Rural and urban primary school heads’ perspectives on staff appraisal systems in Zimbabwe: A phenomenological approach

2021 ◽  
pp. 174114322098332
Author(s):  
Elliott Nkoma ◽  
Alphonce Shoshore
Keyword(s):  
Primary School ◽  
Performance Appraisal ◽  
Negative Impact ◽  
Phenomenological Approach ◽  
Performance Appraisals ◽  
School Head ◽  
Staff Appraisal ◽  
Rural And Urban ◽  
Appraisal Systems ◽  
School Heads

The study sought to explore rural and urban primary school heads’ perspectives on staff appraisal systems in Masvingo Province, Zimbabwe and utilised a qualitative approach based on a phenomenological design. Five rural primary school heads and five urban primary school heads with at least 14 years of experience were purposely selected. In-depth, face-to-face phenomenological interviews were conducted to collect the lived experiences of participants in relation to performance appraisal systems for teachers. Data were transcribed verbatim and analysed thematically. Three major themes emerged: (a) implementation of performance appraisals; (b) feedback and professional development; and (c) challenges with regard to the implementation of performance appraisals. The economic crisis in Zimbabwe has had a negative impact on school performance appraisal systems. Both school locations had implemented such systems, but were faced with limited resources, time constraints and teachers’ lack of interest in being promoted. In looking at the differences between rural and urban school head participants, the focus was on observation and feedback processes. This study has important implications for staff appraisal systems in Zimbabwe.

scholarly journals Factors influencing managers’ attitudes towards performance appraisal

2017 ◽  
Vol 15 (0) ◽  
Author(s):  
Tanya Du Plessis ◽  
Annelize Van Niekerk
Keyword(s):  
Performance Appraisal ◽  
Performance Appraisals ◽  
Negative Attitudes ◽  
Employee Support ◽  
Emotional Process ◽  
Factors Influencing ◽  
Managerial Implications ◽  
Appraisal Systems ◽  
And Performance ◽  
The Individual

Orientation: Managers often have negative attitudes towards performance appraisal because of its problematic nature, which is influenced by political and social contextual factors. These negative attitudes lead to reduced employee support, inaccurate performance appraisal ratings and, consequently, negative employee perceptions of the performance appraisal process. This state of affairs necessitates a deeper understanding of the factors influencing managers’ attitudes towards performance appraisal.Research purpose: The purpose of this research was to gain a deeper understanding of the factors that influence managers’ attitudes towards performance appraisal.Motivation for the study: Previous research has confirmed the importance of performance appraisals in organisations. However, managers’ dislike of and aversion to performance appraisal impact negatively on the effectiveness of performance appraisal systems and ultimately the development and performance of employees.Research design, approach and method: An interpretivist qualitative study was adopted, utilising naïve sketches and in-depth interviews to collect data from eight managers, purposively selected. The data were analysed by using Tesch’s descriptive data analysis technique.Main findings: This study revealed that performance appraisal is fundamentally an uncomfortable and emotional process for managers, which results in their adopting defensive attitudes. Because of many uncertainties, managers do not always display the ability or readiness to conduct performance appraisals. The organisational context might place the individual manager in a position to distort employee ratings, which in turn negatively influences that manager’s attitude.Practical and managerial implications: This study provides insight into the present-day experience of managers in respect of performance appraisal and highlights the factors that influence their attitudes.Contribution: The insight gained from this research into the factors impacting on the attitude of managers towards performance appraisals can assist organisations to better support and empower such managers to be more effective in their approach when conducting performance appraisals.

scholarly journals Problems associated with the management of performance appraisals in universities: The case of Ghanaian Public Sector Universities

2008 ◽  
Vol 5 ◽  
pp. 134-152
Author(s):  
E. O. Agyenim-Boateng
Keyword(s):  
Public Sector ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Administrative Staff ◽  
Appraisal System ◽  
Public And Private ◽  
Study Approach ◽  
Effective Performance ◽  
Appraisal Systems

The use of performance appraisal, a presence of the private sector organisations, has now become wide spread and has grown to include previously untouched organisations and occupational hierarchies such as secretarial and administrative staff in both the public and private sectors. However, verv little has been reported in the literature concerning the perceptions and experiences of the universities in developing countries relating to performance appraisals. This study therefore sought to explore performance appraisal systems in the Ghanaian public sector universities to consider the perceptions and experiences of the administrative staff about the problems associated with the performance appraisal systems of the universities. The study adopted an exploratory, descriptive and evaluative triangulation case study approach and generated data through semistructured interviews and self-completing questionnaires from 401 university employees in Ghana from four of the six public sector universities. Both quantitative and qualitative methods of analysis in the form of frequencies, percentages, means, graphs and content analysis were used to analyse the data. The results indicate that generally the perceptions of the administrative staff conceming the effectiveness of the present performance appraisal systems of the universities were skewed towards dissatisfaction because they lacked essential characteristics of an effective performance appraisal system. These include lack of c1early formulated and defined policies and objectives, performance measures, effective staff participation and training and development that could make them effective. The study concludes that there is a need for the universities to recognise their employees as valued resources and treat them as a source of competitive advantage which have to be strategically managed to achieve improved employee performance and development as well as the effectiveness of the universities.

