A Comparison of Employee Attitudes toward Two Performance Appraisal Systems

1988 ◽  
Vol 17 (4) ◽  
pp. 443-456 ◽  
Author(s):  
Claudia Harris
Keyword(s):  
Performance Appraisal ◽  
Opposite Direction ◽  
Rating Scale ◽  
Performance Standards ◽  
Employee Attitudes ◽  
Significant Difference ◽  
Two Factors ◽  
Appraisal Systems ◽  
Trait Rating ◽  
A Performance

This study was designed to compare employee attitudes toward two performance appraisal systems—a trait-rating scale and a performance standards system. Based on prior research, it hypothesized that employees would prefer a performance standards system to the trait-rating scale. Surprisingly, results of the study showed no difference on two factors and significant difference in the opposite direction from that which was hypothesized on a third factor. Factors which may have influenced employee attitudes toward the performance appraisal systems are discussed.

scholarly journals Effect of Performance Assessment on Employee Motivation in Hotel X Bandung

2010 ◽  
Vol 1 (2) ◽  
pp. 547
Author(s):  
Agung Gita Subakti
Keyword(s):  
Performance Evaluation ◽  
Performance Assessment ◽  
Performance Appraisal ◽  
Performance Standards ◽  
Employee Motivation ◽  
Accurate Data ◽  
Knowing How ◽  
Advantages And Disadvantages ◽  
Operational Activities ◽  
A Performance

The success of an organization comes from the ability of employees to meet performance standards that have been made by the management of operational activities to be running well. Therefore, knowing how well the employee's performance is a must for the management. A tool used to determine how well the employee's performance is by conducting a performance appraisal. The performance evaluation is one tool used by hotels or other business types to evaluate the performance of employees and also as a tool to motivate the employee. With a good performance assessment will produce a form of accurate data regarding the advantages and disadvantages of the employees and also will motivate employees to perform their tasks. 

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.

Performance Appraisal: Maintaining System Effectiveness

1998 ◽  
Vol 27 (2) ◽  
pp. 223-230 ◽  
Author(s):  
David C. Martin ◽  
Kathryn M. Bartol
Keyword(s):  
Performance Appraisal ◽  
Individual Performance ◽  
Appraisal System ◽  
Performance Appraisal System ◽  
Appraisal Systems ◽  
System Effectiveness ◽  
Over Time ◽  
A Performance

Although most organizations have some form of appraising individual performance, few have well-thought-out systems for ensuring that the appraisal systems they use are continuing to yield the best results over time. This article outlines actions which should be taken and areas to be monitored to keep a performance appraisal system responsive to the needs of the organization.

Barriers to Municipal Government Performance Appraisal Systems: Evidence from a Survey of Municipal Personnel Administrators

1994 ◽  
Vol 23 (2) ◽  
pp. 225-236 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Performance Appraisal ◽  
Municipal Government ◽  
National Sample ◽  
Turnover Rates ◽  
Appraisal System ◽  
Municipal Governments ◽  
Personnel Administrators ◽  
Performance Appraisal System ◽  
Appraisal Systems ◽  
A Performance

Performance appraisal systems are an important tool of personnel management, but not all municipalities utilize this technique. The study analyzed the major reasons why municipal governments do not implement a formal performance appraisal system. The data was derived from a national sample of municipal government personnel officers. The results indicate that the most important barriers were a lack of expertise in performance appraisal and insufficient resources to adequately support a system. Discriminate analysis showed that western and southern cities were more likely to utilize an appraisal system, while eastern cities were least likely. Other significant variables associated with existence of a performance appraisal system were a favorable labor relations climate and lower turnover rates. Implications for development of a performance appraisal system are discussed.

Performance Appraisal and the Creation of Training and Development Expectations: A Weak Link in MBO-Based Appraisal Systems

1987 ◽  
Vol 8 (1) ◽  
pp. 1-10 ◽  
Author(s):  
Dennis Daley
Keyword(s):  
Performance Appraisal ◽  
Weak Link ◽  
Performance Standards ◽  
Training And Development ◽  
Organizational Success ◽  
Public Employees ◽  
Appraisal System ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Appraisal Systems

The performance appraisal process, in its fullest development, can assist an organization in identifying areas in which its employees need improvement and in identifying individual strengths that can be developed. Based on a 1983 survey of Iowa public employees, this article examines the training and development needs identification aspect of the Iowa MBO/Performance Standards appraisal system, taking particular note of its relationship to perceptions of organizational success. Survey respondents were inclined to indicate that the performance appraisal process neither helped them develop plans for training nor aided them in receiving needed training. These attitudes, in turn, negatively affected perceptions of how fair the performance appraisal process itself was, and how successful the organization was felt to be.

