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.

The Path to Performance Rewards: Perceptions Among Federal Employees on the Promise of Performance Appraisal

2017 ◽  
Vol 49 (3) ◽  
pp. 161-176 ◽  
Author(s):  
Dennis M. Daley
Keyword(s):  
Performance Appraisal ◽  
Training And Development ◽  
Regression Analyses ◽  
Federal Employees ◽  
Organizational Goals ◽  
Federal Employee ◽  
Appraisal Process ◽  
Performance Appraisal Process ◽  
Using Data ◽  
And Training

Performance rewards are designed to incentivize individuals to obtain productivity. The performance appraisal process represents the organization’s efforts to introduce a formal plan alignment directing individual efforts. Performance appraisal techniques, for example, instrument, accountability, individual goals and priorities and training and development, should be perceived by federal employees as influencing the obtainment of organizational goals through extrinsic rewards. Using data from the 2013 Federal Employee Viewpoint Survey, regression analyses on perceptions of performance rewards are conducted with the performance appraisal process (appraisal fairness and accuracy, accountability for results, designated goals and priorities, feedback and training and development). The performance appraisal fairness and accuracy feedback and training demonstrate moderate effects.

scholarly journals PENINGKATAN PERSEPSI KARYAWAN TERHADAP OBJEKTIVITAS PENILAIAN KINERJA MENGGUNAKAN METODE BARS DAN MBO

2021 ◽  
Vol 5 (1) ◽  
pp. 21-28
Author(s):  
Wulan Purnamasari ◽  
Ika Widya Ardhiyani
Keyword(s):  
Performance Appraisal ◽  
Work Performance ◽  
Employee Performance ◽  
Performance Standards ◽  
Performance Appraisals ◽  
Employee Perceptions ◽  
Appraisal System ◽  
Performance Appraisal System ◽  
Performance Appraisal Process ◽  
A Company

The performance appraisal system in a company has an important role in achieving the target of achieving a job. Employee job satisfaction with the performance appraisal system depends on the level of employee perceptions of the performance appraisal system that applies to their workplace. This research was conducted in a company PT.X which is engaged in the BOPP film industry. The performance appraisal system in the company, based on employee perceptions, is still not effective. Here, the researcher attempted to design a performance appraisal system using the BARS and MBO methods. This research was conducted by means of field surveys, literature studies, and FGDs. The BARS and MBO methods are able to assess employee performance. Where in this method it creates unclear and measurable performance standards, there is no maximum feedback on the performance of employees, often the assessment is subjective, besides the assessment is carried out once a year so that it causes management to experience difficulties in monitoring. In addition, the company only dominantly assesses work activities and behavior, without assessing the work performance of each employee. Whereas here, the company should have carried out an objective performance appraisal, by having clear and measurable assessment standards and being able to provide feedback on employee performance achievements. Thus, researchers recommend using the BARS and MBO methods in the performance appraisal process. This aims to meet the company's needs for employee performance appraisals.

scholarly journals Role of Performance Appraisal System and Its Impact on Employees Motivation

2020 ◽  
Vol 2 (1) ◽  
Author(s):  
Pooja Dangol
Keyword(s):  
Performance Appraisal ◽  
Work Performance ◽  
Service Industry ◽  
Employee Performance ◽  
Employee Motivation ◽  
Appraisal System ◽  
Job Descriptions ◽  
Appraisal Process ◽  
Performance Appraisal Process

The general objective of the study is to determine the role of performance appraisal and its impact on employee. The study is guided by the following specific objectives: to establish the extent to which performance appraisal process affects employee motivation, to determine the extent to which appraisers affect staff motivation and to determine the challenges in appraising employee performance. The study adopted descriptive research design. The population of interest consists of 120 employees of Service Industry in Nepal. Data is collected using structured questionnaires and additional qualitative data is collected using the reference from the questionnaire and the objectives of the study. The data is analysed using statistical tools such as frequency distribution, percentages and Pearson correlations. Data is presented using tables and charts. The research findings suggest that regular assessment of performance leads to employee motivation. Performance appraisal rating can be considered as a technique that has a positive effect on work performance and employee motivation. Employees may be motivated if the appraisal process is based on accurate and current job descriptions. On the challenges of performance appraisal on employee motivation established that some managers tend to be liberal or strict in their rating of staff which may affect the employees’ motivation. The manager’s ability to address the skills gaps can have a significant impact on the employee’s motivation. Regular ratings may affect the performance and motivation of the employees. Fair assessment of the employee’s performance may enhance their motivation.

