, Las Vegas, NevadaThe 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.
10
Ly, Linda. "Performance Appraisal in a Family Business." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10605651.
Full textAbstract:
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.
11
Moyo, Unoda C. "Performance Appraisal in Organizational Cultural Context." PDXScholar, 1995. https://pdxscholar.library.pdx.edu/open_access_etds/1155.
Full textAbstract:
This study examined the relationship between an organization's culture and its performance appraisal (PA) system and process. The initial phase of this study involved examining an organization's culture and the properties of its performance appraisal system from organizational archival information. Information derived from this phase of the study was later utilized to formulate interview questions, guide the search for the organizational culture survey instrument, and to construct the performance appraisal perceptions measuring instrument. This latter instrument is a quantitative measure that was later employed in testing the primary hypothesis that stated the performance appraisal process had a positive effect on organizational culture. The results of the hypotheses testing revealed that the PA process, in terms of individual member perceptions thereof, had a significant positive effect on the selected organizational cultural elements. Further analysis of the data revealed that members of the organization that had been recently appraised had statistically stronger positive perceptions towards the PA process and, therefore, stronger inclination towards the espoused cultural values. These findings make a strong case for using the performance appraisal process for the purpose of not only evaluating individual performance for various administrative goals, but for other goals related to creating, maintaining, and perpetuating the desired organizational culture. This suggests that organizational leadership (through its management), when designing its PA system should pay attention to the value system, or the culture, it wants to prevail in its organization and include this information along with other relevant performance measures into the PA structure. Such a policy can lead to the existence of an appropriate culture for that organization if, as the results of this study show, the managers and supervisors at all levels timely perform such appraisals for all their subordinates. Performance appraisal, which itself is often considered a structural element designed for organizational control, has the potential to have as much impact on an organization's culture as any other mode of communication. In that regard, this study takes a step towards looking at PA as one more criteria to be examined during organizational cultural studies and organizational intervention
12
Guner, Bilgi. "Performance appraisal system in Filiz Gida." CSUSB ScholarWorks, 2003. https://scholarworks.lib.csusb.edu/etd-project/2399.
Full textAbstract:
This thesis focuses on evaluating the performance appraisal system of Filiz Gida, a small food processing company that is located in Turkey. Filiz Gida was established by Dogus Holding in Bolu, and currently employs 284 individuals. Filiz Gida is dedicated to fair and respectful treatment of all workers, offering voluntary benefits in housing programs, health care, education for worker's children, and professional child care services. The importance of quality in production at Filiz Gida is reflected by its receipt of ISO 9002 certification in 1994. In 2003 the Barilla Group, which is one of the giants in the pasta business, acquired Filiz Gida due to financial interests that have not been well documented by public media.
13
Maurício, António Manuel Costa. "Avaliação de desempenho: Caracterização das melhores experiências percepcionadas pelos avaliados." Master's thesis, Universidade de Évora, 2007. http://hdl.handle.net/10174/16686.
Full textAbstract:
Esta dissertação tem como finalidade caracterizar as melhores experiências de avaliação de desempenho, percecionadas pelos avaliados, no pressuposto que as mesmas são processes de interação social, envolvendo significados e expectativas entre os atores. Por conseguinte, a ênfase da abordagem que realizamos não está no modelo de avaliação mas nas práticas e consequentemente nos processes de interação, durante os quais os atores envolvidos na avaliação de desempenho constroem e reconstroem significados sobre a mesma. Assim, recorrendo a metodologias compreensivas e à técnica de análise de conteúdo, com apoio do software N6, analisámos o conteúdo de 14 entrevistas semiestruturadas, realizadas a funcionários avaliados pelo Sistema Integrado de Avaliação de Desempenho da Administração Pública e efetuadas num hospital do sector público administrativo do estado. Com este estudo, verificámos que os avaliados constroem significados (valorativos e qualificativos) sobre a avaliação em que a informação, a formação, o envolvimento do avaliador e as oportunidades de participação, assumem um papel central na legitimação social da avaliação de desempenho e consequentemente na aceitação da cotação, o que por sua vez condiciona as perceções qualitativas da avaliação de desempenho. Perante os resultados concluímos que a consecução dos objetivos da avaliação do desempenho só serão efetivos se os avaliados percecionarem as experiências de avaliação válidas e positivas e não como uma ameaça. Na sequência da interpretação dos resultados emergem um conjunto de hipóteses, as quais carecem ser testadas em estudos posteriores de maior dimensão. Por fim, foram delineadas as linhas orientadoras de um plano de intervenção que visam a consecução das boas práticas de avaliação de desempenho. /ABSTRACT - The purpose of this study is to characterize the best experiences of performance appraisal, perceived by appraised with the assumption that they are processes of social interaction, involving meanings and expectations between the actors. Therefore, the emphasis of the approach that we carry out is not in the evaluation model but in the practice and in the interaction processes, during which the involved actors in the performance appraisal construct and reconstruct meanings on the same. Thus, appealing to comprehensive methodologies and to the technique of content analysis, along with the support of N6 software, we study the content of 14 interviews, made to employees, who are assessed according to performance appraisal system used in Public Administration in Portugal (SIADAP). These interviews took place in a hospital of the public administrative sector, of the state. With this study, we verify that appraised create meanings (valuable and qualifying) of the appraisal where, information, training, appraisal involvement and chances for participation, consequently takes a central role in the social legitimacy of the performance appraisal, and, in the acceptance of the quotation, that will affect the qualitative perceptions of the performance evaluation. Studying the results we conclude that, the goal achievement of the performance appraisal will only be effective if the appraised perceive experiences of appraisal as valid and positive, and not as a threat. With the interpretation of these results, several hypotheses emerge which could be tested in future research, with a larger dimension. Finally, the guide lines of an intervention plan had been delineated, with a prior aim, the achievement of good practical of performance appraisal.
