Journal articles: 'Performance appraisal'

1

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

2

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

3

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

4

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

5

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

6

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

7

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

8

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

9

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

10

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.

Full text

Abstract:

<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>

APA, Harvard, Vancouver, ISO, and other styles

11

Smith, Wanda J., K. Vernard Harrington, and Jeffery D. Houghton. "Predictors of Performance Appraisal Discomfort." Public Personnel Management 29, no. 1 (March 2000): 21–32. http://dx.doi.org/10.1177/009102600002900102.

Full text

Abstract:

In this study, one hundred and eight state and federal employees responded to a questionnaire concerning their feelings of discomfort during performance appraisal. It was hypothesized that performance appraisal discomfort (PAD) would be positively related to beliefs concerning the importance of performance appraisal. Furthermore, it was hypothesized that, controlling for age and experience, communication reticence would be positively related to PAD. Finally, it was hypothesized that, controlling for communication reticence, length of rater-ratee relationship would be negatively related to PAD. Regression analysis demonstrated a significant relationship between beliefs about performance appraisals and PAD, as well as between communication reticence and PAD. Contrary to predictions, length of rater-ratee relationship did not have a significant impact on PAD.

APA, Harvard, Vancouver, ISO, and other styles

12

Rani, Nazatul Shima Abdul, K. Sarojani Krishnan, and Bright Collins Okezie. "The Roles of Appraiser and Performance Appraisal Systems on Employee Job Satisfaction." Asia Proceedings of Social Sciences 8, no. 1 (May 30, 2021): 25–29. http://dx.doi.org/10.31580/apss.v8i1.1923.

Full text

Abstract:

This study aims to examine two types of performance appraisal systems used to assess food operators to maintain high employee job satisfaction. About 250 questionnaires were distributed around Kampung Bharu area in Kuala Lumpur. The number of questionnaires returned were 210 but only 205 questionnaires were usable for the present study. SPSS was used to analyse the data to test the hypotheses. There were four variables researched in this study, namely Behaviour-Based Performance Appraisal System, Competency-Based Performance Appraisal System, appraiser, and job satisfaction. There was a direct and significant relationship between both appraisal systems with the appraiser (H1 and H2) and employee job satisfaction (H4 and H5) respectively. There was also a direct and significant relationship between the appraiser and restaurant employees’ job satisfaction (H3). The role ofthe appraiser was identified as a mediator in the relationship between Competency-Based Performance Appraisal System and employee job satisfaction (H7). However, the role of the appraiser partially mediated the relationship between Behaviour-Based Performance Appraisal System and employee job satisfaction (H6). The appraiser was regarded as critical in ensuring that the appraisal system adopted be carried out fairly, professionally, and rationally with adequate knowledge to boost job satisfaction among food operator employees in Kuala Lumpur.

APA, Harvard, Vancouver, ISO, and other styles

13

Orpen, Christopher. "Correlates of Perceived Confidence in Performance Appraisals." Psychological Reports 68, no. 3_suppl (June 1991): 1336–38. http://dx.doi.org/10.2466/pr0.1991.68.3c.1336.

Full text

Abstract:

The relationships among a number of appraisal, firm, and personal attributes and general confidence appraisals were examined in a sample of 103 Australian middle-managers. Significant correlations were found between confidence and existence of appraisal schemes and between confidence and frequency of appraisals. The correlations between self-esteem of subjects and confidence and between internal control and confidence were both significant. The correlations with firm size, structure, reward system, and climate were all nonsignificant.

APA, Harvard, Vancouver, ISO, and other styles

14

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Geshkov, M. "APPLICATION OF DIGITTAL TECHNOLOGIES IN PERFORMANCE APPRAISAL." Trakia Journal of Sciences 19, Suppl.1 (2021): 117–21. http://dx.doi.org/10.15547/tjs.2021.s.01.016.

