The Civil Service Reform Act and Performance Appraisal: A Research Note on Federal Employee Perceptions

1990 ◽  
Vol 19 (3) ◽  
pp. 245-252 ◽  
Author(s):  
Dennis M. Daley
Keyword(s):  
Performance Appraisal ◽  
Civil Service ◽  
Employee Perceptions ◽  
Appraisal System ◽  
Civil Service Reform ◽  
Federal Employee ◽  
Merit Systems Protection Board ◽  
And Performance ◽  
The Way ◽  
Civil Service Reform Act

The Civil Service Reform Act was intended to transform the public sector. This paper draws upon surveys conducted in 1979 by the Office of Personnel Management and in 1986 by the Merit Systems Protection board to contrast federal employee perceptions towards performance appraisal. Identical or nearly identical items included in both surveys tap attitudes that indicate that the new objectives-based performance appraisal system does not appear to have garnered much in the way of added support. Perceptions regarding blanket ratings, participative objectives setting, feedback, the fairness of standards, and the fairness of ratings have changed but little. The change that has occured has been, for the most part, in the way of introducing uncertainty.

HR analytics and performance appraisal system

2017 ◽  
Vol 40 (6) ◽  
pp. 684-697 ◽  
Author(s):  
Anshu Sharma ◽  
Tanuja Sharma
Keyword(s):  
Conceptual Framework ◽  
Performance Management ◽  
Performance Appraisal ◽  
Appraisal System ◽  
Improve Performance ◽  
Content Type ◽  
Organizational Settings ◽  
Employees Satisfaction ◽  
Management Area ◽  
And Performance

PurposeThis paper aims to explore the role of human resource (HR) analytics on employees’ willingness to improve performance. In doing so, the paper examines issues related to the performance appraisal (PA) system which affect employees’ willingness to improve performance and how HR analytics can be a potential solution to deal with such issues. Design/methodology/approachThe paper develops a conceptual framework along with propositions by integrating both academic and practitioner literatures, in the field of HR analytics and performance management. FindingsThe paper proposes that the use of HR analytics will be negatively related to subjectivity bias in the PA system, thereby positively affecting employees’ perceived accuracy and fairness. This further positively affects employees’ satisfaction with the PA system, which subsequently increases employees’ willingness to improve performance. Research limitations/implicationsThe paper provides implications for both researchers and practitioners in the performance management area for improving employees’ performance by applying HR analytics as a strategic tool in the PA system. It also provides implications for future researchers to empirically test the conceptual framework in different organizational settings. Originality/valueThe paper offers insights into how the use of HR analytics can deal with issues of subjectivity bias in the PA system and positively affects employees’ willingness to improve performance.

Context Matters

2020 ◽  
pp. 233-263
Author(s):  
Jeanette N. Cleveland
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Applied Psychology ◽  
Situation Assessment ◽  
Cultural Economic ◽  
Research And Practice ◽  
Situational Strength ◽  
Key Features ◽  
And Performance ◽  
The Way

Contexts shape the way the performance appraisal (PA) and performance management (PM) systems are designed and utilized. Yet, the analysis of situations, especially more macro-context, including cultural, economic, and political/legal values, is one of the most underresearched areas in applied psychology despite the fact that context is likely to be critical to understanding the success and the failures associated with individual and team PM in organizations. To date, most research on situations has focused on proximal factors that impinge directly on raters’ and ratees’ motivation and goals, with less attention given to variations in macro and meso context across and within organizations, nations, and cultures. In the present chapter, the current research linking context with PA and PM is reviewed. Drawing from both situational strength and institutional theories, the mechanisms (e.g., norms and constraints) by which situations can shape the design and process of PA/PM within and across organizations are discussed. The chapter concludes by translating key features from the context and situation assessment literature into action that can be taken by industrial and organizational psychologists to help improve PA/PM research and practice in organizations.

Performance Appraisal Problems in the Public Sector: Examining Supervisors’ Perceptions

2018 ◽  
Vol 48 (2) ◽  
pp. 179-202 ◽  
Author(s):  
Yu-Chun Lin ◽  
J. Edward Kellough
Keyword(s):  
Performance Appraisal ◽  
Public Management ◽  
Employee Performance ◽  
Employee Perceptions ◽  
The Public ◽  
Management Literature ◽  
Merit Systems Protection Board ◽  
Merit Systems ◽  
Appraisal Processes ◽  
The U.S

Employee perceptions of performance appraisal processes have received considerable attention in the public management literature, but the views of supervisors who actually conduct the appraisals have received relatively little consideration. This article addresses that gap in the literature by examining supervisors’ perceptions of individual employee performance appraisal in the U.S. federal service in an attempt to identify structural and operational problems associated with that system as viewed by those responsible for making it work. Data are drawn from a Merit Systems Protection Board (MSPB), Merit Principles Survey, which contained a section asking supervisors to evaluate nine potential problems associated with performance appraisal. Responses indicated that inflated ratings, flawed standards, and a lack of support were the most problematic aspects of the appraisal process. An agency’s use of performance-based rewards, a supervisor’s belief that his or her own performance is assessed objectively, and supervisor age are consistent predictors of supervisors’ perceptions.

Sign in / Sign up

Export Citation Format

Share Document