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 Identifikasi Kinerja Guru Dalam Menentukan Kualitas Mengajar Menggunakan Metode Profile Matching

2020 ◽  
Vol 1 (3) ◽  
pp. 172
Author(s):  
Fitri Pranita Basution
Keyword(s):  
Performance Appraisal ◽  
Teacher Performance ◽  
Educational Institution ◽  
Educational Institutions ◽  
Quality Of Education ◽  
Appraisal Process ◽  
Profile Matching ◽  
Long Time ◽  
Performance Appraisal Process

To determine the quality of teacher performance, an educational institution must conduct a process of evaluating the performance of its teachers. MTsS YASPI College Foundation Labuhan Deli is one of the educational institutions that always improves the quality of education in schools. Teacher performance appraisal at Labuhan Deli YASPI schools is still done conventionally, so there are many assessment criteria and it takes a long time to evaluate the teacher's performance. This study aims to optimize the teacher performance appraisal process to be faster and more precise. The method used is Profile Matching. The results of this study can determine the teacher's performance more precisely by 100%. So that this research can be recommended as an appropriate system in evaluating teacher performance in schools

scholarly journals Antecedents of organizational identification: implications for employee performance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syeda Wajiha Kazmi ◽  
Syeda Tuba Javaid
Keyword(s):  
Employee Engagement ◽  
Organizational Identification ◽  
Employee Performance ◽  
Quality Of Education ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The University ◽  
The Impact ◽  
The Relationship

Purpose This study aims to investigate the impact of three determinants of organizational identification (OID) on employee performance (EP) in the context of private business institutions. Design/methodology/approach A sample of 175 permanent faculty members from four top universities in Karachi, Pakistan, was interviewed using a five-point Likert scale questionnaire. The data were inserted in SPSS 22 and SmartPLS v 3.2 for performing the analysis. Findings Results of the study showed a significant effect in perceived supervisor support on OID; OID; job satisfaction and EP; and mediating relationship. Conversely, an insignificant effect was observed in workplace incivility. Research limitations/implications It is highly recommended that organizations work on the areas that lead to enhancing their employees’ performance. Also, human resource should create a healthy culture that promotes initiatives, open-door policies and discourages power distance. Lastly, one of the key responsibilities of management is to strengthen their OID because employees are more likely to identify with their supervisors if they invest in the organizations they work for. Practical implications This study will help strengthen the relationship between supervisors and university employees. It will guide the supervisors to acknowledge and appreciate the efforts of their subordinates and develop recreational policies and employee engagement activities. In addition, it will help develop a conducive environment and enhance the quality of education in the university and the society. Originality/value Understanding the determinants of OID on EP in the educational context is very important as it enhances the quality of EP and the overall quality of education of the institution.

scholarly journals Sistem Pendukung Keputusan Penilaian Kinerja Karyawan Pada PT Manggala Usaha Manunggal Menggunakan Metode Analytical Hierarchy Process (AHP)

2021 ◽  
Vol 2 (4) ◽  
pp. 218-234
Author(s):  
Sella Marta Armelia ◽  
Firamon Sakti
Keyword(s):  
Decision Support ◽  
Performance Appraisal ◽  
Support System ◽  
Analytical Hierarchy Process ◽  
Employee Performance ◽  
Web Based ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Hierarchy Process ◽  
A Company

PT Manggala Usaha Manunggal is a company engaged in mining and focusing on coal minerals, which is supported by many employees who work professionally in their respective fields. In a company, an employee performance appraisal process is usually carried out to determine the best employees. In the current performance appraisal process, the company still uses a manual system, so it is still less effective and efficient in managing data. The problem faced is how to calculate the best employee performance appraisal, with a decision support system in calculating employee performance appraisal, one of which is by applying the AHP (Analytical Hierarchy Porcess) method which is expected to produce the best employee rankings. The system that will be created will be web-based using MYSQL.

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.

scholarly journals The Effects of Goal Setting and Self-Instruction Training on the Performance of Unionized Employees

2005 ◽  
Vol 55 (1) ◽  
pp. 80-95 ◽  
Author(s):  
Travor C. Brown ◽  
Gary P. Latham
Keyword(s):  
Performance Appraisal ◽  
Goal Setting ◽  
Self Efficacy ◽  
Employee Satisfaction ◽  
Employee Performance ◽  
Subsequent Performance ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Self Instruction

This study assesses the effectiveness of goal setting, goal setting plus training in self-instruction, and being urged to do one's best on the performance of unionized employees (n = 32). The ability of managers, peers and self to observe changes in employee performance was also assessed. Appraisals were made prior to and 10 weeks following three interventions. ANCOVA indicated that employees who set specific, difficult goals had significantly higher performance than those in the doing one's best and those doing goal setting plus self-instruction. Moreover, self-efficacy correlated positively with subsequent performance. Employee satisfaction with the performance appraisal process was high across the three conditions. Peers provided better data for assessing the effect of an intervention than self or managers.

scholarly journals Rancang Bangun Sistem Informasi Monitoring Absensi Karyawan Berbasis Website

2021 ◽  
Vol 4 (2) ◽  
pp. 301-311
Author(s):  
Ahmad Sofyan ◽  
◽  
Ani Oktarini Sari ◽  
Eva Zuraidah ◽  
◽  
...  
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Work Productivity ◽  
Appraisal Process ◽  
Existing Problems ◽  
Internet Connection ◽  
The Hours ◽  
Performance Appraisal Process ◽  
Employee Attendance

Employee attendance is very important as a support that can encourage work productivity activities. Monitoring employee attendance also plays an important role in the employee performance appraisal process. However, the application of the employee attendance system at PT Indra Karya Persada is currently still using the attendance book manually by writing down the hours of entry and return in handwriting. Attendance that is done manually can cause problems in the form of inappropriate data, difficulty in searching for data, and the risk of losing data. In addition, the current employee attendance system has not accommodated employees if they have to work outside the office, they must come to the office to write down their attendance. For this reason, a computerized employee attendance system that can be accessed anywhere with an internet connection is needed, so that existing problems can be resolved properly. And the process of monitoring and daily employee attendance reports can be monitored properly

The Impact of Behavioral Traits on Performance Appraisal

1996 ◽  
Vol 25 (4) ◽  
pp. 409-422
Author(s):  
Roy W. Ralston ◽  
Rollie O. Waters
Keyword(s):  
Performance Evaluation ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Hierarchical Regression ◽  
Regression Analyses ◽  
Behavioral Traits ◽  
Positive Effects ◽  
Perceptual Performance ◽  
Performance And Evaluation ◽  
The Impact

This study investigates the effects of supervisor and subordinate measurable behavior on overall subjective/perceptual performance evaluation ratings. The behaviors operationalized as predictors are Dominance (D), Inducement (I), Steadiness (S), and Compliance (C). Correlation and hierarchical regression analyses establish positive effects on behavioral scales measuring: (1) Dominance, (2) Compliance, and (3) Inducement at the supervisory level. In the latter case, positive effects were found when comparing Supervisors with high levels of Inducement (I) to Subordinates with high levels of Compliance (C). Subordinates' Dominance (D) and Steadiness (S) scores also affected the performance evaluation ratings by Supervisors. Implications for employee performance and evaluation are discussed.

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.

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