Words for Behavioral Description in Performance Appraisals

1999 ◽  
Vol 84 (1) ◽  
pp. 201-205
Author(s):  
Thomas C. Timmreck
Keyword(s):  
Performance Appraisal ◽  
Subjective Assessment ◽  
Performance Appraisals ◽  
Work Behavior ◽  
Journal Articles ◽  
Work Activities ◽  
Frequency Of Use ◽  
Objective Performance

Words used to describe behavior at work have strong emotional and behavioral implications for those being judged by them. Words used to describe work behavior in assessment of work activities express measurement of performance on appraisal forms as objective or subjective. Work descriptors taken from performance appraisal forms from 47 of 100 hospitals, 35 of 480 management textbooks, and 22 of 150 journal articles were placed in three levels of objective to subjective for frequency of use. More work descriptors were subjective than objective. Work descriptors from journals presented many subjective traits but used more objective than subjective traits while textbooks included many subjective traits as objective descriptors. Use of subjective work descriptors in the journals and textbooks encourages subjective assessment of workers. To be objective performance appraisals must use objective words to describe and assess work in graphic rating forms.

Model Sistem Pendukung Keputusan Penentuan Strategi Peningkatan Kinerja Guru Menggunakan Metode Analytic Network Process

2021 ◽  
Vol 10 (2) ◽  
pp. 241-249
Author(s):  
Zaqi Kurniawan ◽  
Marimin Marimin ◽  
Rusdah Rusdah
Keyword(s):  
Performance Appraisal ◽  
Code Of Ethics ◽  
Teacher Performance ◽  
Analytic Network Process ◽  
Performance Appraisals ◽  
Objective Performance ◽  
Network Process ◽  
Quality Learning ◽  
Process Method

All parties are aware that teacher performance is directly proportional to improving the quality of education. Not a few teachers work under predetermined work standards, conditions like this are caused by low work enthusiasm which results in decreased performance. If we observer the passion of work in the form of sine graph which one day will meet a saturation point if there are no preventive and curative efforts eithers form himself or guidance form his superior. One of the efforts taken is to impose teacher performance assessment to ensure a quality learning process at levels of education. Teacher performance appraisal needs to be carried out so that the functions and duties in the functional teacher positions and duties in the functional teacher positions are carried out by the applicable rules and code of ethics. On that basis, a decision support system was created using the Analytical Network Process method which can determine teacher performance improvement strategies, based on objective performance appraisals and make decisions that become more efficient.

Human Resource Practice System in Malaysian Five-Star Hotels

2014 ◽  
Author(s):  
Rozila Ahmad
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Hotel Industry ◽  
Human Resource Practices ◽  
Human Resource Practice ◽  
Objective Performance ◽  
Beach Resort ◽  
Recruitment And Selection ◽  
Managerial Employees ◽  
Resort Hotels

Organisations, including hotels, usually have more than one human resource practices system. Thus, this book is written to provide an understanding of the human resource practice system for managerial and non-managerial employees in the context of hotel industry. This book focuses specifically on five-star beach resort hotels in Malaysia. The human resource practices system for managerial employees includes empowerment while the recruitment and selection is more thorough. Their compensation is more attractive and their training is more rewarding. Both groups of employees are provided with a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication.

Case Management and Outreach: Similarities and Differences in Worker Tasks

2008 ◽  
Vol 9 (2) ◽  
pp. 51-62 ◽  
Author(s):  
Therese Macan ◽  
Jennifer Cunningham ◽  
Matthew R. Lemming ◽  
Robert J. Calsyn
Keyword(s):  
Case Management ◽  
Performance Appraisal ◽  
Selection Criteria ◽  
Case Managers ◽  
Client Outcomes ◽  
Work Activities ◽  
Outreach Programs ◽  
Outreach Work ◽  
Outreach Workers ◽  
The Many

Case management and outreach are two important services provided to many individuals, particularly people with multiple problems. Unfortunately, no taxonomy or measuring instrument has been developed that captures the many dimensions of the jobs performed by both case managers and outreach workers. This study conducted a job analysis that led to the development of an instrument that has a variety of potential uses. It can be (a) a method for classifying both case management and outreach programs on a number of dimensions that can be used in comparing different models of case management and outreach, (b) a means to identify specific case management and outreach activities that might be correlated with client outcomes, and (c) a tool for developing selection criteria as well as performance appraisal dimensions to assess case management and outreach work activities.

The Journey From Development to Appraisal

2019 ◽  
pp. 327-342
Author(s):  
Tracy M. Maylett
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Measures ◽  
Past Performance ◽  
360 Feedback ◽  
Objective Performance ◽  
Objective Performance Measures ◽  
Performance Appraisal Process ◽  
Measures Of Performance

This case study describes an initiative to change a long-standing performance management process at a large manufacturing facility within General Mills that emphasized the attainment of objective performance measures (the “what” of performance) to one that also included the “how” of goal achievement. The organization embarked on a 3-year pilot evaluation of the use of 360 Feedback as a possible solution to replace or supplement their traditional single-source (supervisor) performance appraisal process. The two systems ran in parallel using 140 randomly selected employees. Results showed little correlation between the what measures of performance from the traditional appraisals and the how data collected using the 360 Feedback, supporting the view that job performance should be viewed as requiring both aspects of evaluation, using different methods of assessment. Ultimately, the organization maintained both systems but integrated 360 Feedback into the traditional appraisals as well, creating complementary processes that looked “forward” (development) and “past” (performance).

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.

scholarly journals Action inquiry and performance appraisals

2005 ◽  
Vol 12 (1) ◽  
pp. 26-41 ◽  
Author(s):  
Kate Walsh ◽  
Dalmar Fisher
Keyword(s):  
Performance Appraisal ◽  
Performance Appraisals ◽  
Organizational Growth ◽  
Content Type ◽  
Appraisal Process ◽  
Action Inquiry ◽  
Inquiry Approach ◽  
Performance Appraisal Process ◽  
And Performance ◽  
Learning And Change

PurposeIntroduces the primary concepts behind the practice of action inquiry. Then, examines what current literature suggests about components of the performance appraisal process and identifies areas where applying action inquiry concepts can add a new dimension to our current understanding.Design/methodology/approachApplies action inquiry, a concept from the organizational learning and change literatures, to suggest ways to infuse meaning and mutuality into appraisal discussions to help organizational leaders and members learn and develop. Ways to do so are demonstrated through a review and discussion of seven principal research streams in the current appraisal literature.FindingsAn action inquiry approach can address many of the limitations inherent in the appraisal process and refocus appraisals as developmental tools. Potentially, appraisals can act as forums to open dialogue, invite participation and build relationships around re‐visioning one's work and career. The process can become instrumental to continual quality improvement and organizational growth suggests that a rich opportunity exists to make the performance appraisal process developmentally meaningful for individuals and potentially transformative for organizations.Originality/valueDiscusses seven themes addressed in performance appraisal research and poses new possibilities that emerge when these themes are examined through an action inquiry lens.

scholarly journals Sistem Informasi Aplikasi Penyusunan Sasaran Kerja Pegawai (SKP) pada Kanwil Kementerian Hukum dan Ham Aceh

2020 ◽  
Vol 4 (2) ◽  
pp. 67
Author(s):  
Yulita Ananda
Keyword(s):  
Information System ◽  
Performance Appraisal ◽  
Interface Design ◽  
Process Model ◽  
Work Performance ◽  
Visual Basic ◽  
Work Behavior ◽  
Application Development ◽  
Literature Study ◽  
Regional Office

The design of the Information Systems Application System for Employee Work Target Compilation (SKP) is based on the method of evaluating civil servant work performance systematically combining the Civil Service Employee Work Target assessment with work behavior assessment. Performance appraisal consists of two elements, namely SKP and Work Behavior, with an assessment weighting of SKP elements at 60% and work behavior at 40%. From the depiction of the service mechanism at the KEMKUMHAM Aceh, an integrated information system is needed to assemble the existing subsystems into a mutually supportive unit given the still not optimal role of the computerized system in the existing service mechanism. The purpose of this study was to design an Information System for Employee Job Target Compilation (SKP) Application at the Regional Office of the Ministry of Law and Ham Aceh using Visual BASIC.NET. The design of the system used by the Rapid Application Development (RAD) method, a software development process model classified as incremental (multilevel) techniques. RAD emphasizes short, short, and fast development cycles, and data collection techniques using research methods by observation, interview, and literature study. The tools used are Microsoft Visual Basic .NET as an application in interface design and Microsoft Office Access as a DBMS. The test results of this application are the systems that are built already meet the needs, the input data process has met the needs and the resulting report has met the needs.Keywords:Information Systems, SKP, Visual Basic .NET.

scholarly journals Performance appraisal and premature sign-offs and underreporting of chargeable time of external auditors – internal benchmarking of experience and gender

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rabih Nehme ◽  
Amir Michael ◽  
Alcheikh Edmond Kozah
Keyword(s):  
Performance Appraisal ◽  
Performance Appraisals ◽  
Content Type ◽  
External Auditors ◽  
Audit Firms ◽  
Internal Benchmarking ◽  
And Gender ◽  
The Uk ◽  
Level Of Experience ◽  
Big Four

PurposeThe research paper investigates auditors' dysfunctional behaviors in relation to performance appraisals. It explores the dysfunctional audit behavior (DAB) differences among experienced/inexperienced and male/female auditors when expecting performance appraisals, how their perception of DAB changes and how their reactive-outcomes vary.Design/methodology/approachThe survey comprises statements pulled from performance appraisal templates used by the Big Four audit firms in the UK. The sample has been tested during two different periods to highlight variations in the perception of DAB.FindingsExperienced auditors become more tolerant of DAB compared to their perception when they were inexperienced. Inexperienced male auditors are generally more accepting of DAB compared to their inexperienced female counterparts. Experienced female respondents continue to be less accepting of DAB.Originality/valueThe study associates performance appraisal procedures with DAB. The analysis examines the perception of dysfunctional behavior according to the level of experience auditors (males and females) accumulate over time.

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