14
Verhulp, Ian Marc. "Moving from performance appraisal to performance management at Goldmaster." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/635.
Full textAbstract:
Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct an investigation at a manufacturing jeweller in the Western Cape to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. Preliminary investigations showed that the organisation was using a performance appraisal process which was not effective in facilitating the organisation’s strategic objectives. Based on the initial investigation, this study was undertaken. To achieve the goals of this study, 33 employees of the organisation were presented with a questionnaire based on important key elements of performance management. Responses were received from 31 employees, of which one was from senior management, two from management, three from supervisory staff, and 25 from general staff members. Their responses to the questionnaire were analysed and evaluated and, based on the findings, recommendations were made. The results of the study showed that problems exist in the organisation which impede achievement of its strategic goals. A performance management system would assist the organisation in many of these areas to overcome the identified problems. The results of the study will enable the management of the organisation to design and implement a performance management system to facilitate the achievement of the organisation’s strategic goals.
15
Galagedera, Don U. A. "Investment performance appraisal and asset pricing models." Monash University, Dept. of Econometrics and Business Statistics, 2003. http://arrow.monash.edu.au/hdl/1959.1/5780.
Full text
16
Huovala, R. "The appraisal of workplace performance measurement tools." Thesis, University of Salford, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.539097.
Full text
17
Ojomo, D. O. "Assessing performance appraisal systems and their effectiveness." Thesis, University of Dundee, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.539098.
Full text
18
Phan, Nam. "Faculty perceptions of the performance appraisal process." Thesis, California State University, Fullerton, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3581783.
Full textAbstract:
In recent decades, there has been increasing pressure for teacher accountability and interest in teacher evaluation throughout the world. While much research has been conducted on significant factors contributing to high student achievement, including the examination of the positive correlation between the faculty evaluation process and student success, there is a lack of research in the Vietnamese culture on faculty perceptions of the meaning and influences of faculty performance evaluation. This study addressed faculty perceptions of a particular evaluation process and their perceptions of its impact on their teaching performance. The purpose of this qualitative case study was to explore full-time faculty members' perceptions of the evaluation or performance appraisal (PA) process currently implemented in a private university in Ho Chi Minh City, Vietnam. The study utilized data obtained from individual, semi-structured interviews with12 full-time faculty participants. After data analysis, the following salient findings were identified. First, faculty found a PA process that emphasized both competency and highlighted professional growth beneficial and motivating in measuring their performance and enhancing their teaching quality. Second, significant factors contributing to faculty positive perceptions of the PA process and to faculty instructional improvement included the clarity of the PA purpose, faculty involvement in the PA design and development, and the critical role of the evaluator and his/her constructive feedback in the PA process. Finally, faculty strongly recommended that additional types of evaluation, especially student feedback, be incorporated into the PA process and more opportunities be made available for professional development. As a result of these findings, this study could serve as a catalyst for policymakers and school leaders in improving the existing evaluation processes and in increasing their insight into how instructors perceive these policies and what factors contribute to their perceptions. In addition, the findings could stimulate further research on appraisal policy reform. Identifying key factors that instructors believe are critical in an effective evaluations process could assist the leadership in finding tools to make process meet instructors' expectations.
19
Connolly, Peggy. "A Performance Appraisal Model for Postsecondary Education." PDXScholar, 1989. https://pdxscholar.library.pdx.edu/open_access_etds/1246.
Full textAbstract:
Purpose. Although performance appraisal is an important factor in the successful operation of organizations, it is often a difficult and threatening task. Traditional approaches to evaluation have proved to be neither effective nor in legal compliance. This problem affects postsecondary institutions, where customary subjective appraisal contributes to undesirable employment discrimination.
This study provides postsecondary administrators with an effective and legally defensible model of performance appraisal. Research addressed these questions: (1) What does statutory law mandate in appraisal? (2) What issues, patterns, and decisions concerning appraisal have been identified through the judicial process, and what degree of consistency has been shown in decisions? (3) What standards are suggested by performance appraisal law and practices? (4) What should constitute an appraisal program for postsecondary education that synthesizes appraisal practices and emerging legal standards?
Federal statutes and court records governing employment practices were examined to identify data. Data were analyzed according to principles of grounded theory development proposed by Glaser and Strauss, and complemented by legal research methodologies recommended by Alton. Appraisal law was summarized, followed by review of current practices identified in appraisal literature. A performance appraisal model for postsecondary education synthesizing legal standards and current practices was presented.
Although statutes governing appraisal apply to all employers, the courts demand less stringent compliance by postsecondary institutions. The judiciary acknowledges prejudice in employment decisions in academia, but implores educators to regulate their own behavior to preserve academic freedom.
In non-academic employment, periodic appraisals should be based on written, objective standards known to employees, that are valid, reliable, and fair; and administered and scored under standardized conditions by trained evaluators. Records must be confidential.
The courts do not require strict compliance by postsecondary institutions; they urge, but do not mandate, that academic employees be treated without bias.
Guidelines are needed to define a non-discriminatory evaluation process for postsecondary employees. This research model presents a first step toward this goal.
20
Benade, Marzelle. "A critical appraisal of performance management (appraisal) in higher education : case study at Stellenbosch University." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4787.