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.

scholarly journals Employees Perception on Performance Appraisal System in a public limited company in Pakistan

2016 ◽  
Vol 6 (3) ◽  
Author(s):  
Abdul Hameed Khan
Keyword(s):  
Performance Appraisal ◽  
Pay For Performance ◽  
Published Data ◽  
Appraisal System ◽  
Regular Feature ◽  
Appraisal Process ◽  
Limited Company ◽  
Performance Appraisal System ◽  
Performance Appraisal Process ◽  
Strongly Agree

<p>The Performance Appraisal system is now a common phenomenon in Pakistan. It is a major tool for most of the organizations to evaluate various aspects of their employees. Majority of the organization has implemented this process and is a regular feature for evaluation of their staff. Ample literature is available which has discussed the performance appraisal process at length targeting various dimensions of it. Although in the last few decades many studies are done and sufficient  international literature on performance appraisal  is available (Landy and Farr, 1980),  however very  limited research is done in Pakistan in this area .To analyses the perception of employees regarding the performance appraisal system implementation a public limited company in energy sector is selected .The company which previously used to undertake employees evaluation through the Annual Confidential Report (ACR) system introduced Performance appraisal system in 2001 in order to comply with the new vision of the company.</p><p>In order to analyze the perception of employees regarding the new system and its implementation, 33 item questionnaires consist of 4 independent and one dependent variables was distributed among 150 management position employees   who were acquainted with the Performance appraisal procedure. The questionnaire has 4 independent variable which are Procedural justice, Goal setting, feedback and Pay for performance and one dependent variable, the employee perception towards Performance appraisal process.  The instrument used was a likert scale questionnaire with the scale of 1 for strongly disagree to 5 for strongly agree. Factor analysis and regression analysis was done through SPSS19 .The result shows the process was implemented as per organization guidelines to the overall satisfaction of employees. There are however some areas of improvement which have been noted in the conclusion. The results and outcome are in line with international published data.</p>

Mr. Mehta's Dilemma: A Case of Performance Appraisal Politics

2015 ◽  
pp. 1-10
Author(s):  
Rajesh Chandwani ◽  
Biju Varkkey
Keyword(s):  
Performance Appraisal ◽  
Appraisal System ◽  
Skill Sets ◽  
Bell Curve ◽  
Appraisal Process ◽  
Performance Appraisal System ◽  
Performance Appraisal Process ◽  
Appraisal Processes

The case describes the dilemma of Mr Mehta, Regional Head HR of AXZ, a large IT company in India. Mr Mehta had received an appeal from an employee Mr Rajesh Kumar who alleged that he was wrongly appraised by his manager Mr Yogesh Desai. Both Desai and Kumar have presented their perspectives to Mr Mehta. While Mr Mehta understands Mr Desai's challenges in performance appraisal process, he also is concerned about Rajesh, who is a talented employee with rare skill sets. Apart from the case specific issues related to the two employees, Mr Mehta is also concerned about the problems arising from the current performance appraisal system, especially after AXZ acquired UTVC, which had a very different performance appraisal system. The case also provides an opportunity to discuss the challenges associated with bell curve implementation and discrimination in performance appraisal processes in organizations.

scholarly journals Identifikasi Kinerja Guru Dalam Menentukan Kualitas Mengajar Menggunakan Metode Profile Matching

2020 ◽  
Vol 1 (3) ◽  
pp. 172
Author(s):  
Fitri Pranita Basution
Keyword(s):  
Performance Appraisal ◽  
Teacher Performance ◽  
Educational Institution ◽  
Educational Institutions ◽  
Quality Of Education ◽  
Appraisal Process ◽  
Profile Matching ◽  
Long Time ◽  
Performance Appraisal Process

To determine the quality of teacher performance, an educational institution must conduct a process of evaluating the performance of its teachers. MTsS YASPI College Foundation Labuhan Deli is one of the educational institutions that always improves the quality of education in schools. Teacher performance appraisal at Labuhan Deli YASPI schools is still done conventionally, so there are many assessment criteria and it takes a long time to evaluate the teacher's performance. This study aims to optimize the teacher performance appraisal process to be faster and more precise. The method used is Profile Matching. The results of this study can determine the teacher's performance more precisely by 100%. So that this research can be recommended as an appropriate system in evaluating teacher performance in schools

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