scholarly journals Reward and attitudes: The unintended outcomes of an effective performance appraisal

2013 ◽  
Vol 11 (1) ◽  
Author(s):  
Solomon M. Semakula-Katende ◽  
Erik D. Schmikl ◽  
Theuns Gert Pelser
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Systems Research ◽  
District Hospitals ◽  
Qualitative Interview Study ◽  
Effective Performance ◽  
Management And Development ◽  
Role Players

Orientation: Focus was on the role of reward and attitudes as major determinants in enhancing the effectiveness of performance appraisal systems. Research purpose: To develop a structural model from the qualitative and quantitative findings from which to address the identified gaps in order to improve the effectiveness of appraisals. Motivation for the study: The attention that role players tended to give to the rewarding of employees during the appraisal process made it appear as the only important determinant of an appraisal’s success. In appraisals in many public institutions, reward has been given unnecessary prominence over other drivers, such as management and development. That led most key role players (leaders, managers and employees) to perceive the current employee performance management and development system (EPMDS) to be purely for monetary (salary increments and cash bonuses) and non-monetary (promotion) purposes, which, in turn, compromised its effectiveness. Research design, approach and method: Structural equation modelling (SEM) was utilised as a statistical technique for testing and estimating causal relations using a combination of statistical data and qualitative causal assumptions. This allowed both confirmatory and exploratory modelling to be undertaken, which is suited to both theory testing and theory development. A triangulation of quantitative (questionnaire) and qualitative (interview) study was conducted. A total of 300 questionnaires were distributed to nine government hospitals in the Free State province, namely Mofumahadi Manapo Mopeli, Dihlabeng, and Boitumelo regional hospitals, as well as Elizabeth Ross, Thebe, Phekolong, Mpumelelo, Reitz and Ficksburg district hospitals. There was a high response rate of 96 per cent, a total of 287 completed questionnaires. Respondents ranged from top executives, middle management, line management, to employees of all categories. Main findings: Reward and attitudes were found to the unintended outcomes of an effective performance appraisal. Practical/managerial implications: Remunerative rewards should be part of a holistic appraisal approach and not simply a one-sided approach. Contribution/value-add: This article addressed the void or the wrong perception regarding the role of reward and attitudes in appraisals, and established that they were outcomes, and not determinants, of appraisal effectiveness.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

Role of Kaizens to Improve Productivity: A Case Study

2014 ◽  
Vol 592-594 ◽  
pp. 2689-2693 ◽  
Author(s):  
Ganesh S. Jadhav ◽  
Vahid M. Jamadar ◽  
Pradeep S. Gunavant ◽  
Sameer Sheshrao Gajghate
Keyword(s):  
Performance Management ◽  
Capital Investment ◽  
Delivery Time ◽  
Specific System ◽  
Productivity Improvement ◽  
Effective Performance ◽  
Vital Component ◽  
A Company

Continuous improvement is a vital component of an effective performance management system. Simply measuring performance will not result in system improvements. Getting improvement in any service requires an educational strategy for linking performance measurement to the implementation of the specific system improvements. The aim of the paper is to identify the effectiveness and implementation of the kaizen programme in an electronics manufacturing company. Customers focus on product quality, delivery time and cost. Because of this a company should introduce a quality system to improve and increase both quality and productivity continuously. Kaizen is a methodology that aims to increase the availability of the existing equipment hence reducing the need for further capital investment. This paper identifies role of maintenance in reducing production cost and increasing plant profit with the implementation of kaizen. Use of the Timed-PDCA concept makes it possible to pursue productivity improvement in the current works including nurturing motivations to workers concurrently by arranging kaizen theme.

scholarly journals The importance of executive leadership in creating a post-merged organisational culture conducive to effective performance management

2013 ◽  
Vol 11 (1) ◽  
Author(s):  
Gary W. Paul ◽  
David M. Berry
Keyword(s):  
Higher Education ◽  
Theoretical Model ◽  
Performance Management ◽  
Organisational Culture ◽  
Functional Categories ◽  
Executive Management ◽  
University Of Technology ◽  
Effective Performance ◽  
Culture Creation

Orientation: Focus was placed on the important role of executive management in creating a post-merged organisational culture conducive to effective performance management.Research purpose: To develop a theoretical model from the insights gleaned from the literature study, interviews with senior human resource (HR) practitioners at participating institutions and the empirical study. Based on the empirical findings, this model was refined and resulted in the eight-step integrated post-merged organisational culture creation model.Motivation for the study: The negligible attention given to the design of mechanisms supportive of post-merged organisational culture creation emphasised the need for this study. The high percentage of merger failures attributable to ineffective post-merged organisational culture integration further contributed.Research design, approach and method: A quantitative study was conducted at three merged South African higher education institutions, namely Nelson Mandela Metropolitan University, Cape Peninsula University of Technology and Durban University of Technology. Respondents occupied the following functional categories: executive management, senior and line management, HR practitioners and non-HR or non-management.Main findings: Respondents perceived the role of executive management to be the most important step of the theoretical model which formed the basis for the empirical survey questionnaire. This step, which obtained the highest summated mean score in all three institutions and across all functional categories, was depicted as Step 5 of the model.Practical/managerial implications: The refined eight-step integrated post-merged organisational culture creation model will significantly enhance the creation of a post-merged organisational culture conducive to effective performance management.Contribution/value-add: This study addressed the void regarding a model to guide the creation of a post-merged organisational culture conducive to effective performance management in higher education institutions as well as merged corporate organisations.

