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.

Maximizing Performance Appraisal System Acceptance: Perspectives from Municipal Government Personnel Administrators

1994 ◽  
Vol 23 (4) ◽  
pp. 525-549 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Performance Appraisal ◽  
Municipal Government ◽  
Stepwise Multiple Regression ◽  
Employee Voice ◽  
Appraisal System ◽  
Feedback Information ◽  
Personnel Administrators ◽  
Performance Appraisal System ◽  
Employee Acceptance ◽  
System Acceptance

The variables that are associated with perceptions of performance appraisal system acceptance were investigated. Employee acceptance is a critical factor in the development of an effective system. The data were derived from a national survey of municipal government personnel administrators. Factor analysis was used to produce reliable and valid measures of employee voice (participation, goal setting and feedback), information validity and the dependent variables of employee acceptance. Stepwise multiple regression analysis was used to analyze the relationships. The results indicated that the systems that were perceived to haveeffectively deployed processes to implement voice and performance appraisal information validity were associated with a higher level of perceived employee performance appraisal system acceptance.

Municipal Government Performance Appraisal System Practices: Is the Whole Less Than the Sum of its Parts?

1995 ◽  
Vol 24 (2) ◽  
pp. 197-221 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Decision Making ◽  
Performance Appraisal ◽  
National Survey ◽  
Municipal Government ◽  
User Acceptance ◽  
System Structure ◽  
Government Performance ◽  
Appraisal System ◽  
Performance Appraisal System ◽  
Appraisal Systems

This article presents the results of a national survey of municipal government performance appraisal system practices based upon the responses of 240 personnel professionals. The survey focuses on appraisal system structure, the link between performance and personnel decision making, perceived user acceptance, and observations on the effectiveness of the appraisal system. The results indicate that most performance appraisal systems are designed in accordance with the literature. However, the administration of these systems is more problematic. Most systems are perceived to be somewhat effective in terms of the process of appraisal and the affects on motivation and productivity.

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.

Municipal Government Personnel Professionals and Performance Appraisal: Is There a Consensus on the Characteristics of an Effective Appraisal System?

1996 ◽  
Vol 25 (3) ◽  
pp. 379-408 ◽  
Author(s):  
Gary E. Roberts ◽  
Thomas Pavlak
Keyword(s):  
Performance Appraisal ◽  
Municipal Government ◽  
System Development ◽  
National Sample ◽  
Appraisal System ◽  
System A ◽  
Performance Appraisal System ◽  
Personnel Manager ◽  
Effective Performance ◽  
And Performance

Personnel manager knowledge of the characteristics of an effective performance appraisal system is potentially an important factor in appraisal system development. The results of a national sample of municipal personnel professionals indicate that personnelists tend to agree with the performance appraisal literature regarding the essential attributes of an effective appraisal system. A discriminant analysis was performed to identify the characteristics differentiating respondents on their degree of agreement with the appraisal literature. The results demonstrate that personnelists who are less experienced are more likely to support the literature, but the model explained only a small portion of the variance. The most interesting substantive finding is that rater participation in the development of the system is deemed more important than employee participation.

scholarly journals Examining Employees’ Attitudes towards Performance Appraisal and Its Impact on Performance and Motivation in a UK Information Technology (IT) Firm

2019 ◽  
pp. 1-14
Author(s):  
Ayomikun Oluwafemi Idowu
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Primary Data ◽  
Human Resource Managers ◽  
Appraisal System ◽  
Perceptions Of Fairness ◽  
Performance Appraisal System ◽  
Personal Approach ◽  
And Performance ◽  
A Performance

Employee performance has traditionally been accorded prime focus by human resource managers. As a result, a number of performance appraisal techniques have over time been devised to help establish employee’s performance. In the contemporary times, the use of performance appraisals has been extended beyond rating of the employee’s performance to aspects such as motivation. The study’s main objectives pertained to establishing the moderating role of employees’ attitude towards performance appraisal as a motivation and performance tool. The study was based on Shine Communications London, as the case study organization. Primary data was collected from the organisation’s employees and HR manager. Notably, a survey questionnaire was used to collect quantitative data from the employees while an interview was conducted with the HR manager. Data from the sample of 45 randomly selected employees was statistically analysed using the help of SPSS 2.0. Content analysis was used to analyse the qualitative responses from the HR manager. The study finds that a Performance Appraisal System can fail to achieve its motivational effect when it is used to threaten job security, is marked by inaccuracy and conducted by improperly trained reviewers. Among the study’s main recommendations include designing of a Performance Appraisal System that enhances perceptions of fairness and use of a personal approach in linking Performance Appraisal results to rewards.

scholarly journals 360-Degree Feedback in Educational Institutions and its Applicability in Kerala

2019 ◽  
Vol 8 (3S3) ◽  
pp. 439-442
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Educational Institutions ◽  
Primary Study ◽  
Appraisal System ◽  
360 Degree Feedback ◽  
Performance Appraisal System ◽  
Pros And Cons ◽  
Appraisal Systems ◽  
High Degree

The Performance Appraisal of the employees’ job performance is evaluated as per the standards already set for the category such as leadership, teamwork, output, supervision etc. This study is made to know about the Pros and Cons of the Performance Appraisal methods that are adopted in many organisations. The Management get to know the strengths and weaknesses of the organisations using the 360-degree feedback. Here an attempt is made to focus on the effectiveness of the performance appraisal system in various educational institutions in Kerala. Various arts colleges are considered for this study. It is very important to know the present scenario of education that is being imparted to the students who are the pillars for the next generations. The employees are expected to have a high degree of commitment and effort and the performance appraisal should be considered as an important function of every employer. The Performance Appraisal, if done rightly, can lead to better performance of the employees and ultimate effectiveness. It is also a systematic way for ensuring that the employer and the employee discuss regularly on the current/existing performance, the issues and arrive at consensus which will be beneficial for both. Here we have made an effort to Study on the performance appraisal system which is done to improve the condition for a better performance of employees at various colleges and know the effectiveness of various appraisal systems. The usual way of Top Down Performance Appraisal, in which only the supervisor appraises the subordinate is changed and even the subordinate has a chance to review the supervisor and vice-versa is practised in 360-degree performance appraisal. This paper contributes primary study of 360-degree feedback, the needs to link leader assessment and development efforts to individual, team, and organisation results and its need in educational institutions.

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