scholarly journals Managing the Interpersonal Aspect of Performance Management

2015 ◽  
Vol 8 (1) ◽  
pp. 111-119 ◽  
Author(s):  
Jisoo Ock ◽  
Frederick L. Oswald
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Information Management ◽  
Rating Scale ◽  
Wide Range ◽  
Interpersonal Aspect ◽  
Effective Performance ◽  
Accurate Performance ◽  
The Ideal

It is safe to assume that an accurate performance appraisal (PA) is an important prerequisite to an effective performance management (PM) system, because with accurate PA information, management, teams, and employees can engage in the process of identifying and developing a wide range of job-relevant knowledge or skills to improve job performance. However, researchers and practitioners alike must continue to push for PA to be something other an administrative ritual; the ideal goal for PA is for it to contribute to a reliable process that can offer practical help to organizational operations, including PM. As Pulakos, Mueller Hanson, Arad, and Moye (2015) have pointed out, supervisors are concerned about demotivating or disengaging employees by providing PA ratings that are too much lower than the highest rating or ranking that is available, so having ratings that are clustered at the high end of the rating scale is quite common across organizations (Bretz, Milkovich, & Read, 1992).

scholarly journals An Assessment of the Effectiveness of Performance Appraisal System in Educational Institution: IAMTECH Sierra Leone as a case study

2018 ◽  
Vol 6 (06) ◽  
Author(s):  
Ibrahim Abdulai Sawaneh ◽  
Umaru Peter Kamara ◽  
Osman Gbassay Kamara
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Sierra Leone ◽  
Rating Scale ◽  
Educational Institution ◽  
Appraisal System ◽  
Appraisal Process ◽  
Staff Performance ◽  
Performance Appraisal System ◽  
Effective Performance

Human Resource Management (HRM) plays vital role in an educational institutions. HRM is an essential ingredient for changing the scope and dynamism of for evaluating worker’s performance. Performance appraisal permits institution to supervise their employee’s performance relating to competencies, punctuality, pedigree and potentials. Ignoring effective performance appraisal system results to low performance of staff work output.  Institutional objectives can be achieve by effectively applying performance appraisal system with diverse positive outcomes diligently monitoring both academic and administrative staff of the Institute of Advanced Management and Technology (IAMTECH) Sierra Leone. Effective performance management and appraisal system has ultimately improved staff performance and influences their potentials in thinking, and doing work.  Importantly, it brings benefits to employer and employee by creating a plain level ground for both parties.    Furthermore, performance appraisal system delivers a complete assessment of staff performance at IAMTECH with a comprehensive purposes, benefits, and challenges of performance appraisal system.  However the researcher establishes dissatisfaction with some appraisal processes, such as management not backing the appraisal process, authorities are not questioned for not completing their appraisal process on time, and the absence of performance appraisal workshop/seminar/training provided to authorities and staff at IAMTECH and more importantly, the performance appraisal system is done yearly at IAMTECH. IAMTECH uses rating scale, descriptive system and management by objective system methods of appraisal to evaluate employees.  Noting that management by objective is the mostly used method and hence, our method of effective performance appraisal system has created positive influence on job performance at IAMTECH staff and management.      

scholarly journals Reward and attitudes: The unintended outcomes of an effective performance appraisal

2013 ◽  
Vol 11 (1) ◽  
Author(s):  
Solomon M. Semakula-Katende ◽  
Erik D. Schmikl ◽  
Theuns Gert Pelser
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Systems Research ◽  
District Hospitals ◽  
Qualitative Interview Study ◽  
Effective Performance ◽  
Management And Development ◽  
Role Players

Orientation: Focus was on the role of reward and attitudes as major determinants in enhancing the effectiveness of performance appraisal systems. Research purpose: To develop a structural model from the qualitative and quantitative findings from which to address the identified gaps in order to improve the effectiveness of appraisals. Motivation for the study: The attention that role players tended to give to the rewarding of employees during the appraisal process made it appear as the only important determinant of an appraisal’s success. In appraisals in many public institutions, reward has been given unnecessary prominence over other drivers, such as management and development. That led most key role players (leaders, managers and employees) to perceive the current employee performance management and development system (EPMDS) to be purely for monetary (salary increments and cash bonuses) and non-monetary (promotion) purposes, which, in turn, compromised its effectiveness. Research design, approach and method: Structural equation modelling (SEM) was utilised as a statistical technique for testing and estimating causal relations using a combination of statistical data and qualitative causal assumptions. This allowed both confirmatory and exploratory modelling to be undertaken, which is suited to both theory testing and theory development. A triangulation of quantitative (questionnaire) and qualitative (interview) study was conducted. A total of 300 questionnaires were distributed to nine government hospitals in the Free State province, namely Mofumahadi Manapo Mopeli, Dihlabeng, and Boitumelo regional hospitals, as well as Elizabeth Ross, Thebe, Phekolong, Mpumelelo, Reitz and Ficksburg district hospitals. There was a high response rate of 96 per cent, a total of 287 completed questionnaires. Respondents ranged from top executives, middle management, line management, to employees of all categories. Main findings: Reward and attitudes were found to the unintended outcomes of an effective performance appraisal. Practical/managerial implications: Remunerative rewards should be part of a holistic appraisal approach and not simply a one-sided approach. Contribution/value-add: This article addressed the void or the wrong perception regarding the role of reward and attitudes in appraisals, and established that they were outcomes, and not determinants, of appraisal effectiveness.

