scholarly journals Action inquiry and performance appraisals

2005 ◽  
Vol 12 (1) ◽  
pp. 26-41 ◽  
Author(s):  
Kate Walsh ◽  
Dalmar Fisher
Keyword(s):  
Performance Appraisal ◽  
Performance Appraisals ◽  
Organizational Growth ◽  
Content Type ◽  
Appraisal Process ◽  
Action Inquiry ◽  
Inquiry Approach ◽  
Performance Appraisal Process ◽  
And Performance ◽  
Learning And Change

PurposeIntroduces the primary concepts behind the practice of action inquiry. Then, examines what current literature suggests about components of the performance appraisal process and identifies areas where applying action inquiry concepts can add a new dimension to our current understanding.Design/methodology/approachApplies action inquiry, a concept from the organizational learning and change literatures, to suggest ways to infuse meaning and mutuality into appraisal discussions to help organizational leaders and members learn and develop. Ways to do so are demonstrated through a review and discussion of seven principal research streams in the current appraisal literature.FindingsAn action inquiry approach can address many of the limitations inherent in the appraisal process and refocus appraisals as developmental tools. Potentially, appraisals can act as forums to open dialogue, invite participation and build relationships around re‐visioning one's work and career. The process can become instrumental to continual quality improvement and organizational growth suggests that a rich opportunity exists to make the performance appraisal process developmentally meaningful for individuals and potentially transformative for organizations.Originality/valueDiscusses seven themes addressed in performance appraisal research and poses new possibilities that emerge when these themes are examined through an action inquiry lens.

Current U.S. trends in formal performance appraisal: practices and opportunities – Part One

2014 ◽  
Vol 46 (6) ◽  
pp. 321-326 ◽  
Author(s):  
Clinton O. Longenecker ◽  
Laurence S. Fink ◽  
Sheri Caldwell
Keyword(s):  
Performance Appraisal ◽  
Research Study ◽  
Performance Appraisals ◽  
Performance Criteria ◽  
Social Implications ◽  
Convenience Sample ◽  
Content Type ◽  
Appraisal Process ◽  
Current Trends ◽  
Performance Appraisal Process

Purpose – The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel. Design/methodology/approach – The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement. Findings – This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people. Research limitations/implications – The biggest limitation of this research is the fact that a convenience sample of 183 organizations was employed as the basis for this study. Practical implications – Data on the actual formal performance appraisal process of organizations are rather limited and this research provides critical insight into current practice limiting potential generalizability. Social implications – The social implications of this research suggests that organizations can do a much better job of equipping their leaders/employees to more effectively reap the organizational benefits of this key practice. Originality/value – Research in this area is not prevalent so this is a descriptive research study that both researchers and organizations can use to further their knowledge in formal performance appraisals.

Current US trends in formal performance appraisal: practices and opportunities – Part II

2014 ◽  
Vol 46 (7) ◽  
pp. 393-399 ◽  
Author(s):  
Clinton O. Longenecker ◽  
Laurence S. Fink ◽  
Sheri Caldwell
Keyword(s):  
Performance Appraisal ◽  
Research Study ◽  
Performance Appraisals ◽  
Performance Criteria ◽  
Social Implications ◽  
Convenience Sample ◽  
Content Type ◽  
Appraisal Process ◽  
Current Trends ◽  
Performance Appraisal Process

Purpose – The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel. Design/methodology/approach – The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement. Findings – This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people. Research limitations/implications – The biggest limitation of this research is the fact that a convenience sample of 183 organizations was employed as the basis for this study. Practical implications – Data on the actual formal performance appraisal process of organizations is rather limited and this research provides critical insight into current practice limiting potential generalizability. Social implications – The social implications of this research suggests that organizations can do a much better job of equipping their leaders/employees to more effectively reap the organizational benefits of this key practice. Originality/value – Research in this area is not prevalent so this is a descriptive research study that both researchers and organizations can use to further their knowledge in formal performance appraisals.

Aplikasi Perekrutan dan Penilaian Karyawan Berbasis Web pada PT. XYZ

2018 ◽  
Vol 8 (2) ◽  
pp. 74-80
Author(s):  
Ririn Ikana Desanti ◽  
Andree E. Widjaja
Keyword(s):  
Performance Appraisal ◽  
Application Development ◽  
Analytic Hierarchy ◽  
Web Based ◽  
Employee Recruitment ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
And Performance ◽  
Appraisal Processes ◽  
Hierarchy Process

In a company, the process of employees recruitment and performance appraisal are very crucial. The recruitment is the first process which selects the potential employees that would meet the company’s pre-defined criteria. Meanwhile, the performance appraisal is a way to evaluate employees’ performances whether or not the employees have achieved the company’s goals. In PT. XYZ, both employee recruitment and performance appraisal processes were manually conducted. This manual process were indeed proned to many mistakes and unfair decisions. For that reason, an information system is indispensable to support the aforementioned processes. In this study, we have developed a web-based application which can support the recruitment and performance appraisal process. UML diagram version 2.4 and Rapid Application Development (RAD) with prototyping method were employed to support the development of our application. Analytic Hierarchy Process (AHP) method were also embedded in our application to select and rank the applicants based on several criteria in a more objective manner. The result of this study is a fully functional web-based application which is able to support, automate, as well as accelerate the recruitment and performance appraisal process at PT. XYZ. Index Terms—Recruitment, Performance Appraisal, Web-based Application, Analytical Hierarchy Process

