Appraising Account Executive Performance Appraisals: Current Practices and Managerial Implications

Orientation: Managers often have negative attitudes towards performance appraisal because of its problematic nature, which is influenced by political and social contextual factors. These negative attitudes lead to reduced employee support, inaccurate performance appraisal ratings and, consequently, negative employee perceptions of the performance appraisal process. This state of affairs necessitates a deeper understanding of the factors influencing managers’ attitudes towards performance appraisal.Research purpose: The purpose of this research was to gain a deeper understanding of the factors that influence managers’ attitudes towards performance appraisal.Motivation for the study: Previous research has confirmed the importance of performance appraisals in organisations. However, managers’ dislike of and aversion to performance appraisal impact negatively on the effectiveness of performance appraisal systems and ultimately the development and performance of employees.Research design, approach and method: An interpretivist qualitative study was adopted, utilising naïve sketches and in-depth interviews to collect data from eight managers, purposively selected. The data were analysed by using Tesch’s descriptive data analysis technique.Main findings: This study revealed that performance appraisal is fundamentally an uncomfortable and emotional process for managers, which results in their adopting defensive attitudes. Because of many uncertainties, managers do not always display the ability or readiness to conduct performance appraisals. The organisational context might place the individual manager in a position to distort employee ratings, which in turn negatively influences that manager’s attitude.Practical and managerial implications: This study provides insight into the present-day experience of managers in respect of performance appraisal and highlights the factors that influence their attitudes.Contribution: The insight gained from this research into the factors impacting on the attitude of managers towards performance appraisals can assist organisations to better support and empower such managers to be more effective in their approach when conducting performance appraisals.

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EXPRESS: A New Livestream Retail Analytics Framework to Assess the Sales Impact of Emotional Displays

Journal of Marketing ◽

10.1177/00222429211013042 ◽

2021 ◽

pp. 002224292110130

Author(s):

Neeraj Bharadwaj ◽

Michel Ballings ◽

Prasad A. Naik ◽

Miller Moore ◽

Mustafa Murat Arat

Keyword(s):

Closed Form ◽

Optimal Allocation ◽

Performance Appraisals ◽

Emotional Displays ◽

Emotional Display ◽

Managerial Implications ◽

Over Time ◽

Retail Analytics

At the intersection of technology and marketing, the authors develop a framework to unobtrusively detect salespersons’ faces and simultaneously extract six emotions: happiness, sadness, surprise, anger, fear, and disgust. They analyze 99,451 sales pitches on a livestream retailing platform and match them with actual sales transactions. Results reveal that each emotional display, including happiness, uniformly exhibits a negative U-shaped effect on sales over time. The maximum sales resistance appears in the middle rather than at the beginning or the end of sales pitches. Taken together, in one-to-many screen-mediated communications, salespersons should sell with a straight face. In addition, the authors derive closed-form formulae for the optimal allocation of the presence of a face and emotional displays over the presentation span. In contrast to the U-shaped effects, the optimal face presence wanes at the start, gradually builds to a crescendo, and eventually ebbs. Finally, they show how to objectively rank salespeople and circumvent biases in performance appraisals, thereby making novel contributions to people analytics. This research integrates new types of data and methods, key theoretical insights, and important managerial implications to inform the expanding opportunity that livestreaming presents to marketers to create, communicate, deliver, and capture value.

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Politicisation of performance appraisals

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v12i1.525 ◽

2014 ◽

Vol 14 (1) ◽

Cited By ~ 1

Author(s):

Sonia Swanepoel ◽

Petrus A. Botha ◽

Nancy B. Mangonyane

Keyword(s):

Performance Appraisal ◽

Employee Attitudes ◽

Performance Appraisals ◽

Research Approach ◽

Employee Productivity ◽

North West ◽

The North ◽

Department Of Health ◽

Managerial Implications ◽

And Performance

Orientation: Employees are a source of competitive advantage for organisations and human resource management seek to promote employee efficiency. One of the tools organisations utilise to achieve this goal is performance appraisals.Research purpose: The purpose of this study was to investigate the weaknesses in performance appraisal and to determine whether it is politicised in the North West Department of Health and Social Development in South Africa.Motivation for study: Many organisations either ignore the existence of politics in the appraisal process or assume that its impact can be minimised if they refine their appraisal instruments. Executives admit that, in appraising others, they often intentionally avoid meeting the goal of accuracy in favour of achieving goals that have more to do with exercising discretion and maintaining departmental effectiveness. Ironically, these same executives lament that the appraisals they receive often do not accurately represent their abilities and performance (Gioia & Longenecker, 1994).Research approach, design and method: Self-administered questionnaires were used as a means of collecting data and analysis was done through the use of the Statistical Package for the Social Sciences (SPSS).Main findings: The results of the study showed that respondents believe that performance appraisals are highly politicised.Practical/managerial implications: If used effectively, performance appraisals may improve employee productivity and efficiency as well as motivation and performance. However, if performance appraisal is perceived as unfair and political, it can diminish rather than enhance employee attitudes and performance.Contribution: Amongst others, it is recommended that managers should consider separating assessment for development and assessment for rewards.

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