Academic performance appraisal systems: design, fairness and effectiveness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Performance Appraisal ◽  
Systems Design ◽  
Content Type ◽  
Knowledge Based ◽  
Future Performance ◽  
Pertinent Information ◽  
Appraisal Systems ◽  
And Performance ◽  
Perceived Procedural Justice ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings All employment is evaluated, appraising processes and performance and setting goals for the future. Performance appraisal systems (PAS) are usually performance-based, looking at clearly defined quantitative and short-term goals, criteria and procedures. Such a system is not as appropriate for knowledge-based work as in academia, where the work is typically non-routine, complex, intrinsically motivated, qualitative and collaborative. An effective PAS relies on perceived procedural justice and if the employee views procedural (processes) and distributive (rewards) justice to be fair. Increased perception of fairness leads to increased performance and organizational effectiveness. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Manufacturing capabilities and performance improvement

2019 ◽  
Vol 35 (5) ◽  
pp. 25-27
Keyword(s):  
Positive Outcome ◽  
Operating Environment ◽  
Content Type ◽  
Competitive Capabilities ◽  
Market Requirements ◽  
Pertinent Information ◽  
Overall Performance ◽  
Potential Impact ◽  
And Performance ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings Aligning key competitive capabilities with market requirements offers organizations scope to improve productivity and overall performance. Any positive outcome can be further enhanced when appropriate focus is placed on capabilities that have the greatest relevance and potential impact within the firm’s specific operating environment. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

To tell or not to tell?

2018 ◽  
Vol 26 (2) ◽  
pp. 33-35
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Fertility Treatment ◽  
Content Type ◽  
Pertinent Information ◽  
And Performance ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Employees face a considerable dilemma in deciding whether to inform their employer about sensitive personal issues like fertility treatment that might impact on their attendance and performance. If effective policies are created, employees can properly evaluate the issues involved and receive appropriate support to aid their decision-making. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Measures of learning in the workplace

2019 ◽  
Vol 27 (4) ◽  
pp. 15-18
Keyword(s):  
Workplace Learning ◽  
Business Environment ◽  
Learning Opportunities ◽  
Diverse Range ◽  
Empirical Measures ◽  
Content Type ◽  
Factors Affecting ◽  
Pertinent Information ◽  
And Performance ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Workplace learning is important for both individuals and organizations for sustainable development in a fast-paced and changing competitive business environment. This article looks at 9 empirical measures of workplace learning, looking at individual and contextual factors affecting learning, activities for learning, and the outcomes of learning. The review provides Human Resource departments guidance on supporting a diverse range of job-related learning opportunities to increase employee and organizational knowledge and performance. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Market entry timing and performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Subsequent Performance ◽  
Entry Points ◽  
Pertinent Information ◽  
Entry Timing ◽  
And Performance ◽  
Practical Implications ◽  
Level Analysis

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Deciding when to enter new markets is becoming increasingly more difficult for companies. Managers can determine appropriate strategic approaches by focusing on product-level analysis and identifying factors that impact on the suitability of different entry points and subsequent performance. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Trading places: innovation and performance go head-to-head

2014 ◽  
Vol 30 (6) ◽  
pp. 14-16
Keyword(s):  
Product Innovation ◽  
Business Performance ◽  
Innovation Performance ◽  
Data Set ◽  
Content Type ◽  
Technology Firms ◽  
Trade Offs ◽  
Pertinent Information ◽  
And Performance ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds his own impartial comments and places the articles in context. Findings – This briefing examines the trade-offs that take place between product innovation performance and business performance. It leverages a data set of 99 medium-sized technology firms in Sweden and considers the variables that affect these trade-offs. The paper suggests that while product innovation performance is positively related to the sales of the firm, the links with profitability are rather less proven. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and an easy-to-digest format.