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 The Effects of Performance Appraisal on Lecturers’ Productivity: Evidence from Koforidua Polytechnic

2020 ◽  
Vol 1 (3) ◽  
pp. 1-7
Author(s):  
Elizabeth Addy ◽  
Smile Dzisi
Keyword(s):  
Performance Appraisal ◽  
Sampling Technique ◽  
Performance Appraisals ◽  
Appraisal Process ◽  
Lower Productivity ◽  
Public Sector Organizations ◽  
Improvement Measures ◽  
Process Compliance ◽  
Slow Progress ◽  
Performance Appraisal Process

The significance of performance appraisal as a major and pivotal human resource activity required for the  growth, development and success of any organization can hardly be overemphasized. Unfortunately, in most public sector organizations, this fundamental activity is not given due importance. The ultimate corollary of this scenario appears in the shape of slow progress and lower productivity of the employees and of the organization as a whole. It is therefore important for organizations to have a performance improvement plan as a guide to where we are now, wherewe want to be and how we will get there. The study looks at the performance appraisal process, compliance by lecturers and its effects on lecturer productivity at Koforidua Polytechnic. . Data was obtained from staff (79) and students (470) of Koforidua Polytechnic usingstratified sampling technique. The study revealed that the performance appraisal process in Koforidua Polytechnic is closely linked to sound policies that conform to standards.The study indicated that performance appraisals have not mproved lecturer’s productivity from the perspective of students which is in contrast with appraisal reports generated from2006 to 2010. The resolution to this controversy lies in providing adequate feedback to students as management takes action on students’ concerns. This paper also revealed the extent to which performance appraisal by students has affected lecturer’s productivity with analysis onits importance to the polytechnic, strengths and weaknesses and as well provided improvement measures. Keywords: Performance appraisal; Productivity; Employee; Effectiveness; Organization.

Supervisor-subordinate relationships and employee performance appraisals: a multi-source investigation in Croatia

2020 ◽  
Vol 43 (1) ◽  
pp. 45-62
Author(s):  
Arup Varma ◽  
Ivana Zilic ◽  
Anastasia Katou ◽  
Branimir Blajic ◽  
Nenad Jukic
Keyword(s):  
Performance Evaluation ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Cultural Backgrounds ◽  
Content Type ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Matched Data ◽  
The Impact

PurposeThe purpose of this paper is to empirically examine supervisor-subordinate relationships and their impact on performance appraisal in Croatia. Specifically, we were interested in examining how supervisor-subordinate relationships impact subordinate perceptions of performance evaluation and the subordinate's reactions to the performance evaluation.Design/methodology/approachThis paper uses matched data from a sample of supervisors and subordinates (n = 53) in a leading organization in the hospitality industry in Croatia, as well as objective performance appraisal data to examine the impact of supervisor-subordinate relationships on subordinate reactions to performance appraisal.FindingsThe key findings of this study include (1) supervisor trustworthiness determines the quality of their relationship with subordinates and leads to interpersonal liking, and (2) supervisor-subordinate relationship quality has a significant impact on subordinate reactions to performance appraisal process and outcomes.Research limitations/implicationsThe overall sample size (n = 53) of this study is small, and limits our ability to make generalizations beyond a point. Also, since the sample included only Croatian individuals, the findings maybe an artifact of the fact that they all hold similar values. Future studies should examine these relationships in supervisor-subordinate dyads comprised of individuals of different cultural backgrounds.Practical implicationsSupervisors should attempt to have high quality relationships with most, if not all, subordinates, as this would lead to higher acceptance of the performance appraisal process, which can impact future performance. Also, trustworthiness is closely related to the subordinate's perception of the quality of relationship he/she shares with the supervisor.Originality/valueThis is the first known paper to empirically study performance appraisal processes and relationships in Croatia, which also included both supervisor and subordinate perspectives.

scholarly journals Analysis and Design of Decision Support System for Employee Performance Appraisal with Simple Additive Weighting (SAW) Method

2020 ◽  
Vol 5 (3) ◽  
pp. 275
Author(s):  
Rohmat Taufiq ◽  
Ri Sabti Septarini ◽  
Ahmad Hambali ◽  
Yulianti Yulianti
Keyword(s):  
Decision Support ◽  
Decision Support System ◽  
Performance Appraisal ◽  
Support System ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Analysis And Design ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Simple Additive Weighting

The decision support system (DSS) for employee performance appraisal is a decision support system used in the employee performance appraisal process at PT. Surya Toto Tbk. Currently, the employee performance appraisal process still done manually (paper-based) so that the reports produced were not real-time. From the existing problems, this research aimed to analyze and design a decision support system according to the existing criteria using the Simple Additive Weighting (SAW) method to be able to develop into a Web-based DSS. The method used began with communication with management, especially the perpetrators of employee performance appraisals. Furthermore, planning, the process of data collection, analysis, design, and finally making reports carried out. The conclusion of this study provided a suggestion to use the criteria that had given two more criteria. By giving weights and calculations carried out for three employees, the value obtained for employee C got the highest score (0.98) followed by employee B, and the lowest score (0.85) was employee A.

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