Full textAbstract:
Thesis (MBA (Business Management))--University of Stellenbosch, 2009.AFRIKAANSE OPSOMMING: Die doel van hierdie studie is om die huidige prestasiebestuurstelsel van die Universiteit van Stellenbosch te evalueer en om verbeterings aan te beveel. Die volgende navorsingsdoelwitte is dus bespreek: bepaal of uitsonderlike prestasie beloon word; stel vas of personeellede in die huidige prestasiebestuursproses glo en dit ondersteun; identifiseer die knelpunte in die prestasiebestuurstelsel van die Universiteit van Stellenbosch; bepaal die kenmerke van en vereistes vir doeltreffende prestasiebestuurstelsels; ontwerp ‘n model wat toesighouers in die toekoms as wegspringblok kan gebruik om prestasie as deel van hul daaglikse aktiwiteite te meet; bepaal die potensiële verwantskap tussen prestasie en vergoedingsvlakke; en bemagtig Menslike Hulpbronne om die vergoedingsbeleid konsekwent toe te pas. Eerstens word eietydse literatuur bestudeer om die verskil tussen prestasiebeoordeling en prestasiebestuur te bepaal. Beste praktyk vir prestasiebestuur word deur die literatuuroorsig geïdentifiseer sodat die Universiteit van Stellenbosch dit in die toekoms kan implementeer en sodat die slaggate waarin ander instansies getrap het, vermy kan word. Ander hoër onderwysinstansies word geëvalueer om bestaande stelsels ten volle te begryp en te bepaal waar die Universiteit van Stellenbosch kan verbeter. Data van die 2006-2007 en 2007-2008 prestasie-evalueringstydperke is gebruik om te bepaal of daar ‘n korrelasie is tussen individuele prestasiepunte en bonusse wat ontvang is. Laastens word ‘n elektroniese vraeboog aan alle permanente personeellede aan die Universiteit van Stellenbosch versprei word om te bepaal wat die huidige persepsie van prestasiebestuur by bogenoemde instansie is. Die resultate (verwys Tabel 4.4) toon aan dat die Universiteit van Stellenbosch as geheel nie aan die vasgestelde prestasiebestuurbeleid voldoen nie. Sommige personeellede wat ‘n prestasiepunt van 3 en laer behaal het, het ook bonusse ontvang. ‘n Bonus vir ‘n prestasiepunt van 3 kan nog regverdig word as ‘n erkenning vir harde werk. Die Universiteit van Stellenbosch streef ooreenkomstig sy vergoedingsbeleid daarna om ‘n verwantskap tussen prestasie en vergoeding te bewerkstelling deur tussen uitsonderlike, gemiddelde en ondergemiddelde presteerders te onderskei. Dit is duidelik dat die Universiteit van Stellenbosch se beleidsdokumente (vergoeding en prestasiebestuur) uitgevoer word en weldeurdag is. Opleiding, wat saam met opvoeding bevorder word, verseker ‘n hoë vlak van begrip vir prestasiebestuur, die ontwikkeling van die nodige vaardighede en waardering vir die waarde wat prestasiebestuur tot ‘n organisasie kan toevoeg. Die voorgestelde prestasiebestuursmodel (verwys Tabel 5.2) sal verseker dat behoorlike voorbereiding gedoen word (standaard werkprosedures en opleiding) met opvolgaksies (kritiek en hersiening) om te verseker dat die model saam met die organisasie groei. Die huidige prestasiebestuurproses (die hoe) is onsuksesvol. Aandag kan egter aan die proses geskenk word deur opleiding en heropleiding en deur meer finansiële hulpbronne beskikbaar te stel om te verseker dat gepaste verwantskap tussen prestasie en vergoeding geskep word. Verskeie prestasiebestuurprogramme (elektroniese weergawes) is beskikbaar. Dit is vir die toekoms uiters belangrik om elektroniese bestuursmetingsprogramme te implementeer en om die proses hierby aan te pas. Gereelde kommunikasie hou personeel ingelig en verseker dat die verskillende stadiums van prestasiebestuur plaasvind. Die idee dat prestasiebestuur alledaags en tydrowend is moet in ‘n kultuur van maklike en doeltreffende prestasiebestuur omskep word.
ENGLISH ABSTRACT: The aim of this study was to critically examine the current situation regarding the performance management system at Stellenbosch University and make recommendations for improvement. This was done by looking at the following research objectives: determine whether outstanding performance is rewarded; investigate whether staff members believe in and support the current performance process; identify barriers to the performance management system at Stellenbosch University; determine characteristics and requirements of effective performance management systems; design a model that can be used in future as a starting point for supervisors to measure performance as part of their daily activities; determine the potential link between performance and remuneration levels; and empower Human Resources to consistently enforce the remuneration policy. Firstly, contemporary literature was reviewed to understand the difference between performance appraisal and performance management. Best practices for performance management were identified through the literature review to ensure that Stellenbosch University implements those in future and to steer away from the pitfalls other institutions have experienced. Other higher education institutions were evaluated to fully understand what is in place and where Stellenbosch University can improve. Data from the 2006-2007 and 2007-2008 performance evaluation periods were used to determine whether a correlation exists between an individual’s performance mark and receiving a bonus. Lastly, an electronic questionnaire was distributed to all permanent employees of Stellenbosch University to determine the current perception of performance management at this institution. The results (refer Table 4.4) indicate that Stellenbosch University as a whole does not comply with the set policy regarding performance appraisal. There were employees who received performance v marks of 3 and below who also received bonuses. Performance marks of 3 can be justified and seen as a “thank you for your hard work”. In terms of Stellenbosch University’s remuneration policy, the University strives to establish a link between performance and remuneration by differentiating between outstanding, average and below average performers. It is clear that Stellenbosch University’s policies (remuneration and performance management) are in place and well thought through. Training, running concurrently with education, ensures a high level of understanding of performance management, the development of the required skills and an appreciation of the value that performance management can add to an organisation. The proposed performance management model (refer Table 5.2) will ensure that thorough preparation is done (standard working procedures and training), with a follow-up action (critique and revision), to allow this model to evolve with the organisation. The current performance management process (how) is not successful. However, it can be fully addressed through training and re-training, and by making more financial resources available to ensure an appropriate linkage between performance and remuneration. Several performance management programmes (electronic versions) do exist. Moving forward, it is vital to implement electronic measuring programmes in conjunction with the re-alignment of the process. Regular communication will keep employees informed and will ensure that the different stages of performance management take place. The idea that performance management is mundane and time-consuming must be changed to a culture of easy-to-do and effective performance management.
