Disappointing Interventions and Weak Criteria: Carving Out a Solution Is Still Possible

2016 ◽  
Vol 9 (2) ◽  
pp. 350-356 ◽  
Author(s):  
Aharon Tziner ◽  
Sylvia G. Roch
Keyword(s):  
Performance Appraisal ◽  
Goal Attainment ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Performance Ratings ◽  
Rater Training ◽  
Actual Performance ◽  
Appraisal Process ◽  
Whole Process ◽  
Performance Appraisal Process

In their focal article, Adler and his colleagues (2016) elaborate on the pros and cons of abolishing the performance appraisal process in organizations. Sherman-Garr (2014) contends that this trend is on the rise because both managers—the raters—and their subordinates—the ratees—disdain performance scores. Employees feel that performance ratings do not reflect their actual performance, and therefore they do not gain the rewards they merit. Conversely, their supervisors/managers experience a great deal of frustration because the improvement of employee performance does not match up to the excessive time and effort invested in the appraisal process, making the whole process ineffective and inefficient. We agree that performance appraisals, specifically the practice of assigning performance ratings, appear to be a disliked and ineffective human resource function. However, we do not agree that goal attainment should be used in place of performance ratings; rating format and rater training represent “disappointing interventions” and, most of all, only “weak” criteria exist for performance ratings.

scholarly journals Analysis and Design of Decision Support System for Employee Performance Appraisal with Simple Additive Weighting (SAW) Method

2020 ◽  
Vol 5 (3) ◽  
pp. 275
Author(s):  
Rohmat Taufiq ◽  
Ri Sabti Septarini ◽  
Ahmad Hambali ◽  
Yulianti Yulianti
Keyword(s):  
Decision Support ◽  
Decision Support System ◽  
Performance Appraisal ◽  
Support System ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Analysis And Design ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Simple Additive Weighting

The decision support system (DSS) for employee performance appraisal is a decision support system used in the employee performance appraisal process at PT. Surya Toto Tbk. Currently, the employee performance appraisal process still done manually (paper-based) so that the reports produced were not real-time. From the existing problems, this research aimed to analyze and design a decision support system according to the existing criteria using the Simple Additive Weighting (SAW) method to be able to develop into a Web-based DSS. The method used began with communication with management, especially the perpetrators of employee performance appraisals. Furthermore, planning, the process of data collection, analysis, design, and finally making reports carried out. The conclusion of this study provided a suggestion to use the criteria that had given two more criteria. By giving weights and calculations carried out for three employees, the value obtained for employee C got the highest score (0.98) followed by employee B, and the lowest score (0.85) was employee A.

scholarly journals Sistem Pendukung Keputusan Penilaian Kinerja Karyawan Pada PT Manggala Usaha Manunggal Menggunakan Metode Analytical Hierarchy Process (AHP)

2021 ◽  
Vol 2 (4) ◽  
pp. 218-234
Author(s):  
Sella Marta Armelia ◽  
Firamon Sakti
Keyword(s):  
Decision Support ◽  
Performance Appraisal ◽  
Support System ◽  
Analytical Hierarchy Process ◽  
Employee Performance ◽  
Web Based ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Hierarchy Process ◽  
A Company

PT Manggala Usaha Manunggal is a company engaged in mining and focusing on coal minerals, which is supported by many employees who work professionally in their respective fields. In a company, an employee performance appraisal process is usually carried out to determine the best employees. In the current performance appraisal process, the company still uses a manual system, so it is still less effective and efficient in managing data. The problem faced is how to calculate the best employee performance appraisal, with a decision support system in calculating employee performance appraisal, one of which is by applying the AHP (Analytical Hierarchy Porcess) method which is expected to produce the best employee rankings. The system that will be created will be web-based using MYSQL.

scholarly journals Action inquiry and performance appraisals

2005 ◽  
Vol 12 (1) ◽  
pp. 26-41 ◽  
Author(s):  
Kate Walsh ◽  
Dalmar Fisher
Keyword(s):  
Performance Appraisal ◽  
Performance Appraisals ◽  
Organizational Growth ◽  
Content Type ◽  
Appraisal Process ◽  
Action Inquiry ◽  
Inquiry Approach ◽  
Performance Appraisal Process ◽  
And Performance ◽  
Learning And Change

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.

scholarly journals The Effects of Goal Setting and Self-Instruction Training on the Performance of Unionized Employees

2005 ◽  
Vol 55 (1) ◽  
pp. 80-95 ◽  
Author(s):  
Travor C. Brown ◽  
Gary P. Latham
Keyword(s):  
Performance Appraisal ◽  
Goal Setting ◽  
Self Efficacy ◽  
Employee Satisfaction ◽  
Employee Performance ◽  
Subsequent Performance ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Self Instruction

This study assesses the effectiveness of goal setting, goal setting plus training in self-instruction, and being urged to do one's best on the performance of unionized employees (n = 32). The ability of managers, peers and self to observe changes in employee performance was also assessed. Appraisals were made prior to and 10 weeks following three interventions. ANCOVA indicated that employees who set specific, difficult goals had significantly higher performance than those in the doing one's best and those doing goal setting plus self-instruction. Moreover, self-efficacy correlated positively with subsequent performance. Employee satisfaction with the performance appraisal process was high across the three conditions. Peers provided better data for assessing the effect of an intervention than self or managers.

scholarly journals Rancang Bangun Sistem Informasi Monitoring Absensi Karyawan Berbasis Website