Participation in the development of performance appraisal systems: A quasi-experiment

2010 ◽  
Author(s):  
Dan Ispas ◽  
Alexandra Ilie ◽  
Russell E. Johnson ◽  
Dragos Iliescu ◽  
Walter C. Borman
Keyword(s):  
Performance Appraisal ◽  
Appraisal Systems ◽  
Quasi Experiment

Trait Rating Scale

1949 ◽  
Author(s):  
Barbara S. Burks ◽  
Anne Roe
Keyword(s):  
Rating Scale ◽  
Trait Rating

IMPLEMENTATION OF THE WATER USE PLAN PROCEDURES, MEASURES AND WATER USE

2020 ◽  
Vol 6 (2) ◽  
pp. 50-58
Author(s):  
Matluba Muxammadiyeva ◽  
◽  
Iftixor Ergashev
Keyword(s):  
Performance Appraisal ◽  
Water Use ◽  
Irrigation System ◽  
Low Pressure ◽  
Irrigation Systems ◽  
Irrigation Methods ◽  
Point Pressure ◽  
A Performance

If we look at the existing irrigation methods used today in the country, then they are divided into: ground, rainfall, underground or underground, drip and spray. Basically, they are transferred to the irrigation field in two forms: through gravity and pressure irrigation systems. Naturally, a gravity irrigation system is economically more expensive than a low pressure irrigation system. However, from a performance appraisal stand point, pressure irrigation methods are less efficient and have serious disadvantages

RANCANGAN MODEL PENILAIAN KINERJA DENGAN METODE MANAJEMEN BERDASARKAN SASARAN (MANAGEMENT BY OBJECTIVE) DAN PENSKALAAN GRAFIK DI PT ACI

2018 ◽  
Vol 3 (2) ◽  
Author(s):  
Linda Mora Siregar
Keyword(s):  
Performance Appraisal ◽  
Job Analysis ◽  
Scaling Method ◽  
Scaling Methods ◽  
Questionnaire Method ◽  
A Performance

The purpose of this study is to design a performance appraisal model more effectively in accordance with the company's vision and mission, namely by combining management methods based on objectives (management by objective) and graph scaling methods. In the preparation of performance appraisal models with management methods based on objectives (management by objective) and graph scaling methods, carried out with several stages, namely the first stage is planning the making of performance appraisal models, the second is job analysis, third is the preparation of management methods based on objectives (management by objective), the fourth is the preparation of the scaling method and the fifth is the preparation of the performance appraisal form. The making of this performance appraisal design will use a questionnaire method, observation and also interviews to obtain and collect information and data.  Keywords: Performance Appraisal, Management Methods, Graph Scaling.   Tujuan penelitian ini adalah untuk merancang model penilaian kinerja secara lebih efektif sesuai dengan visi dan misi perusahaan, yaitu dengan menggabungkan metode manajemen berdasarkan sasaran (management by objective) dan metode penskalaan grafik. Dalam penyusunan model penilaian kinerja dengan metode manajemen berdasarkan sasaran (management by objective) dan metode penskalaan grafik, dilakukan dengan beberapa tahapan yaitu tahap pertama adalah perencanaan pembuatan model penilaian kinerja, kedua analisis jabatan, ketiga penyusunan metode manajemen berdasarkan sasaran (management by objective), keempat penyusunan metode penskalaan grafik dan kelima adalah penyusunan formulir penilaian kinerja. Pembuatan rancangan penilaian kinerja ini akan menggunakan metode kuesioner, observasi dan juga wawancara untuk mendapatkan dan mengumpulkan informasi dan data.   Kata Kunci: Penilaian kinerja, Metode Manajemen, Penskalaan Grafik.

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