Full text

Abstract:

Performance appraisal is one of the most important parts in human resource management. Perormance appraisals are used when taking impornat decisions regarding employee’s work conditions, including promotions, termination, and rewards. Developmental uses of appraisal, which are geared toward improving employees’ performance and strengthening their job skills, include providing feedback, counseling employees on effective work behaviors, and offering them training and other learning opportunities. If done effectively, performance appraisal can be the key to developing employees and improving their performance. How do modern digital technologies apply to the process of performance appraisal? To answer this question is the purpose of our report. It will be organized as follows: Introduction, Chapter I – Measuring Performance, Chapter II - Application of Modern Digital Technologies in Conducting Performance Appraisal, Conclusion.

APA, Harvard, Vancouver, ISO, and other styles

17

Peate, Ian. "Appraisals and performance reviews: measuring progress." British Journal of Healthcare Assistants 17, no. 5 (May 2, 2023): 197–200. http://dx.doi.org/10.12968/bjha.2023.17.5.197.

Full text

Abstract:

The aim of the annual appraisal meeting is to provide an opportunity for you and your manager to review your performance over the previous 12 months and to agree key goals, objectives and personal development needs for the year ahead. This article gives readers information concerning appraisals and performance reviews and how to prepare for them within an NHS setting. The primary focus is on being prepared and ready for the appraisal, to gain as much from the activity as possible. Issues surrounding appraisals and performance reviews are discussed, for example, the relevance of the NHS Constitution and the importance of wellbeing conversations. The article provides readers with information that is necessary for them to prepare effectively for such reviews. Tips that may help with the appraisal process are provided at the end of the discussion.

APA, Harvard, Vancouver, ISO, and other styles

18

Dwivedi, Sheema. "Performance Appraisal." International Journal for Research in Applied Science and Engineering Technology 9, no. 10 (October 31, 2021): 1705–7. http://dx.doi.org/10.22214/ijraset.2021.38673.

Full text

Abstract:

Abstract: The term Performance evaluation alludes to the customary audit of a representative's work execution and in general commitment to an organization. Otherwise called a yearly audit, execution survey or assessment, or worker examination, a presentation examination assesses a representative's abilities, accomplishments, and development, or deficiency in that department. Organizations use execution evaluations to give representatives higher perspective criticism on their work and to legitimize pay increments and rewards, just as end choices. They can be directed at some random time yet will in general be yearly, semi-yearly, or quarterly. Keyword: Appraisal, effectiveness, job analysis’s, accomplishment

APA, Harvard, Vancouver, ISO, and other styles

19

Tziner, Aharon, Kevin R. Murphy, and Jeanette N. Cleveland. "Performance Appraisal." Group & Organization Management 30, no. 1 (February 2005): 4–5. http://dx.doi.org/10.1177/1059601104267659.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Brucks, Alan. "Performance appraisal." Health Care Manager 3, no. 4 (July 1985): 17–30. http://dx.doi.org/10.1097/00126450-198507000-00004.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Mangwendeza, Addah. "Performance appraisal." Nursing Management 7, no. 8 (December 1, 2000): 13–15. http://dx.doi.org/10.7748/nm.7.8.13.s7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Manjunatha, K. "Performance Appraisal." Vikalpa: The Journal for Decision Makers 37, no. 1 (January 2012): 165–73. http://dx.doi.org/10.1177/0256090920120112.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Holloway, Mary Louise. "Performance appraisal." New Directions for Community Colleges 1988, no. 62 (1988): 23–35. http://dx.doi.org/10.1002/cc.36819886205.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Rini, Yul Windiya, Dwi Arini Mandasari, and Iriani Ismail. "Goal-Setting Appraisal and Employee Motivation of Education in Public sector Organization: A Literature Studies." Edumaspul: Jurnal Pendidikan 7, no. 1 (March 1, 2023): 918–31. http://dx.doi.org/10.33487/edumaspul.v7i1.5677.

Full text

Abstract:

Employee performance appraisal is an important process in organizational performance management, including in the public sector. Goal-setting appraisal is an increasingly popular performance appraisal method in the public sector. The purpose of this research is to describe the goal-setting appraisal strategy in increasing employee motivation in public sector organizations. This research was conducted through a literature study that collected and analyzed the results of previous research on the impact of goal-setting appraisal on employee motivation, the factors that influence it, along with strategies for determining goal-setting appraisal. The results of this study indicate that goal-setting appraisal has a positive and negative impact on employee motivation. Factors that influence goal-setting appraisals on work motivation include goal certainty, organizational commitment, social support, self-efficacy, and job satisfaction. In addition, there are several strategies that can be implemented by organizations in determining effective goal-setting appraisals. increasing employee motivation and organizational performance. This research can provide recommendations for practitioners and managers in the public sector to develop more effective performance management policies and practices.

