Investigating pregnancy and marital status discrimination in employee performance appraisals

2010 ◽  
Author(s):  
Sarah M. Haynes ◽  
Jane A. Halpert ◽  
Brian J. Marentette ◽  
Micah D. Lueck
Keyword(s):  
Marital Status ◽  
Employee Performance ◽  
Performance Appraisals

It’s time to bring performance appraisal into the twenty-first century

2015 ◽  
Vol 23 (7) ◽  
pp. 23-26 ◽  
Author(s):  
Shahina Javad ◽  
Sumod S.D.
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Appraisal System ◽  
Business World ◽  
Content Type ◽  
Rating Method ◽  
Modern Business ◽  
The Right

Purpose – Examines the weaknesses of many current performance appraisals and shows how to improve them. Design/methodology/approach – Draws on examples from companies such as Cisco, Google and Infosys. Findings – Shows that there are two main sets of reasons for the failure of performance management – system related and people related. System-related problems crop up while defining the performance goals or designing the appraisal system. People-related problems usually arise while discussing the results of appraisals. Practical implications – Investigates the importance of the three key elements of performance appraisal – the appraiser, the appraisal period and the rating method. Social implications – Shows how important performance appraisal can be in the modern business world where skilled and talented workers are at a premium. Originality/value – Argues that present-day organizations need to develop an ongoing process to manage employee performance, make sure the right things are being measured, and that the feedback is carried out as constructively as possible.

Effects of Feedback Accountability and Self-Rating Information on Employee Appraisals: A Replication and Extension

2007 ◽  
Vol 100 (3_suppl) ◽  
pp. 1091-1100 ◽  
Author(s):  
Ted H. Shore ◽  
Armen Tashchian
Keyword(s):  
Performance Feedback ◽  
Management Practice ◽  
Employee Performance ◽  
Poor Performance ◽  
Performance Appraisals ◽  
Performance Study ◽  
Self Rating ◽  
Effects Of Feedback ◽  
Rating Information

The influence of feedback accountability and self-rating information on employee performance appraisals was examined. Undergraduate business student participants assumed the role of “supervisor” and evaluated a fictitious “subordinate” whose performance on a clerical task was either moderately poor or very good. Participants were either given fictitious self-rating information, or no self-rating information, and were told they were expected to provide performance feedback to their ratee, or there was no feedback expectation. As expected, in Study 1 both self-rating information and expected feedback-sharing independently resulted in lenient ratings for poor performance, and the combined effects resulted in the highest ratings. By contrast, results for good performance (Study 2) were not significant. Implications of the findings for human resource management practice and research were discussed.

scholarly journals ANALYSIS OF THE EFFECT OF KNOWLEDGE MANAGEMENT, COMPETENCY, AND INNOVATION ON EMPLOYEE PERFORMANCE

2021 ◽  
Vol 19 (4) ◽  
pp. 804-811
Author(s):  
Dwi Yoga Ari Wibowo ◽  
◽  
Pudji Muljono ◽  
I Made Sumertajaya ◽  
◽  
...  
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Pls Analysis ◽  
Employee Competencies ◽  
Management Competency

The conformity of employee competencies with their positions and innovation in work implementation is required by the presence of the Civil Servants (PNS) professional demands. Knowledge management is necessary to fulfill the knowledge needs of employees so that competence, innovation, and employee performance can be improved. This study aims to analyze the effect of knowledge management, competence, and innovation on employee performance. All employees in the Finance and Equipment Bureau of the Ministry of Agriculture were involved as the research object. The data were obtained using the census method of 103 Finance and Equipment Bureau employees, interviews with appraisal officials and personnel managers, and employee performance appraisals in 2019. The data processing uses Structural Equation Modeling - Partial Least Square (SEM PLS) analysis. This study indicates that knowledge management has a significant effect on innovation and competence, whereas innovation significantly affects performance. However, knowledge management and competence do not seem to have a significant effect on employee performance. Knowledge management indirectly has a significant effect on performance through innovation. Nevertheless, knowledge management does not seem to have a significant effect on performance through competence. The suggestion for further research is it shall be conducted in a work unit that requires special skills so that the employee competence is taken into consideration.

scholarly journals Pengaruh Faktor Motivasi Kerja Ditinjau dari Aspek Finansial, Lingkungan Kerja dan Penghargaan terhadap Kinerja Pegawai Biro Kepegawaian Sekretariat Daerah Provinsi Kalimantan Selatan

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Mahfuzil Anwar
Keyword(s):  
Work Environment ◽  
Empirical Evidence ◽  
Civil Service ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Working Environment ◽  
Service Bureau ◽  
And Performance ◽  
Dominant Influence ◽  
Financial Aspect

This study aims to obtain empirical evidence about the influence of motivational factors through the financial aspects, Work Environment and employee performance appraisals, the Civil Service Bureau of the Regional Secretariat of South Kalimantan Province. The hypothesis put forward is a hypothesis I, Simultaneously Finance, Working Environment Award and affect the performance of employees in the Civil Service Bureau of the Regional Secretariat of South Kalimantan Province. Hypothesis II partial financial aspect is more dominant influence on the performance of employees in the Civil Service Bureau of the Regional Secretariat of South Kalimantan Province. Through a questionnaire submitted to the respondent on the financial aspects with 20 items of questions, aspects of the work environment with 11 items of questions, and aspects of the awards with 9 items of questions, with three alternative answers a, b and c with a score of 3.2, and 1. The questionnaire performance with 16 items of questions and respondents as many as 102 people. The results showed that the hypothesis I stating together the financial aspects, work environment and rewards affect the performance of employees at the Civil Service Bureau of the Regional Secretariat of South Kalimantan Province, is acceptable. Hypothesis II stating financial has more dominant influence on the performance of employees in the Civil Service Bureau of the Regional Secretariat of South Kalimantan Provinceconvicted.Keywords: Finance, working environment, and Performance Award

scholarly journals Simple Additive Weigthing (SAW) Untuk Pemberian Reward Kepada Karyawan Pada PT. CAHAYA KASIH ANUGRAH