21
Bhagwat, Tanya A. "Performance appraisal impact on employee career development and performance: A longitudinal study." Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5420/.
Full textAbstract:
The purpose of this study was to determine the effectiveness of the implementation of an internally created performance appraisal system as well as the subjects' overall satisfaction with the implementation. The system was implemented at a major technology consulting firm in the US. The subjects of this study were three levels of employees of the firm. An employee survey conducted annually at the firm included questions relating to the implementation of the performance appraisal system. Eight years of employees' responses to three key questions were analyzed. Employees' perceptions of the appraisal feedback aiding increased performance, their belief about the implementation assisting with their career management, satisfaction with the initiative, and their understanding of the requirements for promotion were captured by this survey. Trend analysis indicates that employees at the firm perceived their career path knowledge unimproved, their understanding of promotion criteria unimproved as a result of the implementation. Employees did not indicate overall satisfaction with the implementation and the employee's belief about their skills and abilities utilization did not improve post implementation.
22
Lane, John. "Self ratings, supervisors ratings, positions and performance." Thesis, Birkbeck (University of London), 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.283782.
Full text
23
Flaniken, Forrest. "PERFORMANCE APPRAISAL SYSTEMS IN HIGHER EDUCATION: AN EXPLORATION OF CHRISTIAN INSTITUTIONS." Doctoral diss., University of Central Florida, 2009. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4171.
Full textAbstract:
Although there is substantial literature on the use of performance appraisal in the for-profit world, there is little literature available concerning the appraisal of staff positions in higher education. More knowledge is needed in this area since there is considerable research indicating that performance appraisal creates benefits to an organization and its employees. This study provides a comprehensive review of the development and use of performance appraisal in the United States, and a detailed look at the purposes, benefits, and challenges of performance appraisal. The study found a very high usage of staff performance appraisal in its population of 108 Christian colleges and universities. However, it also found a significant amount of dissatisfaction with the appraisal process due to (a) lack of leadership support for the appraisal process, (b) supervisors not being held accountable for the timely completion of their appraisals, and (c) the lack of training provided supervisors for doing performance appraisals well.Ed.D.
Department of Educational Research, Technology and Leadership
Education
Education EdD
24
McKinney, M. M., and C. Allen Gorman. "A Proposed Analysis of Court Decisions Concerning Performance Appraisal." Digital Commons @ East Tennessee State University, 2018. https://dc.etsu.edu/etsu-works/2611.
Full text
25
Hsu, Lily Maria. "Performance appraisal for executive officers of the HKSAR." Click to view the E-thesis via HKUTO, 2003. http://sunzi.lib.hku.hk/hkuto/record/B3196719X.
Full text
26
Howarth, Cathy. "The influence of age stereotyping on performance appraisal." Thesis, University of Ottawa (Canada), 1989. http://hdl.handle.net/10393/5910.
Full text
27
Hsu, Lily Maria, and 徐莉莉. "Performance appraisal for executive officers of the HKSAR." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2003. http://hub.hku.hk/bib/B3196719X.
Full text
28
Ashkanani, Mohammad E. "Performance appraisal in the governmental sector in Kuwait." Thesis, University of Sunderland, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366065.
Full text
29
Smallman, David John. "An ecological appraisal of waste stabilization pond performance." Thesis, University of Leeds, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.256265.
Full text
30
Zhang, Huazhu. "Three studies on portfolio optimization and performance appraisal." Thesis, University of Warwick, 2011. http://wrap.warwick.ac.uk/51590/.
Full textAbstract:
This thesis studies three important issues in portfolio management: the impact of estimation risk on portfolio optimization, the role of fundamental analysis in portfolio selection and the power of the bootstrap approach for separating skill from luck across a sample of portfolio managers. The first study examines the practical value of the mean-variance portfolio optimization. This issue arises from the concern that the performance of the meanvariance portfolio suffers seriously from estimation errors in input parameters. Based on simulated asset returns, we compare the performance of selected popular portfolios against the naïve equally weighted portfolio (1/N) in terms of the Sharpe Ratio. We conclude that given relatively small and persistent anomalies, some sophisticated portfolio rules can outperform the naïve one at estimation windows of reasonable lengths. We find that (1) an estimation window of 120 months is needed for the optimization-based portfolio rules to outperform the 1/N rule when annual abnormal returns lie between a certain range; (2) given the same abnormal returns, even longer estimation windows are needed when asset returns exhibit fat tails; (3) our preferred portfolio rule, which combines optimally the sample tangency portfolio with MacKinlay and Pástor’s (2000) portfolio, performs well relative to other rules. Our second study examines the role of fundamental analysis in portfolio selection. Fundamental analysis assumes implicitly that asset prices mean-revert to their fundamental values. We solve the instantaneous mean-variance portfolio choice problem when asset prices mean-revert to their fundamentals and analyze how this meanreversion feature affects the performance of the optimal portfolio. Our analytical results show that the expected appraisal ratio of the optimal portfolio is increasing in the meanreversion speed for a given stationary distribution of the mispricing and it is increasing in the standard deviation of the stationary distribution for a given level of the meanreversion speed. The contribution from dividends is positive, increasing in the dividend yield and is tantamount to increasing the mean-reversion speed. Our numerical examples indicate that fundamental analysis can be more helpful than practitioners’ performance shows. One implication of this is that it must be very challenging to obtain reasonable forecasts of the mispricing. Our third study provides a simulation analysis of the power of the bootstrap approach for identifying skill among a large population of mutual funds. Unlike the standard t-test, this approach does not require ex ante parametric assumption on fund alphas and allows us to infer on the existence of genuine skill across a large sample of fund managers. Its recent applications in mutual fund performance analysis have produced strikingly different findings from those documented in the classical literature. However, as far as we know, its power has not been subject to any rigorous statistical analysis. We provide a Monte Carlo simulation analysis of the validity and power of this method by applying it to evaluating the performance of hypothetical funds under varieties of parameter assumptions. We find that this method can be misleading, which is true regardless of using alpha estimates or their t-statistics. This makes the recent findings dubious. The major problem with this method lies in the inappropriate use or misinterpretation of what Fama and French (2010) call "likelihoods" in testing for difference between realized and bootstrapped alphas at selected percentiles. We also show that the variance decomposition and the Kolmogrov-Smirnov test can lead to correct inferences on fund managers’ skill when likelihoods fail to do so.
