Research of Public Service Units Performance Appraisal Based on Weight-Variable Theory

PurposeThe purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.Design/methodology/approachThe literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.FindingsFirst, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.Practical implicationsThe authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.Social implicationsCitizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.Originality/valueThe paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.

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THE IMPORTANCE PERFORMANCE ASSESSMENT AND ITS IMPACT ON IMPROVING PERFORMANCE OF PUBLIC SERVICE ORGANIZATIONS IN SOUTH TANGERANG CITY

Sosiohumaniora ◽

10.24198/sosiohumaniora.v23i2.31963 ◽

2021 ◽

Vol 23 (2) ◽

pp. 226

Author(s):

Rahmat Salam

Keyword(s):

Organizational Performance ◽

Performance Appraisal ◽

Public Service ◽

Employee Performance ◽

Service Organizations ◽

Organizational Leaders ◽

Public Service Organizations ◽

Review Study ◽

Appraisal Systems

So far, the performance appraisal of an organization is inaccurate because the assessment is only based on employee compliance with their superiors without providing an assessment based on the contribution made by the employee to the organization. This certainly impacts the employee’s weak motivation, so that it can affect organizational performance, which affects the quality of public services. This research tries to present the analysis of employee performance appraisal by emphasizing the determined qualities (competencies) to improve the performance of public service organizations in Indonesia. It can be seen that performance measurement can be used as a reference as a measure of the performance of an organization. The research was conducted using a literature review study. And use a qualitative approach in analyzing the data presented in the study. The study found that their direct superiors generally evaluate employees. Concerning the frequency of promotion in o organization, each leader explains that the organization has a clear pattern in determining the promotion and position. This is the authority of management. However, sometimes organizational leaders allow biased factors such as gender issues, appearance problems, specific ethnicity or race or feelings of hatred towards someone. Affect their judgment. Unless appraisals are based on actual job performance, they will continue to be conducted without the goals often required in fair performance appraisal systems.

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Performance appraisal in the Maldives public service: challenges and issues

Public Administration and Development ◽

10.1002/pad.189 ◽

2001 ◽

Vol 21 (4) ◽

pp. 289-296 ◽

Cited By ~ 6

Author(s):

Mohamed Asim

Keyword(s):

Performance Appraisal ◽

Public Service

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Performance Appraisal in Universities—Assessing the Tension in Public Service Motivation (PSM)

Education Sciences ◽

10.3390/educsci10070174 ◽

2020 ◽

Vol 10 (7) ◽

pp. 174

Author(s):

Łukasz Sułkowski ◽

Sylwia Przytuła ◽

Colin Borg ◽

Konrad Kulikowski

Keyword(s):

Performance Appraisal ◽

Public Service ◽

Driving Force ◽

Academic Staff ◽

Traditional Culture ◽

Public Service Motivation ◽

Prominent Feature ◽

Essential Components ◽

The Impact ◽

Individual Commitment

Performance appraisal (PA) has become a prominent feature on the agenda of higher education institutions (HEIs). However, the traditional culture of the typical university is based on individual commitment, scientific teamwork, dedication to public service and intrinsic motivation of the academic staff, all of which are the essential components of public service motivation (PSM). By interviewing key informants from three public universities, the purpose of our research was to identify various tensions between PA and PSM, by asking what is the impact of PA on PSM of academics in public HEIs. Our findings have shown that the purposefulness of PA activities may not be fully understood by public HEI management and academics. The existing tensions between PA normative aims of motivation and fair evaluation and its descriptive effects of increasing bureaucracy and dissatisfaction might undermine PSM, an essential driving force that motivates academics to work in public HEIs.

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HRM practices and performance management in public service organizations in Bangladesh: An empirical study

IIUC Studies ◽

10.3329/iiucs.v16i0.50135 ◽

2020 ◽

Vol 16 ◽

pp. 9-34

Author(s):

Mohammad Aktaruzzaman Khan ◽

Nazamul Hoque ◽

AM Shahabuddin

Keyword(s):