Efficiency Ratings and Performance Appraisals in the United States Federal Government

2016 ◽  
Vol 9 (2) ◽  
pp. 270-275
Author(s):  
Thomas A. Stetz ◽  
Todd L. Chmielewski
Keyword(s):  
Federal Government ◽  
Performance Appraisal ◽  
The United States ◽  
Performance Appraisals ◽  
Performance Ratings ◽  
Current State ◽  
Appraisal Systems ◽  
And Performance ◽  
State Of Affairs ◽  
United States Federal Government

As industrial–organizational (I-O) psychologists and longtime employees, we have developed and implemented appraisal systems and have been subjected to and have subjected others to appraisals. We have thus viewed performance appraisals from all angles, seeing the good, the bad, and the downright ugly. We believe that all of the points discussed by Adler et al. (2016) about retaining or eliminating performance ratings have merit and address the realities of the current state of affairs in performance appraisal practice and research. However, as Wiese and Buckley (1998) point out, organizations survived quite well for centuries without formal appraisal systems, which raises the question, “Why do formal performance appraisal systems exist?” One inescapable yet surprisingly undiscussed reason is that it is a legal and/or regulatory mandate for 4,185,000 U.S. federal government employees (Office of Personnel Management, 2015a). Eliminating performance ratings for these workers would literally require an act of Congress.

From Performance Appraisal to Performance Management: One Agency's Experience

2002 ◽  
Vol 31 (2) ◽  
pp. 131-140 ◽  
Author(s):  
Doug Cederblom ◽  
Dan E. Pemerl
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Core Competencies ◽  
Performance Appraisals ◽  
Total Quality ◽  
Appraisal System ◽  
Doing Business ◽  
Performance Suggestions ◽  
Effective Performance ◽  
Appraisal Systems

This article first outlines recent suggestions for improving agencies' performance appraisal systems: incorporating the developments of Total Quality Management (TQM) and core competencies into appraisals, and moving toward performance management. We then relate the experience of a state enforcement agency in applying these suggestions. What began as an objective of updating officers' performance appraisals to include recent agency developments, evolved into significantly overhauling this appraisal system; adding a new performance mechanism at the manager level; and using both of these processes to drive the agency's new strategic plan and promote “a different way of doing business.” This agency's experience seems applicable beyond enforcement agencies, and relevant both for those wanting to move performance in new directions, and for those wanting to energize ongoing performance. Suggestions are offered for moving toward effective performance management.

scholarly journals Reinventing Performance Management

2021 ◽  
Vol 9 (6) ◽  
pp. 1-12
Author(s):  
Derek Crews
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Appraisals ◽  
Rater Bias ◽  
Performance Management Systems ◽  
The Road ◽  
Emerging Trends ◽  
The Common ◽  
Appraisal Systems ◽  
Traditional Performance

Performance appraisals have traditionally been conducted annually or semi-annually. Recently, many companies are transitioning to ongoing feedback and coaching, either in addition to periodic appraisals, or lieu of them. There have also been calls for completely reinventing performance management systems, as the result of an abundance of research that indicates performance processes are over-engineered and time-consuming, and they tend to demotivate employees while hindering candid and honest conversations. This paper examines the common problems with attribution error and rater bias in traditional performance appraisal systems. Five mini-case studies are then presented by exploring how five large companies (Netflix, Adobe, Deloitte, IBM, GE), have reinvented the way in which performance management is implemented. The paper examines why these companies moved away from traditional performance appraisal and what processes replaced it. The paper also identifies emerging trends that will impact the future of performance management and offers suggestions for the road ahead.

scholarly journals STUDY OF EFFECTIVENESS OF PERFORMANCE APPRAISAL SYSTEM IN SELECTED INDIAN COMPANIES

2015 ◽  
Vol 3 (12) ◽  
pp. 44-50
Author(s):  
Shivali Jindal ◽  
Laveena ◽  
Navneet
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Appraisals ◽  
Management Systems ◽  
Appraisal System ◽  
Performance Management Systems ◽  
Performance Appraisal System ◽  
Potential Problems ◽  
Main Motive ◽  
Appraisal Systems

An evaluation of previous performance is experienced by the vast majority of recruits each year. The management of performance level is the sum up of performance appraisal systems. This is a continuous and interactive process designed to motivate employees, and check their capability with the main motive to facilitate productivity. The performance management systems involve various activities which are much more than simply reviewing what an employee has done. This research paper is all about understanding the need of performance management systems, ways in which performance appraisals can be constructed, the occurrence of potential problems, benefits which could be availed and the information of the progress.