31
Coole, David R. "The Effects of Citizenship Performance, Task Performance, and Rating Format on Performance Judgments." [Tampa, Fla.] : University of South Florida, 2003. http://purl.fcla.edu/fcla/etd/SFE0000186.
Full text
32
Marková, Petra. "Analýza systému hodnocení zaměstnanců." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192418.
Full textAbstract:
The Master's Thesis is focused on the analysis of the employee performance appraisal system in the selected company. The aim of the thesis is to identify a strengths and weaknesses of the performance appraisal system and based on the discovered facts to suggest suitable solutions for increasing the efficiency of the evaluation system. The theoretical part deals with fundamental theoretical concepts and also with personal activities related to the employee performance appraisal. In the practical part is found out how the system of the employee performance appraisal is perceived through the questionnaire survey. Based on the survey results are identified shortcomings of the current system and proposed the measures for streamline the performance system.
33
Mitchell, Lorianne D. "Performance Appraisal as a Predictor of Emotion and Job Satisfaction: An Empirical Investigation of Appraisal Theory and AET." Digital Commons @ East Tennessee State University, 2008. https://dc.etsu.edu/etsu-works/8318.
Full text
34
Grainger, David. "Authoring appraisal : an analysis of participation in performance appraisal systems in two local authorities in England." Thesis, University of Leeds, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.574506.
Full textAbstract:
The use of performance appraisal (PA) schemes is now almost ubiquitous in modem organizations, yet the academic literature on the subject must contend with a number of empirical studies which suggest that those who implement appraisal systems consider them to have failed. This suggests a need for more comprehensive examination of what happens when PA is implemented in practice. Taking a broadly realist approach, this thesis argues that such an examination must give a more comprehensive picture of how each of the different groups involved in PA participate in such schemes, with such participation seen not as determined by appraisal systems, but as meaningful choices taken by agents, which are influenced by such systems. This thesis focuses on the understandings (or 'theorizations') of PA held by different groups, arguing that these are the basis of the choices they make about how to participate. Employees at two local authorities in England were interviewed about their understandings and experiences of PA, and connections were drawn from the distinctive rationalities of each group about the organization in general, through their understandings of PA in particular, to the way they actually participate in appraisal. The latter topic is not a major focus of the thesis, but was studied by examining how PA forms at the two authorities had been designed to produce certain outcomes, and how some appraisers and appraisees had completed those forms. From this examination, two main conclusions are drawn. Firstly, the studied schemes reflected their designers' wish for them to perform multiple and contradictory functions. Secondly, appraisers and appraisees participated in PA enthusiastically, but often in ways against the design of the PA scheme, reflecting the fact that, whilst they accepted the legitimacy of their organization's PA schemes, their understandings of PA were very different to those of the designers.
35
Taylor, Richard Lawrence. "Occupational Bias in Performance Appraisals." Diss., Virginia Tech, 2010. http://hdl.handle.net/10919/29454.
Full textAbstract:
This dissertation investigates the question: are mission critical occupations more favored than other occupations in performance appraisals in pay pools? While many types of bias in performance appraisals occur, such as gender or race, occupational bias--favoring or showing preference for one occupation over another in performance appraisals and subsequent ratings-- has not been fully examined. There is a lack of empirical evidence that addresses occupational bias in performance appraisal and ratings in the Federal civil service sector, and more specifically the Department of Defense. The importance of occupational bias in performance appraisals is seen in the cost to organization and taxpayer, the degradation to fairness and trust in the workplace, and the erosion of organizational values.
The methodology used to address this dissertationâ s hypothesis is a quantitative-qualitative inquiry that investigates performance ratings of the engineering occupational series within three Department of Defense (DOD) engineering agencies. The methodology is comprised of three parts: quantitative analysis of pay pool rating data and qualitative analysis of archived documents and expert interviews. Each part of the methodology is intended to be mutually supportive.
The quantitative analysis yields a null finding of the hypothesis based on two findings. First, indicators of occupational bias were not found using differences of average occupational performance ratings between engineers and other occupations in three DOD engineering organizations. Second, Fiscal Year 2008 engineer occupational series performance ratings in three Department of Defense engineering agencies did not show statistically significant differences when compared to occupations such as personnel management specialists and accountants. This may be due to privacy act limitations in the data set used. Anecdotal evidence of preferences for mission critical occupations in performance appraisals and ratings was found to support the hypothesis.Ph. D.
36
Othman, Norfarizal. "Employee performance appraisal satisfaction : the case evidence from Brunei's Civil Service." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/employee-performance-appraisal-satisfaction-the-case-evidence-from-bruneis-civil-service(4548ffdb-b6d2-481a-9686-060c90617fb0).html.
