EMPLOYEE PERFORMANCE APPRAISAL AND ITS IMPLICATION FOR INDIVIDUAL AND ORGANIZATIONAL GROWTH

2012 ◽  
Vol 01 (09) ◽  
pp. 92-97
Author(s):  
Chris Obisi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Appraisal System ◽  
Organizational Growth ◽  
Management By Objectives ◽  
Effective Performance ◽  
Invaluable Tool ◽  
The Individual

Organizational performance and its resultant efficiency and effectiveness can only be achieved when individuals are continuously appraised and evaluated. The inability of organization to install an effective performance appraisal strategy has hindered them from achieving competitive advantage which they require more now than ever before. Appraisal processes are not systematic and regular and often characterized by personal influences occasioned by organizations preoccupation to use confidential appraisal system which hinders objectivity and fairness. Often organizations ignore management by objectives, critical incidents to personal prejudices. This is retrogressive as it affects the overall performance of the individual. 360 degrees appraisal method whereby superiors and the appraise their subordinates, subordinates appraise their superior and the appraisee appraise himself or herself and the average of all the appraisal taken to arrive at the final appraisal outcome should be now be considered by organizations. Also post appraisal counseling whereby the appraisal outcomes are analyzed to explain strengths and weaknesses and set agenda for better future performance. Organizations should stop giving less attention to the evaluation of their employees and recognize that organizational training needs can only be identified from performance appraisal outcomes. It is an invaluable tool but in the hands of human resource management officers to continuously evaluates and audits the performance of its employees in other to help organizations win competitive advantage.

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 Problems associated with the management of performance appraisals in universities: The case of Ghanaian Public Sector Universities

2008 ◽  
Vol 5 ◽  
pp. 134-152
Author(s):  
E. O. Agyenim-Boateng
Keyword(s):  
Public Sector ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Administrative Staff ◽  
Appraisal System ◽  
Public And Private ◽  
Study Approach ◽  
Effective Performance ◽  
Appraisal Systems

The use of performance appraisal, a presence of the private sector organisations, has now become wide spread and has grown to include previously untouched organisations and occupational hierarchies such as secretarial and administrative staff in both the public and private sectors. However, verv little has been reported in the literature concerning the perceptions and experiences of the universities in developing countries relating to performance appraisals. This study therefore sought to explore performance appraisal systems in the Ghanaian public sector universities to consider the perceptions and experiences of the administrative staff about the problems associated with the performance appraisal systems of the universities. The study adopted an exploratory, descriptive and evaluative triangulation case study approach and generated data through semistructured interviews and self-completing questionnaires from 401 university employees in Ghana from four of the six public sector universities. Both quantitative and qualitative methods of analysis in the form of frequencies, percentages, means, graphs and content analysis were used to analyse the data. The results indicate that generally the perceptions of the administrative staff conceming the effectiveness of the present performance appraisal systems of the universities were skewed towards dissatisfaction because they lacked essential characteristics of an effective performance appraisal system. These include lack of c1early formulated and defined policies and objectives, performance measures, effective staff participation and training and development that could make them effective. The study concludes that there is a need for the universities to recognise their employees as valued resources and treat them as a source of competitive advantage which have to be strategically managed to achieve improved employee performance and development as well as the effectiveness of the universities.

scholarly journals The Effectiveness of Employee Performance Appraisal System in Health Sector: Evidence from Iranian organizations

2021 ◽  
Vol 16 (4) ◽  
pp. 36-44
Author(s):  
Abbas Homauni ◽  
Ali Mohammad Mosadeghrad ◽  
Ebrahim Jaafaripooyan
Keyword(s):  
Organizational Performance ◽  
Performance Appraisal ◽  
Performance Metrics ◽  
Employee Performance ◽  
Statistical Tests ◽  
Health Sector ◽  
Appraisal System ◽  
Performance Appraisal System ◽  
Assessment Performance ◽  
And Performance

Introduction: Performance appraisal is a formal process to review and improve the organizational performance of employees regularly. Despite the appropriate organizational frameworks for performance appraisal, they are not apparently addressing the operational realities of health care organizations. This study thus aimed to examine the effectiveness of the current performance appraisal system of employees at Tehran University of Medical Sciences (TUMS) from the perspective of employees. Methods: The data were collected from 504 TUMS employees using researcher-developed questionnaire following the validation. It consisted of 46 questions covering such various dimensions as performance expectations, communication of performance objectives to employees, self-assessment, performance metrics, surveyors, and performance appraisal results. ANOVA, t-test, Post hoc and Tukey statistical tests were used during analysis process by SPSS 22. Results: The performance appraisal system was not found as effective as expected from the employees’ perspective and the scores for all its dimensions dropped below the average. The overall performance appraisal score was 2.71 (out of 5). There was also a significant correlation between the employees’ education and organizational job group and the score of performance appraisal (p<0.0001). Conclusion: The current appraisal system according to the results is not well functioning. Therefore, it seems necessary to make urgent changes. The lack of active participation from employees and managers in performance appraisal development process, and the subsequent low motivation to improve their performance seems to be a persistent challenge. A fairly desirable solution might be to decentralize the appraisal processes rendering more authority to managers and supervisors along with empowering managers.

Development of A Decision Support System on Employee Performance Appraisal using AHP Model

2018 ◽  
Vol 2 (4) ◽  
pp. 262 ◽  
Author(s):  
Stephen Gbenga Fashoto ◽  
Onyebuchi Amaonwu ◽  
Adenrenle Afolorunsho
Keyword(s):  
Decision Support ◽  
Decision Support System ◽  
Performance Appraisal ◽  
Support System ◽  
Employee Performance ◽  
Academic Staff ◽  
Teaching Quality ◽  
Appraisal System ◽  
Personal Skills ◽  
The Individual

Many employees’ performance appraisal systems lack business standard irrespective of the organization. Performance appraisal system differs depending on the type of work and job description in an organization. Most organizations lack scientific technique for rating their employee’s performances. In this case, a decision support system will help organizations to have a standardize way of performance appraisal and make the appraisal process transparent, fair and just. Analytical Hierarchy Process (AHP) was used in this paper to evaluate employees performances based on five criteria: personal skills, initiatives, teaching quality, method of teaching and research in which case each of the criteria was divided into sub-criteria; and by applying the Decision Support software for evaluating employees performance in line with the individual objectives required to meet the overall organizational mission. The result obtained showed that the consistency ratio (CR) of the five criteria is C.R = 0.0976 which showed that there is consistency in all the criteria in appraising the performance of an academic staff in Kampala International University (KIU) except research. Therefore, personal skills, initiatives, teaching quality and method of teaching are consistent and valid factors while research has not been consistent in appraising an academic staff in KIU despite the weight (47%) attached to it.

scholarly journals The correlation between polygamy and educational achievement of children

2021 ◽  
Vol 58 (1) ◽  
pp. 2532-2539
Author(s):  
Aeshah saif Alahmadi, Najla Mohamed Alqhtani
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Work Performance ◽  
Management Practices ◽  
Educational Achievement ◽  
Recent Past ◽  
Appraisal System ◽  
Managerial Decision ◽  
Appraisal Systems

Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.

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.

Sign in / Sign up

Export Citation Format

Share Document