APA, Harvard, Vancouver, ISO, and other styles

25

Ng, S. Thomas, and Martin Skitmore. "DEVELOPING A FRAMEWORK FOR SUBCONTRACTOR APPRAISAL USING A BALANCED SCORECARD." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 20, no. 2 (March 10, 2014): 149–58. http://dx.doi.org/10.3846/13923730.2013.802705.

Full text

Abstract:

Subcontractors contribute significantly to construction projects and their performance can seriously affect over-all project success. It is crucial, therefore, to appraise the performance of subcontractors to ensure they satisfy the client's expectations and project requirements. To increase the transparency and accuracy of subcontractor appraisal, the baseline and target performance levels should be set at the outset so that the appraisers and those being appraised realize exactly what standards are to be achieved. The balanced scorecard, being a powerful tool for performance appraisal, offers a potentially good approach for modeling the subcontractor appraisal process. In this paper, an approach to developing a balanced scorecard subcontractor appraisal model is proposed and demonstrated through a questionnaire survey administered in Hong Kong and from which the baseline and target performance levels for large-scale skilled subcontractors are identified. A case example is used to illustrate the operation of the model. Finally, a means by which the model may be validated is demonstrated through the use of field experts. The results demonstrate the feasibility of developing a balanced scorecard model that can help improve the transparency of subcontractor appraisal despite the baseline and target performance levels changing according to the project characteristics, subcontractor categories and size.

APA, Harvard, Vancouver, ISO, and other styles

26

Dhiman, Amit, and Manjari Singh. "Appraisal Politics: Revisiting from Assessors' Perspective." Vikalpa: The Journal for Decision Makers 32, no. 1 (January 2007): 75–88. http://dx.doi.org/10.1177/0256090920070106.

Full text

Abstract:

Politics is a bane of administrative systems such as performance appraisals. It not only debilitates the system's credibility in the eyes of various stakeholders, but also adversely affects the employees' morale and the organizational effectiveness. While admitting that rooting it out completely is impossible, it is in the organizational interest that it is mitigated to a large extent. In case of performance appraisals, assessees and assessors, both try to influence the assessees� performance rating to advance self-interests. The former typically aims at higher ratings/rewards, and uses informal influence means such as upward connections, ingratiation, etc., to achieve it. The latter may use appraisals to fulfil their vested interests like building in�groups by rewarding certain favoured assessees, and projecting good departmental performance, by manipulating assessees� ratings (inflation or deflation). Some managers consider these actions legitimate because it helps them manage effectively. While these manipulations may fulfil the assessors' short-term goals, it hurts the organization in the long run by compromising performance culture, demoralizing genuine performers, discrediting pay for performance policies, etc. This paper focuses on the assessors' perspective and conceptualizes their perceptions of politics in appraisals (PAPS). We argue that PAPS constitutes the assessors' perception about political behaviours of other stakeholders�reviewers, assessees, and fellow appraisers�and shapes their own perceptions. These perceptions will be influenced by certain contextual factors in which appraisals are conducted. We have focused on four such factors: ambiguity about policies, procedures, performance standards, criteria, etc. assessors' accountability with respect to appraisals assessors' and assessees' instrumentality linked to appraisal organizational support in terms of assessors� training to conduct better appraisals. We argue that these are key variables closely related to many job and organizational characteristics, and thus are fair representation of the appraisal context. In relation to these antecedents, we propose that these reduce assessors� PAPS when: Appraisal process and system ambiguity is low. The assessors are accountable to a neutral authority for following appraisal procedures which enhance rating accuracy; on the other hand, assessors' outcome accountability accentuates politicking. Some of the procedures which enhance accuracy are frequent feedback, 360-degree feedback, assessees' involvement in the process, etc. The assessors are trained to conduct fair appraisals. The assessors' and the assessees' appraisal instrumentality directly affects PAPS as well as moderates the above relations. It is further proposed that PAPS predict the assessors' intentions to pursue certain appraisal goals. It can be rating accuracy if political perceptions are low; and, it can be other political goals, if these perceptions are high. These intentions predict actual assessor actions. This paper contributes to appraisal literature and informs managers about mitigating appraisal politics.

