scholarly journals Employees of Greatness: Signifying Values in Performance Appraisal Criteria

2020 ◽  
Author(s):  
Ylva Ulfsdotter Eriksson ◽  
Bengt Larsson ◽  
Petra Adolfsson
Keyword(s):  
Performance Appraisal ◽  
Performance Appraisals ◽  
Performance Criteria ◽  
Pay Systems ◽  
Variable Pay ◽  
Orders Of Worth ◽  
Private And Public ◽  
Performance Based Pay ◽  
Analysis Of Performance ◽  
The Ideal

The spread of performance-based and variable pay systems has affected expectations on employee contributions and remuneration, which have become increasingly personalized and individualized. Based on a theoretical valuation studies approach, this study of performance-based pay systems in Sweden shows that performance appraisals are (e)valuations of employees’ yearly performance in which they are prized and (ap)praised at the same time. Through a document analysis of performance criteria from four organizations, the study analyzes how values expressed refer to Boltanski and Thévenot’s six orders of worth. The analysis resulted in a theoretical construction of a joint ideal of Employees of Greatness, against which employees are measured and remunerated. The existence of the ideal of employee greatness is explained by the increasing congruence of organizational ideals in private and public sectors, as principles from emotional and cognitive forms of capitalist organization are superimposed on traditional industrial capitalist organizational ideals.

Current U.S. trends in formal performance appraisal: practices and opportunities – Part One

2014 ◽  
Vol 46 (6) ◽  
pp. 321-326 ◽  
Author(s):  
Clinton O. Longenecker ◽  
Laurence S. Fink ◽  
Sheri Caldwell
Keyword(s):  
Performance Appraisal ◽  
Research Study ◽  
Performance Appraisals ◽  
Performance Criteria ◽  
Social Implications ◽  
Convenience Sample ◽  
Content Type ◽  
Appraisal Process ◽  
Current Trends ◽  
Performance Appraisal Process

Purpose – The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel. Design/methodology/approach – The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement. Findings – This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people. Research limitations/implications – The biggest limitation of this research is the fact that a convenience sample of 183 organizations was employed as the basis for this study. Practical implications – Data on the actual formal performance appraisal process of organizations are rather limited and this research provides critical insight into current practice limiting potential generalizability. Social implications – The social implications of this research suggests that organizations can do a much better job of equipping their leaders/employees to more effectively reap the organizational benefits of this key practice. Originality/value – Research in this area is not prevalent so this is a descriptive research study that both researchers and organizations can use to further their knowledge in formal performance appraisals.

Getting Rid of Performance Ratings

2016 ◽  
Vol 9 (2) ◽  
pp. 367-370
Author(s):  
Melvin Sorcher
Keyword(s):  
Human Resources ◽  
Performance Appraisal ◽  
Best Practice ◽  
Human Performance ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Work Environments ◽  
Performance Criteria ◽  
The Past ◽  
Human Resources Managers

And the beat goes on. The same questions about performance appraisals keep popping up despite significant changes in work environments, contexts, and expectations over the past 2 or 3 decades (Adler et al., 2016). Even after decades of research and debate about the benefits and construction of performance appraisal ratings, no closure is reached or “best practice” identified. The application of ratings differs widely among companies, and the criteria, scaling, and language are tweaked by virtually every human resources group. In my experience, each organization believes that its performance criteria are unique. This should not be surprising because supervisors who observe and rate human performance do not react like a school of fish. What most human resources managers miss is that each of the supervisors who apply ratings are also unique, and they do not perceive performance consistently—except, perhaps, for the most exceptional and the poorest performers. Methods of quantifying or behaviorally slotting employee performance along a variety of dimensions to arrive at some accurate scaled rating have not made employees happy and are a painful chore for most supervisors.

Current US trends in formal performance appraisal: practices and opportunities – Part II

2014 ◽  
Vol 46 (7) ◽  
pp. 393-399 ◽  
Author(s):  
Clinton O. Longenecker ◽  
Laurence S. Fink ◽  
Sheri Caldwell
Keyword(s):  
Performance Appraisal ◽  
Research Study ◽  
Performance Appraisals ◽  
Performance Criteria ◽  
Social Implications ◽  
Convenience Sample ◽  
Content Type ◽  
Appraisal Process ◽  
Current Trends ◽  
Performance Appraisal Process

Purpose – The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel. Design/methodology/approach – The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement. Findings – This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people. Research limitations/implications – The biggest limitation of this research is the fact that a convenience sample of 183 organizations was employed as the basis for this study. Practical implications – Data on the actual formal performance appraisal process of organizations is rather limited and this research provides critical insight into current practice limiting potential generalizability. Social implications – The social implications of this research suggests that organizations can do a much better job of equipping their leaders/employees to more effectively reap the organizational benefits of this key practice. Originality/value – Research in this area is not prevalent so this is a descriptive research study that both researchers and organizations can use to further their knowledge in formal performance appraisals.

It’s time to bring performance appraisal into the twenty-first century

2015 ◽  
Vol 23 (7) ◽  
pp. 23-26 ◽  
Author(s):  
Shahina Javad ◽  
Sumod S.D.
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Appraisal System ◽  
Business World ◽  
Content Type ◽  
Rating Method ◽  
Modern Business ◽  
The Right

Purpose – Examines the weaknesses of many current performance appraisals and shows how to improve them. Design/methodology/approach – Draws on examples from companies such as Cisco, Google and Infosys. Findings – Shows that there are two main sets of reasons for the failure of performance management – system related and people related. System-related problems crop up while defining the performance goals or designing the appraisal system. People-related problems usually arise while discussing the results of appraisals. Practical implications – Investigates the importance of the three key elements of performance appraisal – the appraiser, the appraisal period and the rating method. Social implications – Shows how important performance appraisal can be in the modern business world where skilled and talented workers are at a premium. Originality/value – Argues that present-day organizations need to develop an ongoing process to manage employee performance, make sure the right things are being measured, and that the feedback is carried out as constructively as possible.

SIMULINK-BASED HW/SW CODESIGN OF EMBEDDED NEURO-FUZZY SYSTEMS

2000 ◽  
Vol 10 (03) ◽  
pp. 211-226 ◽  
Author(s):  
L. M. Reyneri ◽  
M. Chiaberge ◽  
L. Lavagno ◽  
B. Pino ◽  
E. Miranda
Keyword(s):  
Embedded Systems ◽  
Fuzzy Systems ◽  
High Speed ◽  
Low Cost ◽  
Performance Criteria ◽  
Functional Specification ◽  
Trade Offs ◽  
Neuro Fuzzy ◽  
Analysis Of Performance ◽  
Speed Simulation

We propose a semi-automatic HW/SW codesign flow for low-power and low-cost Neuro-Fuzzy embedded systems. Applications range from fast prototyping of embedded systems to high-speed simulation of Simulink models and rapid design of Neuro-Fuzzy devices. The proposed codesign flow works with different technologies and architectures (namely, software, digital and analog). We have used The Mathworks' Simulink© environment for functional specification and for analysis of performance criteria such as timing (latency and throughput), power dissipation, size and cost. The proposed flow can exploit trade-offs between SW and HW as well as between digital and analog implementations, and it can generate, respectively, the C, VHDL and SKILL codes of the selected architectures.

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