Is Distributional Appraisal More Effective than the Traditional Performance Appraisal Method?

2005 ◽  
Vol 21 (3) ◽  
pp. 165-172 ◽  
Author(s):  
Shaul Fox ◽  
Aharon Bizman ◽  
Anat Garti
Keyword(s):  
Performance Appraisal ◽  
Interrater Agreement ◽  
Team Members ◽  
Software Company ◽  
Measures Of Agreement ◽  
Appraisal Method ◽  
Traditional Performance

Abstract. This study compared the distributional appraisal method (DAM) with the traditional appraisal method (TAM) on seven criteria reflecting appraisal effectiveness: Four interrater agreement measures, calculated by Cronbach's formulas, and three measures of differentiation: Ratee and dimension differentiation, and leniency. The study took place in a software company, where 45 participants, working in teams, rated all their team members on eight dimensions, both by DAM and TAM. DAM mean scores exhibited stronger agreement than TAM scores on two Cronbach's interrater agreement measures - stereotype accuracy and differential accuracy. High inverse correlations were found between measures of agreement and differentiation. The study demonstrates that DAM and TAM differ in their effectiveness and that criteria for rating effectiveness may be inversely related.

scholarly journals Performance evaluation of automotive product development team members based on a PLM system: A case study of M Automotive Products Company

PLoS ONE ◽  
2021 ◽  
Vol 16 (8) ◽  
pp. e0255300
Author(s):  
Debao Dai ◽  
Shihao Wang ◽  
Yinxia Ma
Keyword(s):  
Product Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Development Project ◽  
Project Team ◽  
Team Members ◽  
Product Development Project ◽  
Traditional Performance ◽  
Plm System ◽  
Performance Ranking

Based on product lifecycle management (PLM) theory and social comparison theory, this paper constructs a performance ranking model of automobile product development project team members, uses an active server provider (ASP) to develop the system, realizes the online operation and real-time analysis of the performance management system, and solves the problems of the low efficiency, low morale and unfair assessment of product development team members caused by traditional performance assessment. The performance management platform for the team members of the automotive product development project uses a PLM system to realize a systematic and standardized list of project functions and provide a performance appraisal management system that can be evaluated and fairly compared for project team members. Based on the performance appraisal practice of automotive product development project team members of M Automotive Products Company, this study verified the feasibility of the ranking model’s transformation to work habits based on the predetermined and result data of the mission completion rate, the punctuality rate and the degree of improvement of the management level of product development project team. Through the tracking of the team performance ranking function, it is found that the model can solve the problems of untimely assessment and insufficient incentives in the current traditional performance appraisal, enhance the overall enthusiasm of the team, and give full play to the subjective initiative of the team.

scholarly journals Ranking and selecting the best performance appraisal method using the MULTIMOORA approach integrated Shannon’s entropy

2018 ◽  
Vol 12 (1) ◽  
Author(s):  
Abteen Ijadi Maghsoodi ◽  
Gelayol Abouhamzeh ◽  
Mohammad Khalilzadeh ◽  
Edmundas Kazimieras Zavadskas
Keyword(s):  
Performance Appraisal ◽  
Shannon’S Entropy ◽  
Shannon's Entropy ◽  
Appraisal Method

The Past, Present, and Future of Performance Management

2020 ◽  
pp. 318-342
Author(s):  
Kevin R. Murphy
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Case Studies ◽  
Management Systems ◽  
Organizational Strategies ◽  
Research Strategies ◽  
Performance Management Systems ◽  
Trade Offs ◽  
Appraisal Systems ◽  
Traditional Performance

Performance management developed out of, and in part in reaction to, traditional performance appraisal systems. Despite frequent claims in the business press that performance appraisal is dying, fairly traditional appraisal systems are still common in work organizations. However, there is evidence of an ongoing shift toward performance management systems that differ from traditional performance appraisal systems in several important ways. The types of performance management systems exemplified in the case studies included in this volume place more emphasis on frequent, informal evaluation; real-time feedback; and alignment with organizational strategies and goals than is common in traditional appraisal systems. These types of performance management systems have a lot to offer, and the case studies illustrate the potential advantage of modern approaches to performance management. Unfortunately, these case studies also exemplify a deeply worrying trend in performance management: a frequent failure to even ask whether (much less to demonstrate that) performance management has any real effect on performance or effectiveness. Some recommendations are made regarding research strategies for evaluating performance management; several of the most pressing challenges in this endeavor are identified, notably the problematic status of feedback and the trade-offs involved when moving from formal appraisal systems to systems built around informal feedback.

scholarly journals Positiewe prestasiebeoordeling

1980 ◽  
Author(s):  
S. W. Krugel
Keyword(s):  
Environmental Factors ◽  
Human Factors ◽  
Special Reference ◽  
Performance Appraisal ◽  
Performance Rating ◽  
Positive Approach ◽  
Effective Performance ◽  
The Subject ◽  
Traditional Performance ◽  
Structural Aspects

In this article a plea is being made for a more positive approach to performance appraisal. The subject is discussed under the following headings: Shortcomings in the traditional performance appraisal methods; Guidelines for better performance rating; and The design of an effective performance appraisal procedure. The conclusion is reached that the solution to performance rating problems lies in the direction of a pursuance of a "systems" or comprehensive approach to rating problems; with special reference to human factors, structural aspects, dynamic aspects, and environmental factors. Opsomming In hierdie artikel word ‘n meer positiewe benadering tot prestasiebeoordeling bepleit. Die onderwerp word onder die volgende hoofpunte bespreek: Leemtes in die tradisionele prestasiebeoordelingstelsels; Riglyne ten opsigte van ‘n meer doeltreffende merieteaanslag; en Die ontwerp van ‘n doeltreffende prestasiebeoordelingsprosedure. Die gevolgtrekking word gemaak dat die oplossing van beoordelingsprobleme geleë is in die nastrewing van ‘n "stelsels-" of komprehensiewe benadering met besondere verwysing na menslike faktore, strukturele aspekte, dinamiese aspekte en omgewingsfaktore.