Full textAbstract:
Performance appraisal satisfaction is the extent to which the employee perceives performance ratings, which reflect those behaviours that contribute to the organisation. Even though performance appraisal satisfaction is the most frequently measured appraisal reaction, there are relatively few meta-analysis studies which link determinants of appraisal system to satisfaction with employee performance. The focus of this research is to examine the determinants affecting employee performance appraisal satisfaction in the Brunei public sector using data collected from among public sector employees, with particular emphasis on how performance is viewed and measured in the public sector. Data for this research were gathered across ten government ministries in Brunei. This research study adopts a ‘mixed method approach’, which utilises quantitative data supported by qualitative data. The qualitative interviews involved 14 participants, while the main quantitative data had 355 samples. Quantitative data was analysed using descriptive analysis and exploratory factor analysis run on SPSS, while confirmatory factor analysis, path analysis and structural equation modelling were also employed on applied analysis of moment structure (AMOS) to assess the model fit of the study and hypotheses testing. Results indicated that latent constructs (goal-setting and the purposes of performance appraisal; alignment of personal objectives with organisational goals; fairness of the appraisal system; types of performance evaluation measures; format of rating scales; appraiser-appraisee relationship and credibility of appraiser; in-group collectivism; power-distance; and pay-for-performance constructs) were positively and significantly correlated to performance appraisal satisfaction. The results also showed that the goodness of fit indices offered an acceptable fit to Brunei’s data. The study findings advance current knowledge in the performance management domain by extending individual level theory of performance appraisal satisfaction and provide empirical evidence for performance appraisal and employee satisfaction at the individual level in the public sector. This study contributes theoretically by highlighting the unique effects of latent factors on employee performance appraisal satisfaction. The research also contributes in terms of methodology, in that this study contributes to the examination of the predictors of established models of performance management in a country which is culturally different from the environments in which these constructs were developed. This research has filled gaps by testing predictor variables in cross-cultural work settings, which may be useful in generalising these predictors. Furthermore, the examination of the conceptual framework using structural equation modelling is a methodological contribution in its own right. The presence of multivariate normality encourages the assessment of the measurement model by a confirmatory factor approach, using maximum likelihood estimation, which is an additional contribution to the method analysis.
37
Chan, Suk-yin Irene. "Performance appraisal system in the Hong Kong correctional services." Click to view the E-thesis via HKUTO, 2003. http://sunzi.lib.hku.hk/hkuto/record/B31967127.
Full text
38
Chan, Suk-yin Irene, and 陳淑賢. "Performance appraisal system in the Hong Kong correctional services." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2003. http://hub.hku.hk/bib/B31967127.
Full text
39
Chan, Po-yee, and 陳寶儀. "Teachers' expectations of performance appraisal in Hong Kong secondaryschools." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2011. http://hub.hku.hk/bib/B4836521X.
Full textAbstract:
The purpose of this dissertation is to provide an overview of teachers’ expectations of teachers’ performance appraisal (TPA) in Hong Kong secondary schools. Due to the implementation of School-based Management in 2000, all schools in Hong Kong were advised to implement TPA for long-term advancement and development. In other words, TPA seems to be a crucial practice for schools in Hong Kong nowadays.
In this research, two secondary schools with different school cultures are the main focus to study. 85 teachers in these two schools were invited to provide their views by means of questionnaire. Besides, seven interviewees were selected to provide further details about their thoughts concerning TPA. Two of them are Principals of the two schools, one of them is the Assistant Principal, one is the Senior Graduate Master, one is Senior Assistant Master and the remaining two are Graduate Mistress and Graduate Master.
In this research, respondents were asked to express their opinions towards four areas, namely, the purposes of TPA, the design of TPA, the relationship between appraisers and TPA, and the follow-up work of TPA.
From the research findings, it is found that the main purposes of TPA, according to the respondents, are related to helping teachers improve their teaching and for accountability. For the design of TPA, most respondents are satisfied with the present design of TPA in their schools and it is carried out in a fair and objective way. Concerning the relationship between appraisers and TPA, the respondents think that the appraisers are professional enough for making the whole process reasonable and objective. When asking about the follow-up of TPA, most respondents reply that they do treasure the TPA results for the sake of making further improvement at work.
It is hoped that after conducting this research, light could be shed on how the different school cultures influence the thoughts of staff towards TPA and also, the effectiveness of TPA.published_or_final_version
Education
Master
Master of Education
40
Alharbi, Saleh H. "Employees' perceptions of fairness in practice of performance appraisal." Thesis, University of Hull, 2013. http://hydra.hull.ac.uk/resources/hull:16431.
Full textAbstract:
Employees’ performance appraisal (PA) is an essential tool used by organisations to develop and improve employees’ competencies and skills, and so assure organisations’ survival. In recent years research has moved from a psychometric approach, such as rater accuracy and rating error studies, to the qualitative aspect of PA where employees’ reactions and perceptions of performance appraisal are seen as indicators of success and effectiveness. Employees’ satisfaction with the system is indicated by scholars as the major indicator of employee perception of fairness (Cardy and Dobbins, 1994; Cawley et al., 1998; Keeping and Levy, 2000; Murphy and Cleveland, 1995). The focus of this research is on the employees’ perceptions of fairness in performance appraisal in Saudi Basic Industries Corporation (SABIC). A conceptual framework is developed based on three dimensions of organisational justice theory (the terms ‘justice’ and ‘fairness’ are used interchangeably): distributive, procedural (using the due process model), and interactional, which involves interpersonal and informational justice, to explore employees’ perceptions of justice in their appraisal. A qualitative approach was applied through an interpretivist paradigm; semi-structured interviews were used for collecting primary data from 44 respondents. The findings reveal the practice of performance appraisal is strongly influenced by cultural factors, which are divided into two dimensions. First, social factors, which include relationship, friendship, family relations, regionalism, tribe, personal interest and emotion. Second, managerial factors or characteristics of the manager (the terms supervisor, manager, direct manager, or rater are used interchangeably to refer to the person who evaluates or assesses employees’ performance) which includes expectations of managers that their subordinates obey them, managers’ tendency to threaten subordinates, and unwillingness to accept criticism. In relation to the process and procedures of appraisal the findings reveal a feeling that appraisal ratings did not reflect employees’ actual contributions or input, absence of standards for allocating salaries, and unequal training course distribution. The findings also reveal that goals and objectives are not set at the beginning of each appraisal period, and the appraisal standards used by supervisors are unclear, there is no clear feedback, and employees cannot participate in their appraisal process, meaning that appraisal decisions are only taken by managers. When employees receive their result, if they are dissatisfied with their grades they cannot appeal as the decision process is not explained to them. Employees were dissatisfied for three reasons: first, raters’ bias and subjectivity; second, evaluation depends on the department budget, and on forced distribution; third, involvement of top management in the rating and their changing the result without contacting the direct manager or supervisor who conducted the evaluation. These findings strongly support the organisational justice theory, and have important implications for practice.