APA, Harvard, Vancouver, ISO, and other styles

27

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

28

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

29

Agyare, Ramous, Ge Yuhui, Lavish Mensah, Zipporah Aidoo, and Isaac Opoku Ansah. "The Impacts of Performance Appraisal on Employees’ Job Satisfaction and Organizational Commitment: A Case of Microfinance Institutions in Ghana." International Journal of Business and Management 11, no. 9 (August 18, 2016): 281. http://dx.doi.org/10.5539/ijbm.v11n9p281.

Full text

Abstract:

Performance appraisal is credited by researchers as a tool for spurring employees towards the attainment of organizational goals. Considering employees’ attitudes as a vital component in the attainment of organizational goals, this study investigated the impacts of performance appraisal on the job-satisfaction and commitment of employees. The study used a descriptive research design. A stratified random sampling was used to sample 200 respondents from Microfinance organizations in Ghana. The study used questionnaires as its data collection instrument. Regression Analysis and correlations were used to analyze the data collected. The study revealed that employees’ job satisfaction is positively related to and impacted by fairness in the appraisal system, linking appraisals with promotion, clarity of roles and feedback about their performance. The study also revealed that employees’ commitment is positively related to and impacted by the linkage of appraisals with salary, identification of training needs, clarity of performance appraisal purpose and employee involvement in the formulation of appraisal tools. The study recommends that organizations comply with rewards systems linked to performance levels, provide training to employees identified to be in need of training so as to further enhance the relevance of performance appraisal, and also instigate and/or maintain communication between management staff and their subordinates especially with regards to their performance.

APA, Harvard, Vancouver, ISO, and other styles

30

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

31

Zahreen Mohd Arof, Khairul, Syuhaida Ismail, and Abd Latif Saleh. "Contractor’s Performance Appraisal System in the Malaysian Construction Industry: Current Practice, Perception and Understanding." International Journal of Engineering & Technology 7, no. 3.9 (July 9, 2018): 46. http://dx.doi.org/10.14419/ijet.v7i3.9.15272.

Full text

Abstract:

Performance appraisal system is a common practice in any organisation to appraise performance of workers. In the Malaysian construction industry, performance appraisal system is applied to appraise contractor’s performance in many angles including: quality performance; time performance; cost performance; environmental performance; health and safety performance; productivity performance; and human resources performance. This is where the Construction Industry Development Board (CIDB) established three guidelines in strengthening the Construction Industry Transformation Programme (CITP) by appraising the contractor’s performance through identification of their weaknesses as well as drafting and offering suitable trainings in enhancing their performance. This paper is therefore undertaken with the objectives of: (1) determining the current practice of contractor’s performance appraisal system in the Malaysian construction industry; and (2) examining the construction players’ perception and understanding on the existing contractor’s performance appraisal system in the Malaysian construction industry. A set of questionnaires is designed and distributed to 157 contractors from G1 to G7 class. The paper finds that: (1) contractor’s performance appraisal system is benefiting the contractors yet should be improved for its efficiency; and (2) construction players have sufficient understanding on contractor’s performance appraisal system. It is expected that the improvement of contractor’s performance appraisal system via the findings of this paper would assist in achieving the three focuses of Transformasi Nasional 2050 (TN50), namely science and technology, urban prosperity as well as environment.

APA, Harvard, Vancouver, ISO, and other styles

32

Mockałło, Zofia, and Maria Widerszal-Bazyl. "Role of job and personal resources in the appraisal of job demands as challenges and hindrances." PLOS ONE 16, no. 3 (March 29, 2021): e0248148. http://dx.doi.org/10.1371/journal.pone.0248148.

