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 relationship between performance appraisal system and employees' voice behavior through the mediation-moderation mechanism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khalid Rasheed Memon ◽  
Bilqees Ghani
Keyword(s):  
Performance Appraisal ◽  
Psychological Empowerment ◽  
Vital Role ◽  
Voice Behavior ◽  
Perceived Fairness ◽  
Appraisal System ◽  
Empowering Leadership ◽  
Content Type ◽  
Performance Appraisal System ◽  
The Relationship

PurposeThe purpose of this study is to investigate and articulate the performance appraisal process as a tool, used for the development of voice behavior through the fostering of trustworthiness and empowering culture in the organization.Design/methodology/approachData has been collected through survey instruments, filled by employees and their coworkers. The study proposes and tests a new model based on the relationship between performance appraisal and voice behavior through the moderation-mediation mechanism. Data analysis has been performed using SEM through SMART PLS 3.FindingsResults show that a strong and positive relationship exists between performance appraisal and voice behavior through the mediating variable of psychological empowerment. The moderators, empowering leadership and perceived fairness have played vital role in boosting psychological empowerment and strengthening the relationship with performance appraisal.Research limitations/implicationsThe study presents the performance appraisal system as one of the antecedents of employees' voice behavior generated through psychological empowerment (mediator) and perceived fairness and empowering leadership (moderators) since the appraisal system is to be implemented through the leader.Originality/valueThe study presents a unique and innovative idea while it tries to explore and measure the different effects/impacts of the relationship between performance appraisal and voice behavior.

Performance appraisal, justice and organizational effectiveness: a comparison between two universities

2020 ◽  
Vol 70 (1) ◽  
pp. 87-108
Author(s):  
Kurmet Kivipõld ◽  
Kulno Türk ◽  
Lea Kivipõld
Keyword(s):  
Performance Appraisal ◽  
Organizational Effectiveness ◽  
Organizational Leadership ◽  
Design Methodology ◽  
Appraisal System ◽  
Content Type ◽  
Perceived Justice ◽  
Capability Analysis ◽  
Leadership Capability

PurposeThe purpose of this paper is to identify how the design of a performance appraisal system (PAS) affects the perceived justice of academic employees (AE) about their performance appraisal (PA) and how this is associated with organizational effectiveness in terms of organizational leadership (OL).Design/methodology/approachThe study subjects are two economic faculties of two Estonian public universities. The data for the study were collected using the PA Survey with a total of 82 AEs, OL Capability Questionnaire with a total of 72 AEs and the organizations' documents to analyze PAS. Assessment and analysis of the data included: the measurement of PAS design; the measurement of perceived justice from PA; the measurement of organizational leadership capability; analysis of the results gained from studying perceived justice from different PAS designs and organizational effectiveness in terms of OL.FindingsUltimately, the study reveals that PAS design affects academic employees' perception of distributive justice and organizational external effectiveness in terms of OL but does not affect academic employees' perception of procedural justice and organizational internal effectiveness in terms of OL.Research limitations/implicationsThis study suggests that organizational effectiveness depends on perceived justice of employees from the design of PAS. However, the results of this study are valid in the arrangements of academic jobs in universities and in similar or close context of Estonian culture.Originality/valueThis paper demonstrates the role of PAS design in conditions of intellectual job arrangement in universities with its influence on organizational effectiveness in the context of OL.

How and why managers use conceptual devices in business-to-business research

2014 ◽  
Vol 29 (7/8) ◽  
pp. 633-641 ◽  
Author(s):  
Lars-Johan Åge
Keyword(s):  
Focus Groups ◽  
Conceptual Model ◽  
Design Methodology ◽  
Business Research ◽  
Specific Context ◽  
Translation Process ◽  
Content Type ◽  
Equal Footing ◽  
Business To Business ◽  
Practical Implications

Purpose – This study aims to analyze how and why managers adopt and use business-to-business (B2B) research. Design/methodology/approach – Data were collected through participant observations, focus groups and interviews in three organizations that had used a certain conceptual model from B2B research. Findings – The study suggests that managers use B2B research in an action-oriented, flexible and dynamic manner. Such conceptual or translational use is characterized by managers’ creative translation of the research to match the problems they are facing at that particular time. Research limitations/implications – This study suggests that researchers and managers are on equal footing, and can contribute to one another in an active and creative way. Practical implications – Through translating research into their specific context, managers can find a new spectrum of research usage in their organization, but can also contribute to research in an interactive and creative way. Originality/value – This study gives empirical examples for how and why a certain piece of B2B research has been used by managers in three organizations. Moreover, this study contributes to existing models relating to marketing use by giving examples of the active translation process in which managers adopt the research to their specific challenges.