41
Marcos, Rui Pedro Ganito. "Training report at Eugster & Frismag Portugal : performance appraisal." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/12644.
Full textAbstract:
Mestrado em Gestão de Recursos HumanosEste relatório tem como objetivo explicar as atividades realizadas durante o estágio na Eugster & Frismag Portugal. O estágio teve diversos objetivos, designadamente, apoiar o departamento de recursos humanos nas atividades relacionadas com a gestão de recursos humanos, incluindo as áreas de comunicação, avaliação de desempenho, formação, recrutamento e seleção. Este relatório de estágio aplica uma metodologia de investigação baseada na observação e análise do sistema de avaliação de desempenho aplicado na área de fabrico, bem como em todos os procedimentos inerentes ao processo. Para além disso, o estágio possibilitou a construção de duas novas grelhas de avaliação para áreas diferentes dentro da empresa, designadamente, a administrativa e a de gestão. Conclui-se alertando para alguns eventuais problemas futuros. Entre estes salienta-se, os problemas decorrentes do feedback tardio, e da ausência de recompensas relacionadas com a produtividade na organização. Por último, sublinha-se que a existência de um Código de Ética e Conduta não se traduz na explicitação de tal tópico no sistema de avaliação.
This report aims to explain the activities developed during the internship at Eugster & Frismag Portugal. This internship had several goals, such as support the human resources department in all its activities, including the areas of communication, performance appraisal, training, recruitment and selection. This internship report has a methodology of investigation based on the observation and the analysis of the performance appraisal applied at the manufacturing area, as well as in all the inherent procedures involved in the process. Furthermore, the internship gave the possibility to build two new evaluation grids to different areas in the organization, such as, the administrative and the management. In conclusion, this report may call the attention to some future problems like the late feedback and the lack of rewards related to the productivity in the organization. Lastly, this report highlights the existence of a Code of Ethics that is not translated into the performance appraisal system in the organization.
42
Bush, Jerry J. "Individual differences in the recall of performance appraisal feedback." Thesis, Virginia Tech, 1993. http://hdl.handle.net/10919/45003.
Full text
43
Ameen, Mervat Ebrahim Mohammed. "Employee performance appraisal practices in companies operating in Bahrain." Thesis, University of Aberdeen, 2001. http://digitool.abdn.ac.uk/R?func=search-advanced-go&find_code1=WSN&request1=AAIU603195.
Full textAbstract:
This thesis is originally set out to document and critically assess employee performance appraisal practices in Bahraini companies. However, preliminary research findings suggest an additional research endeavour---namely, the role of gender bias (if any) in the performance appraisal practices---the results of which have been incorporated in this thesis. The term "gender bias" is used to capture direct and indirect discrimination that affects female employees. Gender bias concerns any case where an individual female or a group of females is singled out for favourable or unfavourable treatment as a result of culture, stereotype, or personal traits such as appearance or similar gender related qualities. To achieve the above objectives, three data collection methods were used at three distinct stages of the study: (1) hand-delivered questionnaires that were completed during face-to-face meetings, (2) a select number of case studies governed by focused interviews, and (3) mailed questionnaires. In the first stage, data on the various aspects of performance appraisal was collected through hand-delivered questionnaires, answered in the presence of the researcher, by managers in charge of managing human resources Activities at the companies under investigation. In the second stage, a case study method governed by focused interviews was used to examine in detail the performance appraisal systems and practices of three Bahraini companies. In the final phase of the data collection process, the mail survey method was employed to verify collected information concerning the perceptions of Bahraini employees toward the effect of gender bias, if any, on performance appraisal practices. Two main findings emerged from this investigation. First, the majority of Bahraini companies operate performance appraisal systems that may be inconsistent with the Bahraini cultural and social environment. Rather, such systems are mostly copied from Western companies. Companies in Western developed countries, especially those in the United Kingdom and the United States, often serve as models for Bahraini companies. The latter usually adopt their management practices form Western companies the sake of legitimacy, status, and acceptance. Second, Bahraini employees, especially females, feel strongly that performance appraisal practices are biased in favour of men. One important reason for such bias is the widespread social belief that women, unlike men, are less committed to work and long-term careers. This belief stems from the fact that it is neither socially nor religiously acceptable for women in the Arab Muslim culture to put their professional careers ahead of their domestic responsibilities.
44
Bush, Jerry J. "Individual differences in the recall of performance appraisal feedback /." This resource online, 1992. http://scholar.lib.vt.edu/theses/available/etd-10062009-020032/.
Full text
45
Louw, Hendrik Johannes. "Integrating management and employee expectations in determining organisation-specific performance appraisal systems' design." Diss., 2007. http://hdl.handle.net/2263/24219.
Full textAbstract:
The purpose of this study was to determine a model to integrate managerial and non-managerial expectations, regarding performance appraisals, in an organisation-specific performance appraisal system’s design. The sample consisted of 178 respondents that completed a newly developed questionnaire, aimed at obtaining the respondents input in the performance appraisal system’s design. The results of the managerial group were compared to the non-managerial group. Some significant differences were obtained regarding the design of the performance appraisal system. The results and implications are discussed.Dissertation (MCom)--University of Pretoria, 2009.
Human Resource Management
unrestricted
46
Chang, Che-Chen, and 張哲晨. "Performance Appraisal on Salesperson." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/05154934137962668183.