Full text

Abstract:

Previous research has shown that challenge and hindrance job demands show different effects on employees’ wellbeing and performance. Moreover, it has been demonstrated that employees’ subjective appraisal of job demands as challenges and hindrances may vary: they can be appraised as challenges or hindrances or both. Subjective appraisal of job demands was found to be also related to employees’ wellbeing and productivity. However, little is known about predictors of the appraisals of job demands made by employees. The aim of the study was to identify predictors of such appraisals among job and individual resources. Cross-sectional research was carried out among 426 IT, healthcare and public transport employees. COPSOQ II scales were used to measure job demands (emotional, quantitative, cognitive demands, work pace and role conflicts) and job resources (influence at work, possibilities for development, vertical and horizontal trust), single questions were used to measure employees’ subjective appraisals of job demands as hindrances and challenges, and PCQ was used to measure psychological capital. Multiple hierarchical regression analyses showed that only horizontal trust predicted the appraisal of job demands as challenges, and vertical trust predicted the appraisal of job demands as hindrances among four analysed job resources. Individual resource–psychological capital–predicted only the appraisal of job demands as challenges. Control variables–occupation, age and job demands also played a significant role in predicting the appraisal of job demands. Implications and future directions are discussed.

APA, Harvard, Vancouver, ISO, and other styles

33

Li, Shanhong, Yanqin Lv, Tianzheng Fan, Ziye Zhang, Gao Feng, and Chen Jing. "Multidimensional performance assessment, government competition and ecological welfare performance." PLOS ONE 18, no. 8 (August 10, 2023): e0289837. http://dx.doi.org/10.1371/journal.pone.0289837.

Full text

Abstract:

Improving the efficiency of converting natural resources into social benefits is an important issue for sustainable development in today’s world. Based on this background this paper applies the super-efficient SBM model with non-expected output to measure the ecological welfare performance (EWP) of Chinese provinces from 2005–2019, and explores the relationship between government competition and EWP under different assessment systems. The research results show that government competition under economic performance assessment is self-interested and short-sighted, which can negatively affect ecological welfare performance in the current period as well as in the next four years. In contrast, government competition under the environmental assessment system promotes EWP in both the current and long term, balancing short-term and long-term benefits. The results of the spatial GMM found that government competition under economic performance appraisal can deteriorate EWP in local as well as surrounding areas, but government competition under the environmental assessment system can achieve an increase in local ecological welfare performance and the spillover effect is not significant. To alleviate the limitations of a single appraisal system, this paper incorporates both economic and ecological appraisals into the multidimensional appraisal system. When the weights of both are between 1:9 and 3:7, the government competition under multidimensional performance appraisal can promote both current and longer-term EWP, and achieve its own ecological welfare performance without affecting the surrounding areas.

APA, Harvard, Vancouver, ISO, and other styles

34

Amnions, David N. "Executive Satisfaction with Managerial Performance Appraisal in City Government." Review of Public Personnel Administration 8, no. 1 (September 1987): 33–48. http://dx.doi.org/10.1177/0734371x8700800103.

Full text

Abstract:

The methods used by municipal executives to appraise the performance of upper management subordinates differ substantially among major U.S. cities. Responses from 122 municipalities indicate a wide variety of appraisal techniques in use by cities that systematically assess managerial performance, but further reveal that less than two-thirds use any kind of formal, documented system whatsoever. In this article, appraisal system characteristics are examined for their relationship to executive satisfaction with appraisal practices. The findings suggest that system conformance to initial design, subordinate involvement, and feedback frequency are among the system characteristics most relevant to chief executive satisfaction with upper management appraisal.

APA, Harvard, Vancouver, ISO, and other styles

35

Hana, Yogananda Enggara Putra. "Penilaian Kinerja dan Perilaku Inovatif di Era Digital." JURNAL EKONOMI DAN BISNIS DIGITAL (EKOBIL) 2, no. 2 (August 31, 2023): 34–35. http://dx.doi.org/10.58765/ekobil.v2i2.157.