Managing talent development effectively

2016 ◽  
Vol 24 (3) ◽  
pp. 26-28
Author(s):  
Graham Cole
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Talent Development ◽  
Value Added ◽  
Valuable Resource ◽  
Short Supply ◽  
Content Type ◽  
Competitive Edge ◽  
Pertinent Information ◽  
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 It has almost become a cliché to state that the workforce is any company’s most importance asset. Organizations accordingly recognize the value added by highly skilled employees. Talent is perceived as being in short supply. This means that firms battle to entice individuals that will best help secure a competitive edge. Talent is a valuable resource that is widely considered unique and difficult to replicate. That much is unquestionable. Identification and development of talented employees is therefore often high on the agenda of businesses targeting sustained growth and prosperity. 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.

Make a call: assessing capital calls velocity for closed end Asia Pacific non-listed real estate funds

2020 ◽  
Vol 38 (6) ◽  
pp. 617-625
Author(s):  
Arvydas Jadevicius
Keyword(s):  
Standard Deviation ◽  
Real Estate ◽  
Design Methodology ◽  
Value Added ◽  
Data Interpretation ◽  
Asia Pacific ◽  
Content Type ◽  
Investment Programme ◽  
Practical Implications

PurposeThe study examines Asia Pacific (APAC) non-listed non-core real estate funds' capital calls (investor equity drawdowns) sequence for varying vehicle strategies.Design/methodology/approachAnalysis starts with a cursory data interpretation that extracts a typical investors' equity drawdowns schedule. Thousands of simulations are then computed for each vehicle strategy for each year to further interpretation.FindingsData and methodological limitations notwithstanding, overall estimates suggest that funds exhibit a contrasting capital calls sequence. As a group, APAC non-core non-listed real estate funds call circa 76.3% of investors' committed capital during the first four years of the fund life. Single sector, single country and value added vehicles have a greater capital calls velocity compared to their multi sector, multi country and opportunity peers. However, the two fund groups exhibit a notable standard deviation heterogeneity of drawdowns.Practical implicationsInvestors should therefore budget accordingly when choosing either of vehicle strategies to invest in.Originality/valueThe study adds additional evidence on the topic of capital calls velocity. Results should assist LPs with their non-listed APAC real estate funds investment programme further.

scholarly journals Experience-based co-design to improve a pulmonary rehabilitation programme

2019 ◽  
Vol 32 (5) ◽  
pp. 778-787 ◽  
Author(s):  
Sharon Williams ◽  
Alice M. Turner ◽  
Helen Beadle
Keyword(s):  
Focus Groups ◽  
Pulmonary Rehabilitation ◽  
Design Methodology ◽  
Qualitative Case Study ◽  
Rehabilitation Programme ◽  
Patient Perspectives ◽  
Content Type ◽  
Pulmonary Rehabilitation Programme ◽  
Practical Implications

Purpose The purpose of this paper is to investigate patient perspectives on attending pulmonary rehabilitation (PR). This qualitative case study identifies the benefits and challenges to attending PR and presents areas of improvements as recommended by patients. Design/methodology/approach A qualitative case study of a UK case study based on a PR programme based on undertaking focus groups (n=3) and interviews (n=15) with current and former patients. Findings The findings report patient perspectives of the challenges and benefits of attending a PR programme along with recommendations on how the service could be improved. Research limitations/implications The authors focussed solely on a UK PR programme, so the findings might not be applicable to other countries if PR is organised and provided in a unique way or setting. Practical implications This paper provides valuable insights to patient perspectives offrom patients attending PR programmes, which are useful to those running and designing these services. Originality/value The findings identify the benefits and challenges for patients attending PR programmes and suggest areas where improvements can be made.

Third-party interventions in workplace bullying: a neoliberal agenda?