Performance Management

2009 ◽  
Author(s):  
Gary P. Latham ◽  
Lorne M. Sulsky ◽  
Heather MacDonald
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Discrete Time ◽  
Time Intervals ◽  
Management Performance ◽  
Appraisal Process ◽  
Ongoing Process ◽  
Time Period ◽  
Or Team

A distinguishing feature of performance management relative to performance appraisal is that the former is an ongoing process whereas the latter is done at discrete time intervals (e.g. annually). Ongoing coaching is an integral aspect of performance management. Performance appraisal is the time period in which to summarize the overall progress that an individual or team has made as a result of being coached, and to agree on the new goals that should be set. Common to the performance management/appraisal process are the four following steps. First, desired job performance must be defined. Second, an individual's performance on the job must be observed. Is the person or team's performance excellent, superior, satisfactory, or unacceptable? Third, feedback is provided and specific challenging goals are set as to what the person or team should start doing, stop doing, or be doing differently. Fourth, a decision is made regarding retaining, rewarding, training, transferring, promoting, demoting, or terminating the employmemt of an individual.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

scholarly journals Towards the development of performance appraisal system for vcc senior and junior staff

2000 ◽  
Vol 3 ◽  
pp. 128-143
Author(s):  
Emmanuel Oheneba Agyenim-Boateng
Keyword(s):  
Performance Appraisal ◽  
Work Performance ◽  
Rating Scale ◽  
Career Planning ◽  
Resource Planning ◽  
Appraisal System ◽  
Senior Staff ◽  
Junior Staff ◽  
Performance Appraisal System ◽  
The Ideal

The principal aim of this study was to evaluate the current VCC performance appraisal for the Junior and Senior Staff and to make recommendations for improvement or development of a new system for consideration by management. The study revealed that an effective performance appraisal system must, among other things, aim at: • Performance Improvement • Compensation Adjustments • Placement Decisions • Training and Development of Staff • Identification of Deficiencies in Staffing Process. Preparations to meet external Challenges It also revealed that management and staff use the feedback from the appraisal exercise in making important management and personal decisions including career planning Q/~d Human Resource Planning. The study further revealed that the VCC Junior and Senior Staff appraisal system document suffers from a number of problems and that there is the need to design a--l1e;V appraisal system for the assessment of VCC Junior and Senior Staff work performance. From the findings of the study, it is proposed for consideration by management, Peter Druker Management by Objectives (MBO) technique. Though this technique does not represent the ideal form of performance appraisal technique (Luthan I977), it is one of the techniques that come closest to the ideal. It represents a significant point of departure ji-om the rating scale and offers a great deal of potential for the future.

scholarly journals Employees Perception on Performance Appraisal Effectiveness in The Cyprus Public Sector (EAC)

2020 ◽  
Vol 4 (1) ◽  
pp. 26-41
Author(s):  
Andreas Petasis ◽  
Stylianos Christodoulou ◽  
Alexia Louca
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management Practices ◽  
Current System ◽  
Appraisal System ◽  
Organizational Goals ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Managerial Implications ◽  
Integrated Or

Performance appraisals are important for effective evaluation and management of personnel. This research investigates the Electricity Authority of Cyprus’ employees’ perceptions of performance appraisal. Data were collected from 161 employees of the Organization, using an online semi-structured questionnaire, and analyzed using SPSS; the qualitative data were analyzed manually. The results of the study highlighted respondents’ perceptions with regard to the Organization’s performance management practices, which have a created a culture of mistrust towards the performance management system in use. The Organization’s present performance appraisal system seems to posit more shortcomings than strengths and it doesn’t seem to be integrated or linked with the organizational goals and missions of the Authority’s. The research has delivered some information on what needs to be changed in order to improve the current system. The findings have serious managerial implications for redesigning the performance appraisal system so as to be more effective, more credible and more transparent. These implications include actions towards introducing new methods, training the appraisers, increasing motivation and provision of resources for effective performance appraisal.