2020 ◽  
Vol 3 (3) ◽  
pp. 95-105
Author(s):  
Fernando B Siahaan
Keyword(s):  
Decision Support ◽  
Decision Support System ◽  
Support System ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Performance Rating ◽  
Simple Additive Weighting ◽  
To Receive

Reward is a form of appreciation given by the company to its employees for the achievements given in a certain period, this gift is a form of motivation to all employees to show their performance at the company. The problem is that there is no system for conducting an assessment because it is still manual, a decision support system is needed to determine employee performance appraisals based on criteria set by the company. Simple additive weighting is the best method to perform weighted summation of the performance rating of each alternative on the attribute. The purpose of this study was to determine the assessment of the criteria for the best employees to receive rewards using simple additive weighting. In the discussion, it is explained that the criteria for evaluating employee performance consist of competence, responsibility, behavior, cooperation and discipline. The conclusion is that the best employees are Brother Fredy's after adding the preference values of each leader, namely 1.46, 1.53 and 1.58 with a total value of 4.57, this assessment follows the criteria set by the company for all its employees.

scholarly journals STUDI TENTANG MOTIVASI DAN KARAKTERISTIK PRIBADI KARYAWAN SARI SEHAT HERBAL MEDICINE INDUSTRY di MAGELANG

2016 ◽  
Vol 4 (1) ◽  
Author(s):  
Yan Kurnia Putri
Keyword(s):  
Herbal Medicine ◽  
Marital Status ◽  
Employee Performance ◽  
Personal Characteristics ◽  
Employee Motivation ◽  
Chi Square ◽  
Testing Techniques ◽  
And Gender ◽  
Chi Square Analysis ◽  
The Relationship

This study aims to examine and analyze the influence of personal characteristics on employee motivation Sari Sehat Herbal Medicine Industry and to determine whether the employee motivation Sari Sehat Herbal Medicine Industry in Magelang . Data collected through questionnaires and conducted on 89 employees Sari Sehat Herbal Medicine Industry Magelang . Analysis of the data in this study using SPSS version 17 . In this study used a sample of the entire population and data testing techniques used in this study include test validity , reliability tests with Cronbach alpha . Spearman correlation analysis to examine the relationship between personal characteristics such as age , education , length of employment , marital status of the motivation , by comparing the value Sig.ρhitung with α value ( 0.05 ) . As for analyzing gender relations to motivation chi square analysis was used to compare the value of Sig . χ ^ 2hitung the value of α ( 0.05 ) . The analysis showed that the level of personal characteristics ( 0.003 ) , length of employment ( 0 ) and marital status ( 0.006 ) effect on employee performance . Age (0.524 ) and gender (0.217 ) had no effect on motivation . And the biggest motivation for employees Sari Sehat Herbal Medicine Industry is salary ( 79 % ) . This research

FACTORS THAT BIAS EMPLOYEE PERFORMANCE APPRAISALS

1993 ◽  
Vol 16 (7) ◽  
pp. 10-14 ◽  
Author(s):  
Francis X. Gibbons ◽  
Brian H. Kleiner
Keyword(s):  
Employee Performance ◽  
Performance Appraisals

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 Problems associated with the management of performance appraisals in universities: The case of Ghanaian Public Sector Universities

2008 ◽  
Vol 5 ◽  
pp. 134-152
Author(s):  
E. O. Agyenim-Boateng
Keyword(s):  
Public Sector ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Administrative Staff ◽  
Appraisal System ◽  
Public And Private ◽  
Study Approach ◽  
Effective Performance ◽  
Appraisal Systems

The use of performance appraisal, a presence of the private sector organisations, has now become wide spread and has grown to include previously untouched organisations and occupational hierarchies such as secretarial and administrative staff in both the public and private sectors. However, verv little has been reported in the literature concerning the perceptions and experiences of the universities in developing countries relating to performance appraisals. This study therefore sought to explore performance appraisal systems in the Ghanaian public sector universities to consider the perceptions and experiences of the administrative staff about the problems associated with the performance appraisal systems of the universities. The study adopted an exploratory, descriptive and evaluative triangulation case study approach and generated data through semistructured interviews and self-completing questionnaires from 401 university employees in Ghana from four of the six public sector universities. Both quantitative and qualitative methods of analysis in the form of frequencies, percentages, means, graphs and content analysis were used to analyse the data. The results indicate that generally the perceptions of the administrative staff conceming the effectiveness of the present performance appraisal systems of the universities were skewed towards dissatisfaction because they lacked essential characteristics of an effective performance appraisal system. These include lack of c1early formulated and defined policies and objectives, performance measures, effective staff participation and training and development that could make them effective. The study concludes that there is a need for the universities to recognise their employees as valued resources and treat them as a source of competitive advantage which have to be strategically managed to achieve improved employee performance and development as well as the effectiveness of the universities.

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