Revisiting the Social Context of Performance Management: Performance Appraisal Effectiveness

2017 ◽  
pp. 196-211
Author(s):  
Paul E. Levy ◽  
Caitlin M. Cavanaugh ◽  
Noelle B. Frantz ◽  
Lauren A. Borden ◽  
Ariel Roberts
Keyword(s):  
Social Context ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management Performance ◽  
The Social

Performance Management

2009 ◽  
Author(s):  
Gary P. Latham ◽  
Lorne M. Sulsky ◽  
Heather MacDonald
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Discrete Time ◽  
Time Intervals ◽  
Management Performance ◽  
Appraisal Process ◽  
Ongoing Process ◽  
Time Period ◽  
Or Team

A distinguishing feature of performance management relative to performance appraisal is that the former is an ongoing process whereas the latter is done at discrete time intervals (e.g. annually). Ongoing coaching is an integral aspect of performance management. Performance appraisal is the time period in which to summarize the overall progress that an individual or team has made as a result of being coached, and to agree on the new goals that should be set. Common to the performance management/appraisal process are the four following steps. First, desired job performance must be defined. Second, an individual's performance on the job must be observed. Is the person or team's performance excellent, superior, satisfactory, or unacceptable? Third, feedback is provided and specific challenging goals are set as to what the person or team should start doing, stop doing, or be doing differently. Fourth, a decision is made regarding retaining, rewarding, training, transferring, promoting, demoting, or terminating the employmemt of an individual.

Seeing the Forest but Missing the Trees: The Role of Judgments in Performance Management

2015 ◽  
Vol 8 (1) ◽  
pp. 102-108 ◽  
Author(s):  
John P. Meriac ◽  
C. Allen Gorman ◽  
Therese Macan
Keyword(s):  
Social Context ◽  
Performance Management ◽  
Holistic Approach ◽  
Research Literature ◽  
The Social ◽  
Performance Judgments ◽  
Organizational Stakeholders

Various solutions have been proposed to “fix” performance management (PM) over the last several decades. Pulakos, Mueller Hanson, Arad, and Moye (2015) have presented a holistic approach to improving PM in organizations. Although this approach addresses several key elements related to the social context of PM, namely the buy-in of organizational stakeholders, timely and regular feedback, and future-directed feedback, we believe that several robust findings from the PM research literature could further improve this process. Are Pulakos et al. looking at the forest but missing the trees? In the following commentary, we offer several reasons that performance judgments and perhaps even informal ratings are still operating and occurring in the proposed holistic system. Therefore, advancements in other areas of PM research may offer additional ways to fix PM.

scholarly journals Implementation of criteria-based audit to reduce patient’s burdens and improve efficiency in hospital management

2019 ◽  
Vol 17 ◽  
pp. 205873921982824
Author(s):  
Hongqi Gao ◽  
Heyong Niu ◽  
Jiyue Shi
Keyword(s):  
Performance Appraisal ◽  
Evaluation Criteria ◽  
Hospital Management ◽  
Social Background ◽  
Professional Standard ◽  
Basic System ◽  
Effective Management ◽  
Management Performance ◽  
Hospital Department ◽  
The Social

This article aimed at exploring the implementation of criteria-based audit (CBA) to reduce patient’s burdens and increase efficiency in hospital management. The social background and CBA definition were evaluated by screening using the new 3A grade hospital evaluation criteria. The confirmation of the hospital-department two-level CBA management performance appraisal was based on six core indicators (2A4P). The feasibility of CBA was evaluated by comparing the changes of 2A4P before the implementation of CBA management performance appraisal and 1 year after the implementation of CBA. The 2A4P data in 2017, 1 year after the implementation of CBA performance appraisal, showed a significant improvement ( P < 0.05 or P < 0.001) than before the CBA implementation in 2016. CBA supports the management to meet the objectives in the basic system, standardization, and service, which significantly optimizes the 2A4P data, therefore helping achieve the goal of reducing burdens and increasing efficiency. CBA is an effective management performance appraisal model to evaluate the basic system and the professional standard of modern hospitals under the current social background.

Improving performance appraisal

2017 ◽  
Vol 31 (4) ◽  
pp. 36-39
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Personal Development ◽  
Content Type ◽  
Competitive Edge ◽  
Strategic Resources ◽  
The Social ◽  
Development Plans ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings It has become something of a cliché to point out that a firm’s most important asset is its workforce. Yet in these increasingly challenging times, such reasoning remains as pertinent as ever. Human capital and the social networks that employees create are now viewed as key strategic resources. The more judicious companies clearly subscribe to this belief. Employee development is a top priority in the quest to secure and sustain a competitive edge over rivals. Despite this commitment, questions have been raised about the effectiveness of performance management. Most organizations tend toward the conventional approach whereby appraisals take place just once or twice a year. Under this system, the gap between reviews is a minimum of six months. Managers thus often struggle to properly address issues which do not occur close to these points. One significant consequence of this weakness is growth in the use of personal development plans (PDPs) as a viable alternative. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The Social Context of an Epidemic

1987 ◽  
Vol 32 (12) ◽  
pp. 1004-1007
Author(s):  
Gregory M. Herek
Keyword(s):  
Social Context ◽  
The Social
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