scholarly journals The Moderating Effect of Employee Satisfaction on the Relationship of Goal-Setting and Purposes, Fairness and Rating Scale Format with Employee Job Performance

2020 ◽  
Vol 6 (1) ◽  
pp. 309-320
Author(s):  
Muhammad Asad Khan ◽  
Altaf Hussain ◽  
Mohammad Hanif Khan
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Goal Setting ◽  
Employee Satisfaction ◽  
Rating Scale ◽  
Moderating Effect ◽  
Survey Questionnaire ◽  
Relationship Of ◽  
The Relationship ◽  
Scale Format

The aim of this article is to explore the moderating effect of employee satisfaction on the relationship of goal-setting and purposes, fairness and rating scale format with employee job performance in the academic setting. Data were collected through survey questionnaire from 300 employees working in six public sector universities of KP, Pakistan. Multiple regression analysis has been used to test the hypothesis. The dimensions of the performance appraisal were found to be significantly correlated to employee job performance and employee satisfaction played a crucial role in moderating this relationship. Potential reasons and suggestions for managers and employees are discussed. The paper adds to the current pool of knowledge on the links among goal-setting and purposes, fairness, rating scale format, employee satisfaction and employee job performance. Various facets of these constructs were analyzed, so as to give an extensive and more ample understanding of the determinants that influence employer and employees

scholarly journals Pengaruh Keadilan Organisasi dalam Penilaian Kinerja terhadap Kepuasan Penilaian dan Kinerja Karyawan

2018 ◽  
Vol 11 (3) ◽  
pp. 231
Author(s):  
Masrukin Masrukin ◽  
Musa Hubeis ◽  
Hari Wijayanto
Keyword(s):  
Organizational Justice ◽  
Performance Management ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Rating Scale ◽  
Performance Indicator ◽  
Descriptive Analysis ◽  
Partial Least Square ◽  
Least Square ◽  
Pls Analysis

Since 2012, management of PTPN V Pekanbaru implemented a new system of performance appraisal, named Competency-Based Performance Management (CBPM) for replaced the earlier system. The difference between CBPM and the earlier system is CBPM use a set of measured performance indicator, while in the old system, performance appraisal done by graphic rating scale method. One of performance appraisal effectiveness indicator is organizational justice on performance appraisal. The purpose of this study is to analyze organizational justice in performance appraisal and their influence on satisfaction toward performance appraisal and employee’s performance. Data collected from 196 respondents from managerial employee by a set of online questionnaire with purposive sampling’s technique. Descriptive analysis carried out by mean value’s analysis and range’s criteria analysis. Hypothesis testing has done by Structural Equation Modelling-Partial Least Square (SEM-PLS) analysis. The descriptive analysis shows that organizational justice in the performance appraisal had run well and the employees had satisfied toward the performance appraisal. SEM-PLS analysis shows that organizational justice in performance appraisal effect to satisfaction of performance appraisal and employee’s performance significantly. Satisfaction toward performance appraisal does not play a role in mediating the influence of justice in the performance appraisal to employee performance

From Performance Appraisal to Performance Management: One Agency's Experience

2002 ◽  
Vol 31 (2) ◽  
pp. 131-140 ◽  
Author(s):  
Doug Cederblom ◽  
Dan E. Pemerl
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Core Competencies ◽  
Performance Appraisals ◽  
Total Quality ◽  
Appraisal System ◽  
Doing Business ◽  
Performance Suggestions ◽  
Effective Performance ◽  
Appraisal Systems

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.

scholarly journals Impact of Employee Grievance Identification Strategies on Job Performance with Special Reference to Info Park and Techno Park, Kerala

2021 ◽  
Vol 10 (1) ◽  
pp. 33-35
Author(s):  
M. Dhanabhakyam ◽  
P. Monish
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Health And Safety ◽  
Training And Development ◽  
Formal Structure ◽  
It Industry ◽  
Job Commitment ◽  
Management Techniques ◽  
The Relationship

Employee grievance management is considered as the most important aspects of every organization. These grievances may arise from working conditions, health and safety, performance appraisal, relationship with superior and subordinates, training and development activities and personal aspects. Some of the psychological and behavioral aspects are also leads to employee grievances. Grievances are not complaints. The registered complaints or complaints followed formal structure are known as grievances. IT industry faced many challenges over years. Talent management and change management issues, performance management and digitalization are some of the key areas. Hence lot of grievance is filed by employees related with these aspects also. Hence a better grievance management system is essential for every organization which significantly contributes towards job commitment, job involvement, job attachment, productivity, and morale. This paper tries to prove the relationship between various grievance management techniques with job performance of employees in Techno Park and Info Park in Kerala.

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