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.

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.

Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework

2006 ◽  
Vol 2 (2) ◽  
pp. 253-277 ◽  
Author(s):  
Angelo S. DeNisi ◽  
Robert D. Pritchard
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Improvement ◽  
Individual Performance ◽  
Future Research ◽  
Improve Performance ◽  
Performance Management Systems ◽  
Recent Trends ◽  
And Performance ◽  
The Right

Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

scholarly journals Generational Change, the Modern Workplace and Performance Appraisal: Why Changing Workplaces Need a Developmental Approach to Performance Appraisal

2018 ◽  
Vol 18 (5) ◽  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Business Practices ◽  
Demographic Analysis ◽  
Generational Change ◽  
Developmental Approach ◽  
Career Pattern ◽  
Generational Changes ◽  
And Performance

The issue of generations in the workplace has garnered much attention since the beginning of the 21st century, but what is often missing from this discussion is an examination of the generational, work and career pattern changes that have occurred in the postwar era. This paper presents a demographic analysis of cultural/generational changes in tandem with an analysis of shifts in business practices and career patterns as these relate to the practice of performance appraisal. It concludes that a performance management process that adopts a developmental approach to improve future employee performance makes more sense in today’s workplaces given cultural/generational and career pattern shifts.

scholarly journals The Role of Rater Motivation and Training in Effective Performance Appraisal System in Public Sector Universities of Khyber Pakhtunkhwa, Pakistan

2020 ◽  
Vol 6 (1) ◽  
pp. 155-166
Author(s):  
Muhammad Asad khan ◽  
Altaf Hussain ◽  
Mohammad Hanif khan
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Performance Management ◽  
Performance Appraisal ◽  
Appraisal System ◽  
Rater Training ◽  
Khyber Pakhtunkhwa ◽  
Performance Appraisal System ◽  
Rater Motivation ◽  
And Performance

Performance appraisal is considered to be the most significant element of performance management but often the former involves controversial practices, among other variables influenced by accuracy and effectiveness. However, it is generally understood that performance appraisal system commonly result into positive organizational outcomes, yet the accuracy of the measuring tools is still an arguable issue with more criticisms. The ongoing matters are measured and tested as a case study approach by paying attention on higher education institutions. Since higher education is progressively playing a vital role in economic competitiveness of a country. Aiming to examine the effect of rater motivation and rater training on performance appraisal process in public sector universities of Khyber Pakhtunkhwa, Pakistan and recognized as a critical contribution to organizational and people’s performance. Thus, this study finds the effects and consequences of rater motivation and rater training on performance appraisal system. This study is survey based, 300 questionnaires in total were distributed among the faculty of public sector universities of Khyber Pakhtunkhwa (KP), Pakistan. Out of which 160 were received back recording response rate of 53%. Findings of this study indicate that there was positive and significant relationship between rater motivation and performance appraisal and also between rater training and performance appraisal in public sector universities of Khyber Pakhtunkhwa, Pakistan. The current study offers researchers with the opportunity to search performance appraisal from a new perspective which has never been explored before in a developing country like Pakistan.

scholarly journals Overview of Performance Management System with reference to Higher Education in Bahrain

2015 ◽  
Vol 5 (2) ◽  
pp. 104
Author(s):  
Mahmood Asad Ali ◽  
Joma Mahfod
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Employee Relations ◽  
Performance Management System ◽  
Learning And Development ◽  
Management Leadership ◽  
And Performance

This paper focus on the nature, technics and the practice of performance management system applied in the higher education in Bahrain.  Therefore, the chapter covers essential area related such as performance appraisal, promotion, rewards, and specifically: vision, mission, value and strategy; organization; employees’ talent management, leadership development; employee relations; staffing; education, learning and development; and performance management. The scope of this paper is to cover the applications of the performance management system in the Higher Education in Bahrain. The paper demonstrates the main obstacles and provide suggestion for solving the difficulties for the performance management system in higher education in Bahrain. 

Moving Beyond “The Great Debate”

2019 ◽  
pp. 149-158
Author(s):  
Jason J. Dahling ◽  
Samantha L. Chau
Keyword(s):  
Performance Management ◽  
Succession Planning ◽  
Future Research ◽  
Self Awareness ◽  
Research And Practice ◽  
360 Feedback ◽  
Great Debate ◽  
And Performance ◽  
Almost All ◽  
Employee Coaching

The contention in this chapter is that the distinction between “administrative” and “developmental” 360 Feedback has become meaningless because it is rarely performed with developmental self-awareness as the only end goal. Almost all 360 systems use the data gathered to inform talent and performance management to some degree. However, these possibilities are likely overlooked when adopting an “either/or” viewpoint on how 360 Feedback can be leveraged in the workplace. First, the historical distinction between administrative and developmental 360 Feedback is reviewed. Highlighted is how this dichotomy has become outdated when thinking about the uses of 360 Feedback. Second, some of the ways that developmentally oriented 360 Feedback is used to strengthen strategic practices in talent management are explored, including individual and team training, employee coaching, succession planning, executive onboarding, and leader development. The chapter ends by using a continuum framework for 360 Feedback in organizations; noted are some future research and practice concerns that are evident from adopting this framework.

The Civil Service Reform Act and Performance Appraisal: A Research Note on Federal Employee Perceptions

1990 ◽  
Vol 19 (3) ◽  
pp. 245-252 ◽  
Author(s):  
Dennis M. Daley
Keyword(s):  
Performance Appraisal ◽  
Civil Service ◽  
Employee Perceptions ◽  
Appraisal System ◽  
Civil Service Reform ◽  
Federal Employee ◽  
Merit Systems Protection Board ◽  
And Performance ◽  
The Way ◽  
Civil Service Reform Act

The Civil Service Reform Act was intended to transform the public sector. This paper draws upon surveys conducted in 1979 by the Office of Personnel Management and in 1986 by the Merit Systems Protection board to contrast federal employee perceptions towards performance appraisal. Identical or nearly identical items included in both surveys tap attitudes that indicate that the new objectives-based performance appraisal system does not appear to have garnered much in the way of added support. Perceptions regarding blanket ratings, participative objectives setting, feedback, the fairness of standards, and the fairness of ratings have changed but little. The change that has occured has been, for the most part, in the way of introducing uncertainty.

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