scholarly journals Perceived Accuracy of Electronic Performance Appraisal Systems: The Case of a Non-for-Profit Organization from an Emerging Economy

2021 ◽  
Vol 13 (4) ◽  
pp. 2109
Author(s):  
Zia Ullah ◽  
Naveed Ahmad ◽  
Miklas Scholz ◽  
Bilal Ahmed ◽  
Ilyas Ahmad ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Performance Appraisals ◽  
Equation Modeling ◽  
Strategic Decisions ◽  
Performance Management Systems ◽  
For Profit ◽  
Electronic Performance ◽  
Appraisal Systems

Performance appraisal reports provide vital information for making strategic decisions. Uniting HR practices and IT is an attempt to maximize value creation. Organizations are transforming their performance management systems from traditional to web-technology based systems to enhance accuracy and objectivity. The present study is an effort to assess employees’ perception of the accuracy of e-performance appraisal systems. To that effect, 500 close-ended questionnaires were administered to randomly selected employees working for a non-for-profit organization where e-performance appraisal is practiced. A total of 352 questionnaires were included for analysis and structural equation modeling was used to analyze the data. The results indicate that rater competence and the possibility to challenge performance appraisals judged as unfair or inaccurate highly influence the employees’ perception of accuracy of e-performance appraisals. Furthermore, a clear communication of standards and the reaction to the last rating moderately affect the employees’ perception of the accuracy of e-PA.

A Third Role in Performance Appraisal: A Suggestion from the Medical Care Quality Appraisal Systems

1996 ◽  
Vol 25 (2) ◽  
pp. 133-140 ◽  
Author(s):  
Thomas F. Lyons ◽  
Thomas J. Callahan
Keyword(s):  
Health Care ◽  
Performance Appraisal ◽  
Health Care Industry ◽  
Care Quality ◽  
Performance Appraisals ◽  
Quality Appraisal ◽  
Care Industry ◽  
Appraisal Systems ◽  
Traditional Performance ◽  
Structural Aspects

Practitioners and theorists alike increasingly have become dissatisfied with formal performance appraisals. A focus on the structural aspects of appraisals, as developed in the health care industry, is offered as a meaningful addition to traditional performance appraisal methods.

scholarly journals Impact of functional interdependency on employee satisfaction with performance appraisal in the real estate industry

2020 ◽  
Vol 18 (4) ◽  
pp. 213-227
Author(s):  
Elangovan N. ◽  
Sridhar Rajendran
Keyword(s):  
Real Estate ◽  
Organizational Justice ◽  
Performance Appraisal ◽  
Negative Impact ◽  
Mediating Effect ◽  
Appraisal System ◽  
The Real ◽  
The Real Estate ◽  
Appraisal Systems ◽  
Hr Managers

Unbiased performance appraisal tends to bolster the performance of employees. The studies indicate several inadequacies with the current performance appraisal systems. Functional interdependence is one such factor that has been ignored. The study aims to find the factors that can improve the satisfaction with performance appraisal of employees whose deliverables are highly interdependent on other functions. Organizational justice, rater competence, inter-functional conflict, and cohesion are considered the mediating variables. To test the model, the data are collected through a survey using a questionnaire from the executives of Indian real estate companies who have undergone the appraisal process at least once. Firms with more than 500 employees are randomly selected for the list of members of the real estate developers’ associations. The results show that functional interdependency has a negative impact on satisfaction with performance appraisal. Although conflict and cohesion are found to influence satisfaction with performance appraisal, they did not mediate the effect of functional interdependency on satisfaction with performance appraisal. However, the study found that rater competence and organizational justice have a mediating effect. The study provides practical implications to HR managers of real estate companies to train the raters and include the complexities of functional interdependencies in the appraisal system. A grievance mechanism should be created to address the employees’ concerns, ultimately improving satisfaction with performance appraisal.

scholarly journals Effectiveness of Performance Appraisal System and its Effect on Employee Motivation

2017 ◽  
Vol 3 (5) ◽  
pp. 15 ◽  
Author(s):  
Ayomikun Idowu
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Employee Motivation ◽  
Performance Appraisals ◽  
Human Resource Managers ◽  
Appraisal System ◽  
Resource Managers ◽  
Appraisal Systems ◽  
Moderating Role

<p>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. Accordingly, this study sought to investigate effectiveness of performance appraisal systems and its effect on employee motivation. The study’s main objectives pertained to establishing the moderating role of performance appraisal as a motivation tool as well as potential challenges.</p><p>The study findings show the presence of significant positive outcomes when the organisation uses performance appraisal as a motivation tool. Further, the study finds that the use of more than one appraisal techniques helps yield greater satisfaction and consequently higher motivational levels. The specific aspects of performance appraisal systems (PAS) that help improve motivation include the linking of performance to rewards; using the PAS to help set objectives and benchmarks; as well as the use of PA to help identify employee’s strength and weaknesses.</p>

Sign in / Sign up

Export Citation Format

Share Document