Performance Management ◽

Performance Appraisal ◽

Public Service ◽

Employee Performance ◽

Service Organizations ◽

Goods And Services ◽

Hrm Practices ◽

Hr Practices ◽

Public Service Organizations ◽

And Performance

This paper assesses the effects of HRM practices on the management performance of public service organizations as public service is believed to safeguard the national property for allocating goods and services timely, and reasonably to the inhabitants of the country especially in a developing country like Bangladesh. The question circling whether the HR practices in public service are sincere for equal and equitable distribution of products and services effectively. In doing so, this study investigated the effectiveness of HR practices and methods on the performance management of public service. The study, through a mixed-method approach, conveniently surveyed a sample of 142 respondents and interview drawn from seven key informants of two Bangladesh Civil Service (BCS) cadre from Chittagong, the second-largest city of the country. The study shows the differences in the effects of HRM practices that employee training positively and commensurate compensation negatively predict employee performance, respectively, however, performance appraisal feedback is not a significant predictor. The study drawn the implications for HRM practices in BCS organization and encouraged future scholars to further examine these differences. IIUC Studies Vol.16, December 2019: 9-34

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Implementation of Public Service Performance Appraisal Model

Proceedings of the First International Conference on Administration Science (ICAS 2019) ◽

10.2991/icas-19.2019.11 ◽

2019 ◽

Author(s):

Hayat Hayat ◽

Rike Anggun Artisa

Keyword(s):

Performance Appraisal ◽

Public Service ◽

Service Performance

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PENILAIAN KINERJA UNIT PELAYANAN PADA ORGANISASI PUBLIK

Jurnal Ilmu Pemerintahan Suara Khatulistiwa ◽

10.33701/jipsk.v2i2.923 ◽

2017 ◽

Vol 2 (2) ◽

pp. 12-29

Author(s):

Ismiyarto Ismiyarto

Keyword(s):

Public Policy ◽

Performance Appraisal ◽

Public Service ◽

Government Regulation ◽

Public Services ◽

Public Organizations ◽

Administrative Reform ◽

Assessment Of Performance ◽

Bureaucratic Reform ◽

Over Time

Public policy to assess the performance of public services has been regulated in Law Number 25 Year 2009 on Public Service, Government Regulation No. 96 Year 2012 on Implementation of Law Number 25 Year 2009 on Public Service. Technically regulated in the Regulation of the Minister of Administrative Reform and Bureaucratic Reform No. 38 of 2012 on Guidelines for Assessment of Performance of Public Service Units. Various performance appraisal policies of public service units in public organizations need to be continuously socialized and applied within the Ministry/ Institution/Government environment. Given such an assessment it strongly encourages the innovation of various types of public services to create better public services over time. With the realization of a better public service this is one of the goals of bureaucracy reform.

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Organizational goal ambiguity and public service motivation: evidence from Iran

Personnel Review ◽

10.1108/pr-07-2020-0523 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Hassan Danaeefard ◽

Abdolali Ahmadzahi Torshab ◽

Masoumeh Mostafazadeh ◽

Jalil Delkhah ◽

Fahimeh Imanikhah

Keyword(s):

Public Sector ◽

Organizational Climate ◽

Performance Appraisal ◽

Public Service ◽

Public Service Motivation ◽

Clear Understanding ◽

Content Type ◽

Organizational Goal ◽

Goal Ambiguity

PurposeThe purpose of this study is to investigate the effect of organizational goal ambiguity (OGA) on public service motivation (PSM) considering the mediating role of job satisfaction (JS), performance appraisal (PA) and perceived organizational fairness (POF) in the Iranian public sector. This research also seeks to answer this question: to what extent PSM confirmed in Western countries is generalizable to the Iranian public sector?Design/methodology/approachA survey of 779 employees working in 16 ministries of Iran was administered. Confirmatory factor analysis (CFA) and hierarchical regression were applied to test the model and the mediators.FindingsThe results indicate that OGA negatively affects PSM, and this relationship is mediated by JS, PA and POF. Furthermore, the research findings have varied across ministries, contract type, positions and gender. Most importantly, the generalizability of the PSM construct is limited in the public sector of Iran since two of four dimensions of PSM were confirmed, that is, an attraction to public service and self-sacrifice (compassion).Practical implicationsThis paper provides managers and decision makers with a clear understanding of the effects of context (including goal ambiguity, the importance of employee's attitudes and HR systems in shaping unique intrinsic motivation for public organizations) on employee's PSM. Also, these findings show how they can manage and motivate employees to engage in PSM. By clarifying organizational goals or making an association between job tasks and higher-level goals, practitioners can stimulate PSM at work.Originality/valueThis paper advances a new and further understanding of antecedent and mediators of PSM in Iran. Also, it provides an explanation of its generalizability and the role of organizational climate in fostering it.

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