Full textAbstract:
碩士國立臺灣科技大學
企業管理系
97
The study focuses on how to resolve salesperson’s agency problems and investigates the appropriate Key Performance Indication (KPI) according to the salesperson’s tasks. Based on incentive contract theory (Milgrom and Roberts, 1992) and the attributions (i.e. externality and evaluations) for the category of the organizations, we posit there is significant influence on the weight of the performance of company. The result in category A is that the future revenue KPI had positive effect on the performance of company. In category B is that the present revenue KPI had positive effect on the performance of company. In category C is that the present revenue KPI had positive effect on the performance of company.
47
Sekese, Nkeletseng Mamaraisane. "The perceptions of employees in the Thabo-Mofutsanyane and Xhriep Districts with regard to the effectiveness of the performance appraisal system in the Department of Social Development." Thesis, 2012. http://hdl.handle.net/10539/11557.
Full textAbstract:
The use of performance appraisal systems for employees is far from new. It has been recognised
that performance has to be managed in order for the organisation or government department to
meet its goal effectively. The main objective of this system is to ensure that all employees or
jobholders know and understand what is expected of them. It also includes managing poor or
unacceptable performance by giving guidance where needed, while still recognising and
awarding outstanding performance. However, do employees have a clear understanding of and
information about the system and do they real benefit from the system?
The researcher conducted this study in order to explore the perceptions of employees with regard
to the effectiveness of the performance appraisal system within the Department of Social
Development in two districts. Its aim was to make recommendations for improving the system in
relation to the most important themes or aspects that the employees (appraisers and appraisees)
have highlighted.
The proposed research project adopted a qualitative research approach and was exploratory in
nature. A multiple case study research design was used. Participants consisted of employees of
the Department of Social Development from two districts in the Free State who are appraisers
and appraisees. Purposive sampling, which is a type of non-probability sampling, was used to
select appraisers, while convenience sampling was used to select appraisees. A semi-structured
interview schedule was used in one-to-one interviews to explore issues and gather information.
The main findings of the study are that Social Development employees understand the
importance of implementing a performance appraisal system in the workplace. They revealed
that they still want the system to continue in the Department. However, their main concern is the
practical implementation of the system, and they reported that it needs to be improved. They
have suggested many areas that need to be improved in order for the system to be more effective
and to achieve its main purpose within the Department.
48
"Self-appraisal versus traditional performance appraisal: Perceptions of procedural justice." Tulane University, 1990.
Find full textAbstract:
Procedural justice was operationalized through the use of self-appraisal (SA). The effects of SA on employees' attitudes toward the organization and behavior in the organization were examined Data for this study were gathered from employees of the retail outlets of Goodwill Industries in New Orleans. Pre-appraisal data included employees' current attitudes toward the organization (job satisfaction, perceptions of voice in and commitment to the organization, and trust in supervisor) and their supervisors' rating of their OCB. Each retail outlet was randomly assigned a condition--self-appraisal or traditional appraisal (TA.) Each store manager participated in performance appraisal training and the appraisals were conducted shortly thereafter. Immediately following the appraisal session employees were administered a questionnaire to assess their experience in the appraisal session. Twelve to fifteen weeks following the administration of the pre-appraisal attitude and behaviors surveys, those surveys were readministered as post-appraisal measures. All of the instruments used were previously developed and validated. The results were analyzed using analysis of variance, correlation and regression Self-appraising employees reported greater levels of contribution, discussion, participation and influence in the appraisal session than did TA employees. They left the meeting with greater understanding of the issues discussed, more accepting of their work goals, feeling more respected and that they had received more feedback. Subordinates who self-appraised also reported that the appraisal session was fairer than subordinates who participated in traditional appraisal These experiential differences, did not, however help the self-appraising subjects to accept the outcome of the performance appraisal (a small pay raise) more easily; nor were self-appraising subjects' attitudes toward the organization or their OCB changed significantly. Exploratory analysis revealed that the post-appraisal measures were more strongly related to perceptions of fairness of the pay raise than they were to the activities associated with the appraisal process. A unique finding was, for subjects in the traditional appraisal group, only those who reported a good typical relationship with the supervisor reported the appraisal session as fair, but in the self-appraisal condition, subjects reported the appraisal as fair regardless of the type of relationship they held with their supervisoracase@tulane.edu
49
Wang, Fang. "Individual Characteristics in Performance Appraisal." Thesis, 2010. http://spectrum.library.concordia.ca/7425/4/Wang_MSc_S2011.pdf.
Full text
50
Chun, Jinseok S. "Social comparison in performance appraisal." Thesis, 2018. https://doi.org/10.7916/D8612GQ6.
Full textAbstract:
This dissertation examines to what extent social comparison is emphasized in performance evaluations of work organizations, how employees react to it, and whether there is an alternative to it. Operationalizing social comparison as an evaluation process that compares an employee’s performance to their coworkers’ performance, Studies 1 and 2 demonstrate that social comparison is emphasized to a stronger extent in collectivistic cultures than in individualistic cultures. Studies 3 and 4 find that employees in collectivistic cultures perceive higher procedural fairness when they receive social comparison evaluations as compared to employees in individualistic cultures. The mediation analyses from Studies 2 and 4 indicate that these findings are explained by the perceived descriptive and injunctive norms of social comparisons within collectivistic versus individualistic cultures, which shape people’s general attitudes toward using social comparison in evaluation settings. In collectivistic cultures that put strong emphasis on people’s social context, social comparison is considered to be a necessary component of performance evaluations. In contrast, in individualistic cultures where people focus on the specific characteristics of each person, social comparison is believed to be more or less irrelevant.
Given the aversive effect of social comparison in individualistic cultures, the second chapter of this dissertation investigates whether there is a proper alternative to social comparison in the context of performance evaluations. It finds that temporal comparison—which compares an employee’s performance to his or her own past performance—can be such an alternative. Temporal comparison secures employees’ perceptions of fairness by providing the beliefs that their evaluators are focusing on them and their specific characteristics. These findings imply that employees in individualistic cultures want their independent identities to be acknowledged at work, and providing temporal comparison evaluations is one way to fulfill such needs.