Implicit personality and performance appraisal: The influence of trait inferences on evaluations of behavior.

1988 ◽  
Vol 73 (3) ◽  
pp. 515-521 ◽  
Author(s):  
Frank Krzystofiak ◽  
Robert L. Cardy ◽  
Jerry Newman
Keyword(s):  
Performance Appraisal ◽  
Implicit Personality ◽  
Trait Inferences ◽  
And Performance

The Future of Performance Ratings: Collected Thoughts From Six Emerging Scholars

2016 ◽  
Vol 9 (2) ◽  
pp. 334-337
Author(s):  
Andrew M. Bleckman ◽  
Sarah N. Guarino ◽  
Wesley Russell ◽  
Eileen C. Toomey ◽  
Paul M. Werth ◽  
...  
Keyword(s):  
Performance Appraisal ◽  
Work Performance ◽  
Performance Ratings ◽  
Final Examination ◽  
Next Generation ◽  
General Survey ◽  
The Future ◽  
And Performance ◽  
Appraisal Processes

During the fall 2015 semester, I (i.e., the last author of this response) taught a doctoral seminar on performance appraisal. Although this course was a general survey of research and theory regarding work performance and performance appraisal processes and methods, we also talked extensively about the value of performance ratings to organizations, raters, and ratees. It was indeed serendipitous that this focal article came out when it did. As part of the final examination requirements (and, admittedly, as a pedagogical experiment), I asked the six PhD students in this course (i.e., the first six authors of this response) to read and respond to the Adler et al. (2016) debate regarding the relative merits of performance ratings. To highlight the perspectives of this next generation of industrial and organizational psychologists, I have collected here various representative comments offered by each of these emerging scholars on this issue.

HR analytics and performance appraisal system

2017 ◽  
Vol 40 (6) ◽  
pp. 684-697 ◽  
Author(s):  
Anshu Sharma ◽  
Tanuja Sharma
Keyword(s):  
Conceptual Framework ◽  
Performance Management ◽  
Performance Appraisal ◽  
Appraisal System ◽  
Improve Performance ◽  
Content Type ◽  
Organizational Settings ◽  
Employees Satisfaction ◽  
Management Area ◽  
And Performance

PurposeThis paper aims to explore the role of human resource (HR) analytics on employees’ willingness to improve performance. In doing so, the paper examines issues related to the performance appraisal (PA) system which affect employees’ willingness to improve performance and how HR analytics can be a potential solution to deal with such issues. Design/methodology/approachThe paper develops a conceptual framework along with propositions by integrating both academic and practitioner literatures, in the field of HR analytics and performance management. FindingsThe paper proposes that the use of HR analytics will be negatively related to subjectivity bias in the PA system, thereby positively affecting employees’ perceived accuracy and fairness. This further positively affects employees’ satisfaction with the PA system, which subsequently increases employees’ willingness to improve performance. Research limitations/implicationsThe paper provides implications for both researchers and practitioners in the performance management area for improving employees’ performance by applying HR analytics as a strategic tool in the PA system. It also provides implications for future researchers to empirically test the conceptual framework in different organizational settings. Originality/valueThe paper offers insights into how the use of HR analytics can deal with issues of subjectivity bias in the PA system and positively affects employees’ willingness to improve performance.

scholarly journals Analisis Proses Pengendalian Mutu dalam Pelaksanaan Standar Pelayanan Minimal (SPM) di Instalasi Farmasi RS Keluarga Sehat

2017 ◽  
Vol 5 (1) ◽  
pp. 35-42
Author(s):  
LIa Alfa Rosida ◽  
Sudiro Sudiro
Keyword(s):  
Quality Control ◽  
Performance Appraisal ◽  
Control Process ◽  
Control Group ◽  
Pharmacy Staff ◽  
Quality Performance ◽  
Quality Control Process ◽  
Performance Report ◽  
Report Data ◽  
And Performance

The indicator achievement of minimum service standard (MSS) for the accuracy of distributingdrugs in Pharmacy Unit of Keluarga Sehat Hospital has not been achieved, even the incidence ofthe distributionerror from 2013 to 2016 continues to increase. The purpose of this researchwas to analyze the quality control process in the implementation of MSS in Pharmacy Unit of Keluarga Sehat Hospital. This was a qualitative research, with research subject 3pharmacy officers and 3 people of pharmacy management services.Data collectedby in-depth interview and observation of pharmaceutical performance report data and analysed by content analysis. The result of the research showed that the evaluation of pharmacy staff performance has not been implemented, because there is no performance appraisal indicator yet. Comparison was done only by comparing reports with general target, medical support manager double job resulted in no feedback to Pharmacy Unit, and so it has not supported the implementation of MSS. The Improvement of performancehas not been implementedand has notfound the concept of improvement. The new management will attempt to conduct a comparative study, including pharmacy installation into the Quality Control Group (GKM) or Problem Solving for Better Health (PSBH), find the cause of the problem and develop the policy. It can be concluded that the quality control of the MSS in the Pharmacy Unit still not going well and need to be improved especially related to quality performance appraisal and performance improvement based on the SOP.

EFFECTS OF HUMAN RESOURCE MANAGEMENT ON BUSINESS PERFORMANCE OF SMALL AND MEDIUM SIZE MANUFACTURERS IN HANOI – VIETNAM

2012 ◽  
Vol 02 (06) ◽  
pp. 47-54
Author(s):  
Ngo Van Tuan ◽  
Nguyen Minh Ngoc
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Business Performance ◽  
Business Owners ◽  
Incentive Compensation ◽  
Medium Size ◽  
Human Resource Managers ◽  
Training Performance ◽  
Resource Managers ◽  
And Performance

This research examines the relationships between HRM practices and performance of manufacturing SMEs in Ha Noi. Questionnaires were sent to CEOs, business owners, or human resource managers at 300 manufacturing SMEs in Ha Noi, 245 responses were collected and 200 qualified responses were left after screening. The findings indicate positive relationships between training, performance appraisal, incentive compensation and performance of manufacturing SMEs in Hanoi. This study partly clarifies the conflicting results of the previous studies on the relationships between training, performance appraisal, incentive compensation and firm performances.

Context Matters

2020 ◽  
pp. 233-263
Author(s):  
Jeanette N. Cleveland
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Applied Psychology ◽  
Situation Assessment ◽  
Cultural Economic ◽  
Research And Practice ◽  
Situational Strength ◽  
Key Features ◽  
And Performance ◽  
The Way

Contexts shape the way the performance appraisal (PA) and performance management (PM) systems are designed and utilized. Yet, the analysis of situations, especially more macro-context, including cultural, economic, and political/legal values, is one of the most underresearched areas in applied psychology despite the fact that context is likely to be critical to understanding the success and the failures associated with individual and team PM in organizations. To date, most research on situations has focused on proximal factors that impinge directly on raters’ and ratees’ motivation and goals, with less attention given to variations in macro and meso context across and within organizations, nations, and cultures. In the present chapter, the current research linking context with PA and PM is reviewed. Drawing from both situational strength and institutional theories, the mechanisms (e.g., norms and constraints) by which situations can shape the design and process of PA/PM within and across organizations are discussed. The chapter concludes by translating key features from the context and situation assessment literature into action that can be taken by industrial and organizational psychologists to help improve PA/PM research and practice in organizations.

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