Full text

Abstract:

In the digital competitive environment, the ability of organizations to innovate more than ever is the key to competitive advantage. One way to address this increased pressure for innovation is to leverage the ability of employees to generate new ideas and use these as building blocks for new and improved products, services, and work processes. This study draws on a process-based approach to HRM (Bowen and Ostroff, 2004) suggesting that HRM practices may have a signaling effect, to answer the following research question: which specific characteristics of performance appraisal are more likely to be perceived as promoting innovation in individuals at work? To address this issue, we conducted a survey of 865 employees working in large multinational companies operating in digital sectors or industries with the potential to go digital. We collected data on the main characteristics of the performance appraisal system adopted by the company where the respondents work, as perceived by the employees themselves. We also collected data on respondents' overall perception that performance appraisal encourages innovative work behavior (IWB). Then, we employ logit analysis to examine the relationship between data on the performance appraisal system and performance appraisal effectiveness data as a driver of IWB. Our results reveal that, compared to informal feedback, formal performance appraisals are more likely to reduce the perception that performance appraisals promote individual innovation and creativity at work. In addition, we find that in employee perceptions performance appraisals that focus on achieving a predetermined quantitative outcome are more likely to influence IWB positively than assessments that focus on the predetermined skills exhibited by employees performing their jobs. However, performance appraisals focused on new competencies developed by employees have a positive perceived impact that is even stronger than results-oriented appraisals. Together, these results advance our understanding of how organizations should evaluate employees in the digital age

APA, Harvard, Vancouver, ISO, and other styles

36

Biswakarma, Gangaram, and Sanjog Singh Kadayat. "Performance Appraisal System and Employee Motivation in International Non-Governmental Organizations in Nepal." Journal of Business and Management 7, no. 01 (May 2, 2023): 48–70. http://dx.doi.org/10.3126/jbm.v7i01.54546.

Full text

Abstract:

Background: Strong organizations must maintain vital activities and help others survive. All non-profit organizations (NPOs) aim to increase customers' social well-being. These organizations have been under pressure to enhance management, efficiency, effectiveness, and accountability recently. A performance evaluation system is essential to internal monitoring and control in non-governmental organizations due to a diversified and linked workforce that works toward several layers of organization-specified objectives at different levels. Objectives: This study aims to explore the performance appraisal system of International Non-Governmental Organizations in Nepal. Additionally, it is to analyze the effect of the performance appraisal system on employee motivation in these organizations in Nepal. Methods: The study adopted a mix-method. Data were collected using a structured questionnaire of 300 employees, with 212 responses from six INGOs operating in Nepal and 5 HR managers of the INGOs. The performance appraisal system considered components, i.e., performance appraisal purpose, performance appraisal standard, feedback on performance appraisal, reliability of ratings, and rather assurance on employee motivation. Findings: The results determined that performance appraisal purpose, reliability of ratings, and rater assurance significantly affect employee motivation. In contrast, feedback on performance appraisal and performance appraisal standards did not significantly impact employee motivation. Conclusions: An organization's fair and accurate performance appraisal system helps employees feel unbiased and motivates them toward work. Employees should receive performance appraisals to verify that the authorities have reviewed their work. It inspires them.

APA, Harvard, Vancouver, ISO, and other styles

37

Kurniady, Dedy Achmad, Sururi, and Suryadi. "MODEL PENILAIAN KINERJA (PERFORMANCE APPRAISAL) KEPALA SEKOLAH MENENGAH PERTAMA NEGERI." PEDAGOGIA 14, no. 3 (March 30, 2017): 387. http://dx.doi.org/10.17509/pedagogia.v14i3.5896.

Full text

Abstract:

The role of the principal is important for directing school life to achieve school goals. The principal appointment is attained through formal and rational consideration, determined by procedures, requirements, and regulations. This study is concerned with the development of performance appraisal model of junior high school principals and is aimed to achieve the following aims: 1) to detect rules and system regarding principals performance appraisal; 2) to verify and describe components, process and measures results of principals appraisal, and 3) to analyse Performance Based required by principals; and 4) to generate hypothetical models of principal performance appraisals in junior high school level. In order to have principals with all standard criteria, efforts to improve principal professional capacities are needed to conduct in a well-planned manner through continuous quality improvement. These improvements are mapped out intermittently so that principals profiles based on measures results of Principals Performance Appraisal can be put into actual. Performance appraisal is designed to identify data on principals performance.