Employee Performance Appraisal System Participation: A Technique That Works

2003 ◽  
Vol 32 (1) ◽  
pp. 89-98 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Employee Voice ◽  
Appraisal System ◽  
Conceptual Foundation ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Available Information ◽  
Participatory Performance

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.

Employee Performance Appraisal System Participation: A Technique That Works

2002 ◽  
Vol 31 (3) ◽  
pp. 333-342 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Employee Voice ◽  
Appraisal System ◽  
Conceptual Foundation ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Available Information ◽  
Participatory Performance

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.

scholarly journals Employees Perception on Performance Appraisal Effectiveness in The Cyprus Public Sector (EAC)

2020 ◽  
Vol 4 (1) ◽  
pp. 26-41
Author(s):  
Andreas Petasis ◽  
Stylianos Christodoulou ◽  
Alexia Louca
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management Practices ◽  
Current System ◽  
Appraisal System ◽  
Organizational Goals ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Managerial Implications ◽  
Integrated Or

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.

scholarly journals Pengaruh Keadilan Organisasi dalam Penilaian Kinerja terhadap Kepuasan Penilaian dan Kinerja Karyawan

2018 ◽  
Vol 11 (3) ◽  
pp. 231
Author(s):  
Masrukin Masrukin ◽  
Musa Hubeis ◽  
Hari Wijayanto
Keyword(s):  
Organizational Justice ◽  
Performance Management ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Rating Scale ◽  
Performance Indicator ◽  
Descriptive Analysis ◽  
Partial Least Square ◽  
Least Square ◽  
Pls Analysis

Since 2012, management of PTPN V Pekanbaru implemented a new system of performance appraisal, named Competency-Based Performance Management (CBPM) for replaced the earlier system. The difference between CBPM and the earlier system is CBPM use a set of measured performance indicator, while in the old system, performance appraisal done by graphic rating scale method. One of performance appraisal effectiveness indicator is organizational justice on performance appraisal. The purpose of this study is to analyze organizational justice in performance appraisal and their influence on satisfaction toward performance appraisal and employee’s performance. Data collected from 196 respondents from managerial employee by a set of online questionnaire with purposive sampling’s technique. Descriptive analysis carried out by mean value’s analysis and range’s criteria analysis. Hypothesis testing has done by Structural Equation Modelling-Partial Least Square (SEM-PLS) analysis. The descriptive analysis shows that organizational justice in the performance appraisal had run well and the employees had satisfied toward the performance appraisal. SEM-PLS analysis shows that organizational justice in performance appraisal effect to satisfaction of performance appraisal and employee’s performance significantly. Satisfaction toward performance appraisal does not play a role in mediating the influence of justice in the performance appraisal to employee performance

scholarly journals ‘Perceptions of Performance Appraisal Quality’ and Employee Innovative Behavior: Do Psychological Empowerment and ‘Perceptions of HRM System Strength’ Matter?

2018 ◽  
Vol 8 (12) ◽  
pp. 114 ◽  
Author(s):  
Aamer Waheed ◽  
Qaisar Abbas ◽  
Omer Malik
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Equation Modeling ◽  
Future Research ◽  
Innovative Behavior ◽  
Term Survival ◽  
Innovative Behaviors

Organizations need to be innovative for their long-term survival and this can be achieved when their employees demonstrate innovative behaviors at the workplace. Innovative behavior has thus received considerable attention from researchers, particularly on exploring the factors which foster employee innovative behaviors. Based on human resource system strength theory, the objective of this study is twofold. First, it examines the direct and indirect relationship between perceptions of performance appraisal quality (PPAQ) and innovative behavior mediated through psychological empowerment. Second, it examines the moderating effect of perceptions of HRM system strength in the hypothesized links. A total of 360 faculty members participated in the study from twelve public sector higher education institutes in Islamabad, Pakistan. Partial least squares structural equation modeling (PLS-SEM) is used for statistical analysis of the quantitative data collected through self-administered questionnaire. Results demonstrated that PPAQ is positively related with innovative behavior. The findings also support the mediating role of psychological empowerment and the moderating role of perceptions of human resource management (HRM) system strength. We contribute to the literature by demonstrating that HRM content and process are two complementary facets of an HRM system in bringing out positive work behaviors. A number of practical implications and directions for future research are outlined.

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.

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