The competitive edge of construction

2017 ◽  
Vol 33 (3) ◽  
pp. 31-33
Keyword(s):  
South Africa ◽  
Management Style ◽  
Market Place ◽  
Content Type ◽  
Construction Companies ◽  
Competitive Edge ◽  
Construction Organizations ◽  
Pertinent Information ◽  
And Performance ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The construction industry is arguably one of the most competitive, no more so than in South Africa. Understanding how organizational characteristics can mediate between competitive strategy and performance allows for the potential of improving how construction organizations form themselves, to gain a competitive advantage. Oynekunle et al. (2016) have looked at 72 large construction companies in South Africa, looking to identify what aspects have the greatest influence on performance, and how to make construction organizations more robust in such a turbulent market place. While much is dependent on individual approaches to management style and structuring in an organization, it is possible to identify ways in which any organization can boost performance and beat the competition. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Jaypee takes the express-way to strategic HR

2015 ◽  
Vol 23 (1) ◽  
pp. 18-20
Author(s):  
Teena Bagga
Keyword(s):  
Organizational Performance ◽  
Performance Appraisal ◽  
Human Resource ◽  
Design Methodology ◽  
Working Hours ◽  
Content Type ◽  
Legal Implications ◽  
The Social ◽  
And Performance ◽  
Practical Implications

Purpose – Details some of the advantages and pitfalls of human resource (HR) outsourcing. Design/methodology/approach – Refers in particular to Jaypee Infratech’s outsourcing the employment of toll staff on its Yamuna express-way to HR-services company TeamLease. Findings – Explains that the main advantage of the arrangement is that it gives employees of the Jaypee HR department more time to concentrate on such strategic work such as organizational performance. Practical implications – Reveals that Jaypee keeps a strict check on the working hours, payroll, benefits and performance appraisal of the toll employees and endeavors to ensure that they are not treated unfairly. Social implications – Considers, briefly, some of the social and legal implications of HR outsourcing. Originality/value – Illustrates how some of the potential pitfalls of HR outsourcing can be overcome – or at least some of the risks alleviated.

Lessons for improving your formal performance appraisal process

2017 ◽  
Vol 16 (1) ◽  
pp. 32-38 ◽  
Author(s):  
Clinton Longenecker ◽  
Laurence Fink
Keyword(s):  
Focus Groups ◽  
Performance Appraisal ◽  
Design Methodology ◽  
Value Added ◽  
Appraisal System ◽  
Content Type ◽  
Performance Appraisal System ◽  
Performance Appraisal Process ◽  
Appraisal Systems ◽  
Practical Implications

Purpose The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems. Design/methodology/approach The authors synthesize 30 years of their research, including countless focus groups and surveys with managers at all levels, to identify the specific steps organizations can take to create value-added appraisal systems. Findings The paper explains ten key lessons for improving any organization’s performance appraisal system. Practical implications The authors believe that the lessons described in this paper can be applied in all organizations, and not to apply these lessons invites ineffective and potentially destructive appraisal practices. Originality/value The paper provides a unique set of lessons that organizations can use to design or re-design their performance appraisal systems and practices.

The performance effects of knowledge processes and employee creativity

2019 ◽  
Vol 27 (2) ◽  
pp. 28-30
Keyword(s):  
Service Sector ◽  
Company Performance ◽  
Employee Creativity ◽  
Content Type ◽  
Knowledge Based ◽  
Knowledge Processes ◽  
Performance Effects ◽  
Pertinent Information ◽  
Relationship Of ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on uncovering the extent of the inter-relationship of employee creativity, knowledge processes, and company performance in the service sector in Pakistan and the potential of a knowledge-based culture to fuel growth. The study confirms that employee creativity is nourished by new knowledge being delivered through efficient knowledge processes, and this creativity is a pure source of potential competitive advantage for a business. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Employee performance appraisals

2019 ◽  
Vol 27 (5) ◽  
pp. 38-40
Keyword(s):  
Employee Performance ◽  
Performance Appraisals ◽  
Performance Ratings ◽  
Content Type ◽  
The Social ◽  
Pertinent Information ◽  
And Performance ◽  
The Individual ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Traditional ritualistic annual appraisals are no longer favored, with many companies loosening the relationship between performance ratings and pay. The social and psychological aspects of appraisals are often overlooked. A balance of informal and formal processes is important, with continual feedback and dialogue. The skillset of managers is key to ensuring employees feel satisfied with the process and view outcomes as being fair. A good employment relationship thus leads to increased employee cooperation and performance, and increased outcomes for both the individual and the organization. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Sign in / Sign up

Export Citation Format

Share Document