APA, Harvard, Vancouver, ISO, and other styles

38

Simons, Sherri Lee. "Getting High on Performance!" Neonatal Network 24, no. 2 (March 2005): 67–68. http://dx.doi.org/10.1891/0730-0832.24.2.67.

Full text

Abstract:

ONE CRITICAL RESPONSIBILITY of the NICU nurse manager is to mentor, evaluate, and improve the performance of the nursing staff. The annual appraisal tool is one method for evaluating performance. Such appraisals have been mandated by regulatory agencies and human resources departments and are very much a part of the hospital setting. But appraisals alone, although a useful tool, don’t necessarily increase morale, promote retention of top performers, or result in much-needed behavioral changes.1

APA, Harvard, Vancouver, ISO, and other styles

39

Thuy, Navia, and Elly Trinh. "Human Resource Development: Overview of the Performance Evaluation and Performance Appraisal viewpoints." Journal La Bisecoman 1, no. 5 (December 30, 2020): 15–19. http://dx.doi.org/10.37899/journallabisecoman.v1i5.268.

Full text

Abstract:

This article discusses Human Resource Development by reviewing Performance Evaluation and Performance Appraisals. Every organization must prepare a program that contains activities that can improve the capabilities and professionalism of HR so that the organization can survive and develop in accordance with the organizational environment. The appraisal process starts from setting employee performance standards. A manager must determine what achievements, skills or outputs will be evaluated. These performance standards should be included in the job analysis and job description. After the performance standards have been set, the next thing to do is communicate to each employee, so that the employees know what is expected by the company. Performance appraisals are used to tell employees how far they are performing and the rewards they will get. Performance appraisal also aims to evaluate and provide feedback to employees that will develop employees and also the effectiveness of the organization. Poor performance shows the need for training as well as good performance can reflect the great potential that must be developed.

APA, Harvard, Vancouver, ISO, and other styles

40

Thuy, Navia, and Elly Trinh. "Human Resource Development: Overview of the Performance Evaluation and Performance Appraisal viewpoints." Journal La Bisecoman 1, no. 5 (December 30, 2020): 15–19. http://dx.doi.org/10.37899/journallabisecoman.v1i5.268.

Full text

Abstract:

This article discusses Human Resource Development by reviewing Performance Evaluation and Performance Appraisals. Every organization must prepare a program that contains activities that can improve the capabilities and professionalism of HR so that the organization can survive and develop in accordance with the organizational environment. The appraisal process starts from setting employee performance standards. A manager must determine what achievements, skills or outputs will be evaluated. These performance standards should be included in the job analysis and job description. After the performance standards have been set, the next thing to do is communicate to each employee, so that the employees know what is expected by the company. Performance appraisals are used to tell employees how far they are performing and the rewards they will get. Performance appraisal also aims to evaluate and provide feedback to employees that will develop employees and also the effectiveness of the organization. Poor performance shows the need for training as well as good performance can reflect the great potential that must be developed.

APA, Harvard, Vancouver, ISO, and other styles

41

Sari, Nopita, and Ervin Mardalena. "PENILAIAN KINERJA KARYAWAN DENGAN MENGGUNAKAN METODE BEHAVIORALLY ANCHOR RATING SCALE DI PENGANDONAN KECAMATAN ULU OGAN KABUPATEN OGAN KOMERING ULU (STUDI KASUS PADA PT. BARUS FAMILLY JAYA)." Jurnal Manajemen Bisnis Unbara 2, no. 1 (August 5, 2021): 36–46. http://dx.doi.org/10.54895/jmbu.v2i1.915.

