Assessment of Performance

2010 ◽  
pp. 44-53
Author(s):  
Jay C. Thomas
Keyword(s):  
Organizational Development ◽  
Performance Appraisal ◽  
Goal Attainment ◽  
Personnel Decisions ◽  
Individual Feedback ◽  
System Maintenance ◽  
Systems Maintenance ◽  
Appraisal Systems ◽  
Validation Research ◽  
Analysis Of Performance

Chapter 5 discusses analysis of performance, and how the outcomes from performance measurement activities fall into four main categories: between individual comparisons, within individual comparisons, system maintenance, and documentation. It also addresses how performance measures used for comparing between individuals contribute to decisions on salary, promotion, termination, and similar actions, how those intended for within-individual comparisons are primarily used for identifying training and development needs and giving individual feedback. It also examines how performance appraisal systems intended for systems maintenance have outputs involved with goal attainment and clarification, evaluating the personnel system, and identifying organizational development needs, and that documentation results in recording personnel decisions, meeting legal requirements, and providing criteria for validation research.

Participation in the development of performance appraisal systems: A quasi-experiment

2010 ◽  
Author(s):  
Dan Ispas ◽  
Alexandra Ilie ◽  
Russell E. Johnson ◽  
Dragos Iliescu ◽  
Walter C. Borman
Keyword(s):  
Performance Appraisal ◽  
Appraisal Systems ◽  
Quasi Experiment

scholarly journals The correlation between polygamy and educational achievement of children

2021 ◽  
Vol 58 (1) ◽  
pp. 2532-2539
Author(s):  
Aeshah saif Alahmadi, Najla Mohamed Alqhtani
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Work Performance ◽  
Management Practices ◽  
Educational Achievement ◽  
Recent Past ◽  
Appraisal System ◽  
Managerial Decision ◽  
Appraisal Systems

Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.

scholarly journals Still a Deadly Disease? Performance Appraisal Systems in Academic Libraries in the United States

2018 ◽  
Vol 79 (3) ◽  
pp. 366-400 ◽  
Author(s):  
Glenn Ellen Starr Stilling ◽  
Allison Byrd ◽  
Emily Mazza ◽  
Shawn Bergman
Keyword(s):  
United States ◽  
Performance Appraisal ◽  
Academic Libraries ◽  
The United States ◽  
Deadly Disease ◽  
Appraisal Systems

Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gyorgy Hajnal ◽  
Katarina Staronova
Keyword(s):  
Performance Appraisal ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Individual Performance ◽  
Content Type ◽  
Public Service Organizations ◽  
New Public ◽  
Appraisal Systems

PurposeThe purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.Design/methodology/approachThe literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.FindingsFirst, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.Practical implicationsThe authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.Social implicationsCitizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.Originality/valueThe paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.

Business Oriented Systems Maintenance Management

2011 ◽  
pp. 326-344 ◽  
Author(s):  
Malin Nordstrom ◽  
Tommy Welander
Keyword(s):  
Business Processes ◽  
Practical Experience ◽  
Theoretical Research ◽  
It Systems ◽  
Proposed Model ◽  
System Maintenance ◽  
Systems Maintenance ◽  
Business Changes ◽  
Business Needs ◽  
Relationship Of

In the introduction to this chapter, we discuss some of the common problems in maintenance. In order to solve these problems, we find it necessary to think in a new way, including the relationship of businesses to the system maintenance. The world outside organisations changes continuously, and the business processes and functions must change with it. However, if we only maintain information technology (IT) and do not co-manage the business changes accordingly, IT will not change at the same pace as the business changes. It would result a gap between the business needs and services provided by the IT product. In that case, IT systems would not be able to provide sufficient business value. The main part of this chapter contains a management model for solving these problems, based on theoretical research and practical experience. The central theme of the model is the connection between the business needs and systems maintenance. This is achieved by maintaining maintenance objects rather than the systems, establishing micro-organisations for each maintenance object where business processes as well as the system are represented. Our proposed model is widely used in more than 50 organisations in Sweden. In conclusion, some future trends and central concepts of the model are discussed.

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