2021 ◽  
Vol 4 (2) ◽  
pp. 301-311
Author(s):  
Ahmad Sofyan ◽  
◽  
Ani Oktarini Sari ◽  
Eva Zuraidah ◽  
◽  
...  
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Work Productivity ◽  
Appraisal Process ◽  
Existing Problems ◽  
Internet Connection ◽  
The Hours ◽  
Performance Appraisal Process ◽  
Employee Attendance

Employee attendance is very important as a support that can encourage work productivity activities. Monitoring employee attendance also plays an important role in the employee performance appraisal process. However, the application of the employee attendance system at PT Indra Karya Persada is currently still using the attendance book manually by writing down the hours of entry and return in handwriting. Attendance that is done manually can cause problems in the form of inappropriate data, difficulty in searching for data, and the risk of losing data. In addition, the current employee attendance system has not accommodated employees if they have to work outside the office, they must come to the office to write down their attendance. For this reason, a computerized employee attendance system that can be accessed anywhere with an internet connection is needed, so that existing problems can be resolved properly. And the process of monitoring and daily employee attendance reports can be monitored properly

Current U.S. trends in formal performance appraisal: practices and opportunities – Part One

2014 ◽  
Vol 46 (6) ◽  
pp. 321-326 ◽  
Author(s):  
Clinton O. Longenecker ◽  
Laurence S. Fink ◽  
Sheri Caldwell
Keyword(s):  
Performance Appraisal ◽  
Research Study ◽  
Performance Appraisals ◽  
Performance Criteria ◽  
Social Implications ◽  
Convenience Sample ◽  
Content Type ◽  
Appraisal Process ◽  
Current Trends ◽  
Performance Appraisal Process

Purpose – The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel. Design/methodology/approach – The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement. Findings – This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people. Research limitations/implications – The biggest limitation of this research is the fact that a convenience sample of 183 organizations was employed as the basis for this study. Practical implications – Data on the actual formal performance appraisal process of organizations are rather limited and this research provides critical insight into current practice limiting potential generalizability. Social implications – The social implications of this research suggests that organizations can do a much better job of equipping their leaders/employees to more effectively reap the organizational benefits of this key practice. Originality/value – Research in this area is not prevalent so this is a descriptive research study that both researchers and organizations can use to further their knowledge in formal performance appraisals.

scholarly journals PENINGKATAN PERSEPSI KARYAWAN TERHADAP OBJEKTIVITAS PENILAIAN KINERJA MENGGUNAKAN METODE BARS DAN MBO

2021 ◽  
Vol 5 (1) ◽  
pp. 21-28
Author(s):  
Wulan Purnamasari ◽  
Ika Widya Ardhiyani
Keyword(s):  
Performance Appraisal ◽  
Work Performance ◽  
Employee Performance ◽  
Performance Standards ◽  
Performance Appraisals ◽  
Employee Perceptions ◽  
Appraisal System ◽  
Performance Appraisal System ◽  
Performance Appraisal Process ◽  
A Company

The performance appraisal system in a company has an important role in achieving the target of achieving a job. Employee job satisfaction with the performance appraisal system depends on the level of employee perceptions of the performance appraisal system that applies to their workplace. This research was conducted in a company PT.X which is engaged in the BOPP film industry. The performance appraisal system in the company, based on employee perceptions, is still not effective. Here, the researcher attempted to design a performance appraisal system using the BARS and MBO methods. This research was conducted by means of field surveys, literature studies, and FGDs. The BARS and MBO methods are able to assess employee performance. Where in this method it creates unclear and measurable performance standards, there is no maximum feedback on the performance of employees, often the assessment is subjective, besides the assessment is carried out once a year so that it causes management to experience difficulties in monitoring. In addition, the company only dominantly assesses work activities and behavior, without assessing the work performance of each employee. Whereas here, the company should have carried out an objective performance appraisal, by having clear and measurable assessment standards and being able to provide feedback on employee performance achievements. Thus, researchers recommend using the BARS and MBO methods in the performance appraisal process. This aims to meet the company's needs for employee performance appraisals.

scholarly journals Role of Performance Appraisal System and Its Impact on Employees Motivation

2020 ◽  
Vol 2 (1) ◽  
Author(s):  
Pooja Dangol
Keyword(s):  
Performance Appraisal ◽  
Work Performance ◽  
Service Industry ◽  
Employee Performance ◽  
Employee Motivation ◽  
Appraisal System ◽  
Job Descriptions ◽  
Appraisal Process ◽  
Performance Appraisal Process

The general objective of the study is to determine the role of performance appraisal and its impact on employee. The study is guided by the following specific objectives: to establish the extent to which performance appraisal process affects employee motivation, to determine the extent to which appraisers affect staff motivation and to determine the challenges in appraising employee performance. The study adopted descriptive research design. The population of interest consists of 120 employees of Service Industry in Nepal. Data is collected using structured questionnaires and additional qualitative data is collected using the reference from the questionnaire and the objectives of the study. The data is analysed using statistical tools such as frequency distribution, percentages and Pearson correlations. Data is presented using tables and charts. The research findings suggest that regular assessment of performance leads to employee motivation. Performance appraisal rating can be considered as a technique that has a positive effect on work performance and employee motivation. Employees may be motivated if the appraisal process is based on accurate and current job descriptions. On the challenges of performance appraisal on employee motivation established that some managers tend to be liberal or strict in their rating of staff which may affect the employees’ motivation. The manager’s ability to address the skills gaps can have a significant impact on the employee’s motivation. Regular ratings may affect the performance and motivation of the employees. Fair assessment of the employee’s performance may enhance their motivation.

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