Full text

Abstract:

This study aims to determine the performance appraisal using the behaviorally anchor rating scale method in Pengandonan, Ulu Ogan District, Ogan Komering Ulu Regency (Case Study at PT. Barus Familly Jaya). Data analysis technique using behaviorally anchor rating scale method. Based on the results of research and processed data, it can be said that employee performance appraisal using the Behaviorally Anchor Rating Scale method can be said from respondents who have been given questionnaires and performance appraisals that have been summed and summed through the employee performance appraisal process are currently effective, with the Behaviorally Anchor method. Rating Scale of employee work behavior can be seen in detail so as to provide an overview of employee performance over a certain period. Currently, employee performance appraisal using the Behaviorally Anchor Rating Scale method can be carried out optimally so that a good employee performance appraisal can be carried out in the future.

APA, Harvard, Vancouver, ISO, and other styles

42

Arogundade, Oluwasefunmi 'Tale, Bolanle Ojokoh, Mojisola Grace Asogbon, Oluwarotimi Williams Samuel, and Babatope Sunday Adeniyi. "Fuzzy Driven Decision Support System for Enhanced Employee Performance Appraisal." International Journal of Human Capital and Information Technology Professionals 11, no. 1 (January 2020): 17–30. http://dx.doi.org/10.4018/ijhcitp.2020010102.

Full text

Abstract:

Employee performance appraisal is often considered a core management task in most standard organizations because it could potentially inspire an employee towards the pursuit of organizational goals and objectives. Meanwhile, issues such as delay in appraisal processes, inevitable human error, and emotional status of the appraiser, are common with the traditional appraisal methods. Hence, this research proposes a fuzzy decision-support system based on Henri Fayol's 14 principles of management for the appraisal of employees' performance. A questionnaire consisting of 44 structured questions was designed based on these principles and administered to the employees of Babcock University, Ilisan-Remo, Ogun State, Nigeria. Fuzzy inference system that incorporates Mamdani computational technique was built based on the feedback extracted from the questionnaires, and used for appraising the employee performance. Experimental results show that the proposed system could predict the appraisal status of an employee with 75% accuracy in comparison to the conventional appraisal method.

APA, Harvard, Vancouver, ISO, and other styles

43

Culbertson, Satoris S., Jaime B. Henning, and Stephanie C. Payne. "Performance Appraisal Satisfaction." Journal of Personnel Psychology 12, no. 4 (January 2013): 189–95. http://dx.doi.org/10.1027/1866-5888/a000096.

Full text

Abstract:

Employee satisfaction with performance appraisal (PA) plays a large role in the perceived effectiveness of PA. We examined the joint effects of feedback sign (positive or negative) and three goal orientation dimensions (learning, performance-prove, performance-avoid) on PA satisfaction. Results revealed the negative relationship between negative feedback and PA satisfaction was stronger for those higher in performance-prove (PPGO), performance-avoid, and learning goal orientation. Additionally, the relationship between positive feedback and PA satisfaction was stronger for individuals low on PPGO and weaker for individuals high on PPGO. Implications for enhancing PA reactions are discussed.

APA, Harvard, Vancouver, ISO, and other styles

44

Petley, Brian. "Einstein's performance appraisal." Physics World 26, no. 11 (November 2013): 60. http://dx.doi.org/10.1088/2058-7058/26/11/52.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Saul, P. "Rethinking Performance Appraisal." Asia Pacific Journal of Human Resources 30, no. 3 (March 1, 1993): 25–39. http://dx.doi.org/10.1177/103841119303000303.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Miller, E. "The Performance Appraisal." IEEE Potentials 16, no. 2 (1997): 20–21. http://dx.doi.org/10.1109/mp.1997.582455.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Ottemann, K. "Laboratory Performance Appraisal." Science of Aging Knowledge Environment 2002, no. 38 (September 25, 2002): 5tr—5. http://dx.doi.org/10.1126/sageke.2002.38.tr5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Rankin, Gregory D., and Brian H. Kleiner. "EFFECTIVE PERFORMANCE APPRAISAL." Industrial Management & Data Systems 88, no. 1/2 (January 1988): 13–17. http://dx.doi.org/10.1108/eb057500.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Rajput, Veena. "Performance Appraisal System." Asian Journal of Nursing Education and Research 5, no. 2 (2015): 287. http://dx.doi.org/10.5958/2349-2996.2015.00057.9.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Performance appraisal'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles