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.

The Past, Present, and Future of Performance Management

2020 ◽  
pp. 318-342
Author(s):  
Kevin R. Murphy
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Case Studies ◽  
Management Systems ◽  
Organizational Strategies ◽  
Research Strategies ◽  
Performance Management Systems ◽  
Trade Offs ◽  
Appraisal Systems ◽  
Traditional Performance

Performance management developed out of, and in part in reaction to, traditional performance appraisal systems. Despite frequent claims in the business press that performance appraisal is dying, fairly traditional appraisal systems are still common in work organizations. However, there is evidence of an ongoing shift toward performance management systems that differ from traditional performance appraisal systems in several important ways. The types of performance management systems exemplified in the case studies included in this volume place more emphasis on frequent, informal evaluation; real-time feedback; and alignment with organizational strategies and goals than is common in traditional appraisal systems. These types of performance management systems have a lot to offer, and the case studies illustrate the potential advantage of modern approaches to performance management. Unfortunately, these case studies also exemplify a deeply worrying trend in performance management: a frequent failure to even ask whether (much less to demonstrate that) performance management has any real effect on performance or effectiveness. Some recommendations are made regarding research strategies for evaluating performance management; several of the most pressing challenges in this endeavor are identified, notably the problematic status of feedback and the trade-offs involved when moving from formal appraisal systems to systems built around informal feedback.

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 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.

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 Performance management practices and its impact on Banks’ performance in Pakistan

2016 ◽  
Vol 5 (4) ◽  
pp. 110
Author(s):  
Ayesha Yaseen
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Banking Sector ◽  
Management Practice ◽  
Employee Motivation ◽  
Management Systems ◽  
Appraisal System ◽  
Structured Interviews ◽  
Performance Management Systems ◽  
Hr Managers

Purpose-This descriptive research analysis the best performance management practice and its impact on employee motivation, loyalty, efficiency and effectiveness in banking sector of Pakistan and suggesting new methods for improving their performance management systems.Design/Methodology- Researcher has used the qualitative research methodology in which Content Analysis technique is being used to interpret data. Questionnaire and Semi-structured Interviews were also conducted from the middle management according to the needs and purpose of the research.Findings: Research findings shows that there is a positive relationship between Loyalty, Motivation and Effectiveness with true Performance Management Systems. Analysis of the data also shows that absence of guidance and feedback in current appraisal system leads to dissatisfaction amongst employees.Practical implications-Current research may be used by HR managers to identify and improve performance management systems to develop employee motivation and loyalty as well as they can build trust, believe in and support the current performance process by implicating new suggestions and solutions. It also provides the literature for future researches.

scholarly journals The Role of Rater Motivation and Training in Effective Performance Appraisal System in Public Sector Universities of Khyber Pakhtunkhwa, Pakistan

2020 ◽  
Vol 6 (1) ◽  
pp. 155-166
Author(s):  
Muhammad Asad khan ◽  
Altaf Hussain ◽  
Mohammad Hanif khan
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Performance Management ◽  
Performance Appraisal ◽  
Appraisal System ◽  
Rater Training ◽  
Khyber Pakhtunkhwa ◽  
Performance Appraisal System ◽  
Rater Motivation ◽  
And Performance

Performance appraisal is considered to be the most significant element of performance management but often the former involves controversial practices, among other variables influenced by accuracy and effectiveness. However, it is generally understood that performance appraisal system commonly result into positive organizational outcomes, yet the accuracy of the measuring tools is still an arguable issue with more criticisms. The ongoing matters are measured and tested as a case study approach by paying attention on higher education institutions. Since higher education is progressively playing a vital role in economic competitiveness of a country. Aiming to examine the effect of rater motivation and rater training on performance appraisal process in public sector universities of Khyber Pakhtunkhwa, Pakistan and recognized as a critical contribution to organizational and people’s performance. Thus, this study finds the effects and consequences of rater motivation and rater training on performance appraisal system. This study is survey based, 300 questionnaires in total were distributed among the faculty of public sector universities of Khyber Pakhtunkhwa (KP), Pakistan. Out of which 160 were received back recording response rate of 53%. Findings of this study indicate that there was positive and significant relationship between rater motivation and performance appraisal and also between rater training and performance appraisal in public sector universities of Khyber Pakhtunkhwa, Pakistan. The current study offers researchers with the opportunity to search performance appraisal from a new perspective which has never been explored before in a developing country like Pakistan.

scholarly journals Research on Appraisal System of Procurator Performance by Using High-Order CFA Model

2014 ◽  
Vol 2014 ◽  
pp. 1-9 ◽  
Author(s):  
Yong-mao Huang
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Evaluation Method ◽  
Comprehensive Evaluation ◽  
Fuzzy Comprehensive Evaluation ◽  
High Order ◽  
Main Body ◽  
Appraisal System ◽  
Comprehensive Evaluation Method ◽  
Performance Appraisal System

The prosecutor is the main body of procuratorial organs. The performance appraisal system plays an important role in promoting the work efficiency of procurator. In this paper, we establish the performance appraisal system of procurators by high-order confirmatory factor analysis method and evaluate procurators’ performance by fuzzy comprehensive evaluation method based on the 360 degrees. The results have some help to performance management of procuratorial organs.

Growing pains: problems in the performance appraisal of China's state-owned enterprises transformed from governmental organizations

2012 ◽  
Vol 2 (8) ◽  
pp. 1-10
Author(s):  
Huang Gui ◽  
Fu Chunguang ◽  
Chen Jingli ◽  
Pan Minting
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Assessment System ◽  
Performance Management System ◽  
Appraisal System ◽  
Content Type ◽  
Governmental Organization ◽  
Growing Pains ◽  
Performance Appraisal System

Study level/applicability This case is suitable for undergraduates, MBA students and students from business administration departments in the teaching of human resources management and performance management. Case overview Luodian Electric Power Construction Corporation Group (LEPCC Group) is a state owned enterprise transformed from a construction unit of Luopu Power Supply Bureau (LPSB), a governmental organization in charge of all the electricity supply in Luopu City. The general manager of LEPCC, Gu Ming tried to set up a modern market-oriented management system for LEPCC. Unfortunately the problems that had accumulated in the past two decades during which LEPCC was a governmental organization made his reforms very difficult. The first headache for Gu Ming was the performance appraisal reform in LEPCC. The existing performance appraisal system seemed to have at least three problems in practice: unclear appraisal objectives, an improper assessment system, a different appraisal standard for similar positions. What should Gu Ming do to build a proper performance appraisal system to help the fast-growing LEPCC Group to make LEPCC a competitive market-oriented player? Expected learning outcomes The first objective of this case is to enable students to understand that the issues of working performance are issues of people first, rather than issues of the management system. If the management focuses on the system instead of on the staff of the company to design the performance management system, the system will be fruitless and inefficient. The second objective is to cultivate students' capability to apply the basic theories of human resource management and the knowledge of performance appraisal in case analysis and practical management. This case, seemingly about performance appraisal, is in fact about the organizational structure and processes of the organization. Reform should start with organizational analysis, job analysis and job descriptions. Only when all these have been done correctly, can the performance management system be designed more reasonably, scientifically and efficiently. Supplementary materials Teaching notes are available; please consult your librarian for access.

Sign in / Sign up

Export Citation Format

Share Document