A feedback model for an effective performance appraisal system

2017 ◽  
Vol 10 (2) ◽  
pp. 140
Author(s):  
M. Ashraf Rizvi
2019 ◽  
Vol 8 (4) ◽  
pp. 3404-3410

Personnel Performance Appraisal (PPA) is a Human Resource Management (HRM) tool which helps to improve individual performance and there by enhance organization and industry performance at large. However, Personnel performance appraisal practice in construction organizations is poor. This is associated with lack of clear performance measurement dimensions. The purpose of this paper is to identify personnel performance appraisal dimensions for Indian construction organizations. In this study mixed method approach is adopted, different performance appraisal dimensions were identified through literature review and a questionnaire was developed. Also, semi structured interviews with professionals from construction organization was conducted. The survey has identified 7 Key performance dimensions. Additional performance dimensions applied in construction organizations were identified through the interviews and were categorized in to quantitative and qualitative dimensions. The interview findings show that the quantitative measures are given more attention than qualitative measures in the organizations. Effective performance appraisal system needs setting objective dimensions to measure performance. The qualitative and quantitative dimensions identified in this study will help construction organizations to improve their personnel performance appraisal system in particular and the HRM practice in general


2012 ◽  
Vol 1 (1) ◽  
pp. 1-15
Author(s):  
Bahrija Umihanic ◽  
Mirela Cebic

In this paper, the authors integrate the analysis of functions of the performance appraisal system and research of their impact on the level of employees’ motivation in the institutions of Bosnia and Herzegovina. They start from the assumption that the purpose of effective performance appraisal system is reflected in linking employees’ activities through the stabilization function and documentary function, using valid and useful information in making administrative decisions about employees and providing feedback to employees which they will use for developing. One of the most important benefits should be enhanced employees’ motivation at work. The hypothesis was tested by stratified random sampling method, and all levels of management were encompassed. Results of empirical research have established that the existing system primarily has documentary and administrative functions, and such as that does not provide raising of level of motivation, and it should be considered in redesigning the performance appraisal system of employees.


2003 ◽  
Vol 32 (1) ◽  
pp. 89-98 ◽  
Author(s):  
Gary E. Roberts

Performance appraisal is one of the most complex and controversial human resource techniques. Participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.


2002 ◽  
Vol 31 (3) ◽  
pp. 333-342 ◽  
Author(s):  
Gary E. Roberts

A performance appraisal is one of the most complex, and controversial, human resource techniques. The participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.


2020 ◽  
Vol 4 (1) ◽  
pp. 26-41
Author(s):  
Andreas Petasis ◽  
Stylianos Christodoulou ◽  
Alexia Louca

Performance appraisals are important for effective evaluation and management of personnel. This research investigates the Electricity Authority of Cyprus’ employees’ perceptions of performance appraisal. Data were collected from 161 employees of the Organization, using an online semi-structured questionnaire, and analyzed using SPSS; the qualitative data were analyzed manually. The results of the study highlighted respondents’ perceptions with regard to the Organization’s performance management practices, which have a created a culture of mistrust towards the performance management system in use. The Organization’s present performance appraisal system seems to posit more shortcomings than strengths and it doesn’t seem to be integrated or linked with the organizational goals and missions of the Authority’s. The research has delivered some information on what needs to be changed in order to improve the current system. The findings have serious managerial implications for redesigning the performance appraisal system so as to be more effective, more credible and more transparent. These implications include actions towards introducing new methods, training the appraisers, increasing motivation and provision of resources for effective performance appraisal.


1986 ◽  
Vol 15 (2) ◽  
pp. 101-109 ◽  
Author(s):  
David C. Martin ◽  
Kathryn M. Bartol

Although appropriate rater behaviors are critical to the success of any performance appraisal system, raters frequently receive little or no training regarding how to carry out their role successfully. This article outlines the major elements which should be included in an effective rater training program. Suggested training approaches and the need for refresher training also are discussed.


Author(s):  
Ibrahim Abdulai Sawaneh ◽  
Umaru Peter Kamara ◽  
Osman Gbassay Kamara

Human Resource Management (HRM) plays vital role in an educational institutions. HRM is an essential ingredient for changing the scope and dynamism of for evaluating worker’s performance. Performance appraisal permits institution to supervise their employee’s performance relating to competencies, punctuality, pedigree and potentials. Ignoring effective performance appraisal system results to low performance of staff work output.  Institutional objectives can be achieve by effectively applying performance appraisal system with diverse positive outcomes diligently monitoring both academic and administrative staff of the Institute of Advanced Management and Technology (IAMTECH) Sierra Leone. Effective performance management and appraisal system has ultimately improved staff performance and influences their potentials in thinking, and doing work.  Importantly, it brings benefits to employer and employee by creating a plain level ground for both parties.    Furthermore, performance appraisal system delivers a complete assessment of staff performance at IAMTECH with a comprehensive purposes, benefits, and challenges of performance appraisal system.  However the researcher establishes dissatisfaction with some appraisal processes, such as management not backing the appraisal process, authorities are not questioned for not completing their appraisal process on time, and the absence of performance appraisal workshop/seminar/training provided to authorities and staff at IAMTECH and more importantly, the performance appraisal system is done yearly at IAMTECH. IAMTECH uses rating scale, descriptive system and management by objective system methods of appraisal to evaluate employees.  Noting that management by objective is the mostly used method and hence, our method of effective performance appraisal system has created positive influence on job performance at IAMTECH staff and management.      


1996 ◽  
Vol 25 (3) ◽  
pp. 379-408 ◽  
Author(s):  
Gary E. Roberts ◽  
Thomas Pavlak

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.


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