2019 ◽  
Vol 41 (3) ◽  
pp. 506-519 ◽  
Author(s):  
Hazel Mawdsley ◽  
Alison Thirlwall
Keyword(s):  
Focus Groups ◽  
Trade Unions ◽  
Design Methodology ◽  
Workplace Bullying ◽  
Significant Contribution ◽  
Third Party ◽  
Employment Contract ◽  
Content Type ◽  
The Impact ◽  
Practical Implications

Purpose Bullying is a persistent, damaging feature of neoliberal workplaces, despite the increased use of third-party interventions (TPIs). The purpose of this paper is to investigate how TPIs relate to individualisation of the employment contract, whether TPIs deflect attention away from bullying and the impact for targets. Design/methodology/approach Data were gathered from focus groups and interviews with members and officials of three large UK trade unions. Findings TPIs individualise bullying allegations and such interventions are further characterised by impotence, injustice and lack of impartiality, serving to deflect bullying claims and exacerbate targets’ suffering. Practical implications Recommendations are made to improve the efficacy of interventions. Originality/value This paper increases the limited research into the efficacy of TPIs and makes a significant contribution to debates on neoliberal individualism.

Growing pains: problems in the performance appraisal of China's state-owned enterprises transformed from governmental organizations

2012 ◽  
Vol 2 (8) ◽  
pp. 1-10
Author(s):  
Huang Gui ◽  
Fu Chunguang ◽  
Chen Jingli ◽  
Pan Minting
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Assessment System ◽  
Performance Management System ◽  
Appraisal System ◽  
Content Type ◽  
Governmental Organization ◽  
Growing Pains ◽  
Performance Appraisal System

Study level/applicability This case is suitable for undergraduates, MBA students and students from business administration departments in the teaching of human resources management and performance management. Case overview Luodian Electric Power Construction Corporation Group (LEPCC Group) is a state owned enterprise transformed from a construction unit of Luopu Power Supply Bureau (LPSB), a governmental organization in charge of all the electricity supply in Luopu City. The general manager of LEPCC, Gu Ming tried to set up a modern market-oriented management system for LEPCC. Unfortunately the problems that had accumulated in the past two decades during which LEPCC was a governmental organization made his reforms very difficult. The first headache for Gu Ming was the performance appraisal reform in LEPCC. The existing performance appraisal system seemed to have at least three problems in practice: unclear appraisal objectives, an improper assessment system, a different appraisal standard for similar positions. What should Gu Ming do to build a proper performance appraisal system to help the fast-growing LEPCC Group to make LEPCC a competitive market-oriented player? Expected learning outcomes The first objective of this case is to enable students to understand that the issues of working performance are issues of people first, rather than issues of the management system. If the management focuses on the system instead of on the staff of the company to design the performance management system, the system will be fruitless and inefficient. The second objective is to cultivate students' capability to apply the basic theories of human resource management and the knowledge of performance appraisal in case analysis and practical management. This case, seemingly about performance appraisal, is in fact about the organizational structure and processes of the organization. Reform should start with organizational analysis, job analysis and job descriptions. Only when all these have been done correctly, can the performance management system be designed more reasonably, scientifically and efficiently. Supplementary materials Teaching notes are available; please consult your librarian for access.

The use of 5-WHYs technique to eliminate OEE’s speed loss in a manufacturing firm

2015 ◽  
Vol 21 (4) ◽  
pp. 419-435 ◽  
Author(s):  
Samuel Jebaraj Benjamin ◽  
M. Srikamaladevi Marathamuthu ◽  
Uthiyakumar Murugaiah
Keyword(s):  
Lean Manufacturing ◽  
Design Methodology ◽  
Manufacturing Industry ◽  
Research Study ◽  
Value Added ◽  
Quality Loss ◽  
Manufacturing Firm ◽  
Content Type ◽  
Analysis Technique ◽  
Practical Implications

Purpose – The purpose of this paper is to reduce or eliminate the overall equipment effectiveness (OEE’s) speed loss in a lean manufacturing environment. Design/methodology/approach – This action research study uses the lean manufacturing 5-whys analysis technique to reduce or eliminate the speed loss. Findings – The application of the 5-whys analysis technique in a manufacturing industry (XYZ Corporation) completely eliminated its top speed loss and resulted in a valuable savings of USD 32,811.5 per annum. Practical implications – The 5-whys analysis technique which has been primarily known to improve the OEE’s quality loss and changeover loss has been proven to be an effective approach to also tackle speed loss; a loss which has been regarded as the most dominating loss among all the types of OEE’s losses and a difficult one to eliminate. Originality/value – Little or no attempt has been made to date to expand the use of the 5-whys analysis technique beyond its originally intended purpose. The lessons learnt in this study could be applied to other organizations. The outcome of the study has also opened the possibility of widening the horizon of the use of the 5-whys analysis technique beyond its original intended objective and could be applicable to solve other losses of OEE and non-value added activities of lean philosophy in general.

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.

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