Comprehensive Strategies for Developing a Performance Appraisal System for the Operating Room

1998 ◽  
Vol 36 (1) ◽  
pp. 85-104
Author(s):  
Jane E. St. Clair ◽  
Sonja Peterson
Keyword(s):  
Performance Appraisal ◽  
Operating Room ◽  
Appraisal System ◽  
Performance Appraisal System ◽  
A Performance

scholarly journals Examining Employees’ Attitudes towards Performance Appraisal and Its Impact on Performance and Motivation in a UK Information Technology (IT) Firm

2019 ◽  
pp. 1-14
Author(s):  
Ayomikun Oluwafemi Idowu
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Primary Data ◽  
Human Resource Managers ◽  
Appraisal System ◽  
Perceptions Of Fairness ◽  
Performance Appraisal System ◽  
Personal Approach ◽  
And Performance ◽  
A Performance

Employee performance has traditionally been accorded prime focus by human resource managers. As a result, a number of performance appraisal techniques have over time been devised to help establish employee’s performance. In the contemporary times, the use of performance appraisals has been extended beyond rating of the employee’s performance to aspects such as motivation. The study’s main objectives pertained to establishing the moderating role of employees’ attitude towards performance appraisal as a motivation and performance tool. The study was based on Shine Communications London, as the case study organization. Primary data was collected from the organisation’s employees and HR manager. Notably, a survey questionnaire was used to collect quantitative data from the employees while an interview was conducted with the HR manager. Data from the sample of 45 randomly selected employees was statistically analysed using the help of SPSS 2.0. Content analysis was used to analyse the qualitative responses from the HR manager. The study finds that a Performance Appraisal System can fail to achieve its motivational effect when it is used to threaten job security, is marked by inaccuracy and conducted by improperly trained reviewers. Among the study’s main recommendations include designing of a Performance Appraisal System that enhances perceptions of fairness and use of a personal approach in linking Performance Appraisal results to rewards.

scholarly journals A Needs Assessment for the Development of a Performance Appraisal System for Government Employees at the Provincial Statistical Office

2019 ◽  
Vol 7 (3) ◽  
pp. 71
Author(s):  
Pornweenus Khoungsimma ◽  
Songsak Phusee-orn
Keyword(s):  
Needs Assessment ◽  
Performance Appraisal ◽  
Performance Monitoring ◽  
P Value ◽  
Appraisal System ◽  
Government Employees ◽  
Past Performance ◽  
Significant Difference ◽  
Performance Appraisal System ◽  
A Performance

This study aimed at two main objectives. The first objective is to perform a needs assessment for the development of a performance appraisal system for government employees. The second objective was to examine the guidelines on the development of the performance appraisal system for government employees. The findings of the study included the followings.The performance appraisal system for government employees indicated a significant difference (Z* = 15.55, P-value = 0.00) between the current conditions and expected conditions. The performance appraisal system for government employees was at a critical level of the need for development (PNImodified = 0.40).The guidelines for the development of the performance appraisal system are the following. First, the inputs should clearly define the workload as well as the metrics and mutual evaluation criteria between the evaluator and the evaluates. Second, the process of the performance appraisal system should be conducted in the using an evaluation committee. A periodic performance monitoring system can be used to review the scoring rubrics of all evaluators. Third, the output of the performance appraisal report must show a clear scoring scale. Suggestions should be presented to tell the evaluator what has been observed. Fourth, feedback can divide government employees into 3 groups: 1) very good and excellent, admire the past performance, 2) good and fair , focus on acceptable and must-be-improved behaviors, and 3) must-be-improved , focus on what needs to be improved to make better performance as soon as possible.

scholarly journals Implementasi Metode Balanced Scorecard dalam Perancangan Sistem Penilaian Kinerja Perguruan Tinggi Vokasi

2020 ◽  
Vol 20 (3) ◽  
pp. 834
Author(s):  
Imam Bayhaqi
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Quality Of Education ◽  
Appraisal System ◽  
Analytic Hierarchy ◽  
The Balanced Scorecard ◽  
Performance Appraisal System ◽  
Hierarchy Process ◽  
A Performance

The Balanced Scorecard (BSC) is one tool that can be used to measure the performance of an organization. To improve the quality of education, a performance appraisal system is needed to measure the ability of universities to carry out their functions. In this study, the authors will design a performance appraisal system for vokasi colleges by integrating indicators in BAN-PT, AUN-QA, MQA, and TEQSA. Integrating indicators aims to enable vokasi colleges to compete nationally and internationally. The results of this study obtained 90 indicators divided into four BSC perspectives. Each value will be calculated with the Analytic Hierarchy Process (AHP) method. The performance appraisal system that has been designed will be used by vokasi colleges to measure its performance so that it can be seen that improvements will be made by vokasi colleges to compete at national and international levels.

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