Spanish lessons on developing employee commitment and empowerment-driven strategies

2020 ◽  
Vol 28 (6) ◽  
pp. 9-11
Keyword(s):  
Organizational Performance ◽  
Performance Appraisal ◽  
High Performance ◽  
Affective Commitment ◽  
Management Practices ◽  
Manufacturing Sector ◽  
Content Type ◽  
Team Members ◽  
Strategic Goals ◽  
Pertinent Information

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper explores the potential of HR management practices to integrate into an organization-wide high-performance work system (HPWS) as a route to achieving greater organizational performance. Based on the views of respondents from Spain’s manufacturing sector, boosting the affective commitment and empowerment of employees in the presence of a HPWS inspires them to elevate their performance. One way of achieving this is for managers to give their team members more autonomy. Applying HR best practices across selection, training, performance appraisal, and compensation activity is a crucial step in laying a foundation that is linked to the organization’s overall strategic goals. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Performance appraisal method for rural infrastructure construction based on public satisfaction

PLoS ONE ◽  
2018 ◽  
Vol 13 (10) ◽  
pp. e0204563
Author(s):  
Chuan Chen ◽  
Yibin Ao ◽  
Yan Wang ◽  
Jiayue Li
Keyword(s):  
Performance Appraisal ◽  
Rural Infrastructure ◽  
Appraisal Method

Communication and Conflict Resolution in the Workplace

2019 ◽  
Vol 13 ◽  
pp. 25-46
Author(s):  
MARK DIRIKORIGHA SALVATION
Keyword(s):  
Performance Appraisal ◽  
Communication Skills ◽  
Team Building ◽  
Effective Communication ◽  
Team Work ◽  
Work Team ◽  
Team Members ◽  
Good Communication ◽  
Performance Teams ◽  
The Right

Good communication is required to build and maintain mutual relationship in project teams. This is because effective communication can enable a work team to achieve their goals. This stems from the fact that when the employees understand the management expectations and target goals, they will be able to do their work task based on the required standard. Also, effective communication is critical to the success of team work because the ability to work together without issues is determined by conveying the right information at the right. However, despite the crucial role played by effective communication in a productive work environment, it was found that Matrix Coating Resource Sdn Bhd (MCR) often experience communication issues among the workforce and this result to workplace conflict and employee relationship issues. It was on this note that this consultancy project critically examined the communications and employee relationships practices of MCR in order to determine key areas required to improve project tasks completion. A sample of 50 respondents were chosen from the workforce using both interview and questionnaire instruments. The study found that the staff of Matrix often experience communication issues and this leads to disagreements and misunderstanding among the workforce. This is because proper communication using appropriate channel can help to ease both the number and severity of workplace conflicts. Driven by this, it was proposed that the management of Matrix should do well to employ people with solid communication skills because this will allow them to work together cohesively and professionally, address the issue through training exercises and behaviour modeling. It should conduct constant training programmes especially for the new staff so as to improve their ability to communicate clearly and concisely with colleagues and work team members, include communication skills in the appraisal of employees’ performance and tie the organization’s objectives into performance appraisal so as to achieve the goals of the company and develop team building exercises to strengthen intra-office relationship. This is because high performance teams often become more cohesive overtime as they gain experiences working and communicating with other teams in the workplace. Therefore, exciting activities such as informal networking groups, team exercises and others so as to enable the staff to work together in a cohesive way. The team building process will allow the team members to learn the best ways to work together through team experience without issues.

Comparison of online and traditional performance appraisal systems

2009 ◽  
Vol 24 (6) ◽  
pp. 526-544 ◽  
Author(s):  
Stephanie C. Payne ◽  
Margaret T. Horner ◽  
Wendy R. Boswell ◽  
Amber N. Schroeder ◽  
Kelleen J. Stine‐Cheyne
Keyword(s):  
Performance Appraisal ◽  
Appraisal Systems ◽  
Traditional Performance

scholarly journals A Study of Changing Key Performance Indicators in Banking Sector

2019 ◽  
Vol 10 (3) ◽  
pp. 56
Author(s):  
Afroze Nazneen ◽  
Shikha Goyal ◽  
Pretty Bhalla ◽  
Vikram Jeet
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Banking Sector ◽  
Banking System ◽  
Customer Relationships ◽  
Performance Measurement System ◽  
Appraisal System ◽  
Key Variables ◽  
Indian Banks ◽  
Traditional Performance

The Indian banking system has taken huge strides from being into traditional banking system to nationalization to privatization and finally into multinationals. The success dimension of Indian banks doesn’t only stand on financial indicators but it draws a thrust from, organizational culture, and customer relationships go a long way toward dictating future financial performance.The great transformation has been witnessed in the performance measurement system wherein the traditional performance appraisal system was taken over by multifaceted performance management system with feedback and continuous monitoring as inseparable part of it.In this paper, the researcher has proposed a model for measurement of performance in banking sector. And also the key variables have been found which are valuable in performance analysis.

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