“They Care, We Share”- Perceived Fairness in Performance Appraisal Systems on Knowledge Sharing

The strategic importance of knowledge especially under dynamic business conditions makes it imperative to primarily understand the creation of the knowledge base. This paper employs mixed-method approach to understand the various triggers that motivate the knowledge sharing behavior of the IT employees working in Indian firms. Firstly, a qualitative study that comprised of thirteen in-depth interviews aimed to capture the participants’ understanding of, the context and the factors that trigger knowledge-sharing behavior. The fairness in performance appraisal, manager’s support, and career success were found to be the key triggers. Then, a quantitative study of 105 IT professionals examined the effect of the identified variables. Results suggested a positive relationship between perceived fairness in performance appraisal and knowledge-sharing behavior and the mediating role of career and hierarchical success between perceived fairness in performance appraisal system and knowledge-sharing behavior. The implications for both theory and practice have also been discussed in detail.

A mixed methods analysis of the magnitude and associated factors of time management practice among primary hospital employees in North Gondar, Ethiopia

Time management contributes to work efficiency, maintaining balance, and job satisfaction by promoting productivity and success. Most people believe they have so much to do and not enough time, and they attribute their unmet expectations, poor results, and low productivity to a lack of time. The aim of this study was to determine the magnitude and associated factors of time management practice among primary hospital employees in North Gondar, Ethiopia.From March 15 to April 28, 2017, a hospital-based cross-sectional mixed methods (both quantitative and qualitative) study design was conducted in North Gondar Zone. For the quantitative part, pre-tested, standardized questionnaires; as well as an interviewer guide for the qualitative part of the study were used for data collection. Using a random sampling technique, 391 employees were completed the questionnaires. A multivariate and bi-variate logistic regression analysis at AOR with a 95% CI and a p-value of < 0.5 were used to identify significant factors of the study. For qualitative data, thematic content analysis was performed. A total of 391 participants (a response rate of 92.6%) took part in the study. The number of participants who practice time management was 56.4% (95% CI: 49.3%, 61.7%). Organizational policies (AOR: 2.16; 95% CI: 1.02, 4.68), performance appraisal systems (AOR: 2.11; 95% CI: 1.32, 4.66), compensation and benefits system (AOR: 4.18; 95% CI: 2.18, 7.99), employee planning experience (AOR: 2.86; 95% CI: 1.42, 5.75), and residence (AOR: 2.08; 95% CI: 1.08, 4.01) were found predictors of time management practice among primary hospital employees. Overall, there was a moderate level of time management practice in the study area. Significant factors found were organizational policies, compensation and benefits packages, performance appraisal systems, planning experience, and residency. Therefore, managers need to develop an intervention to address all the above factors in order to improve time management practice of primary hospital employees at work.

The Performance of Performance Appraisal Systems: A Theoretical Framework for Public Organizations

Performance appraisal (PA) plays a strategic role in public sector human resource management (HRM), acting as a driver for better performance. Drawing from previous theoretical research on the social context of performance appraisal systems and their effectiveness, the study develops a generalizable theoretical framework for classifying performance appraisal systems according to their structural and process proximal variables: purpose, rating source, and structured face-to-face feedback sessions. Through a multiple case study analysis, the theoretical framework has been applied to a sample of Italian PA systems for senior civil servants, aiming to explore the relationship between the structural and process proximal variables of PA systems and rating discriminability, intended as a measurement of performance effectiveness. The results show that the framework accurately represents the variation of the design of performance appraisal systems in the Italian context, highlighting the central role played by multi-source feedback and face-to-face rater-ratee interactions in promoting rating discriminability.

Academic performance appraisal systems: design, fairness and effectiveness

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 All employment is evaluated, appraising processes and performance and setting goals for the future. Performance appraisal systems (PAS) are usually performance-based, looking at clearly defined quantitative and short-term goals, criteria and procedures. Such a system is not as appropriate for knowledge-based work as in academia, where the work is typically non-routine, complex, intrinsically motivated, qualitative and collaborative. An effective PAS relies on perceived procedural justice and if the employee views procedural (processes) and distributive (rewards) justice to be fair. Increased perception of fairness leads to increased performance and organizational effectiveness. 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.

Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model

PurposeThe purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.Design/methodology/approachThe literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.FindingsFirst, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.Practical implicationsThe authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.Social implicationsCitizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.Originality/valueThe paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.

THE IMPORTANCE PERFORMANCE ASSESSMENT AND ITS IMPACT ON IMPROVING PERFORMANCE OF PUBLIC SERVICE ORGANIZATIONS IN SOUTH TANGERANG CITY

So far, the performance appraisal of an organization is inaccurate because the assessment is only based on employee compliance with their superiors without providing an assessment based on the contribution made by the employee to the organization. This certainly impacts the employee’s weak motivation, so that it can affect organizational performance, which affects the quality of public services. This research tries to present the analysis of employee performance appraisal by emphasizing the determined qualities (competencies) to improve the performance of public service organizations in Indonesia. It can be seen that performance measurement can be used as a reference as a measure of the performance of an organization. The research was conducted using a literature review study. And use a qualitative approach in analyzing the data presented in the study. The study found that their direct superiors generally evaluate employees. Concerning the frequency of promotion in o organization, each leader explains that the organization has a clear pattern in determining the promotion and position. This is the authority of management. However, sometimes organizational leaders allow biased factors such as gender issues, appearance problems, specific ethnicity or race or feelings of hatred towards someone. Affect their judgment. Unless appraisals are based on actual job performance, they will continue to be conducted without the goals often required in fair performance appraisal systems.

Institutionalization and Evaluation

When all changes have been approved and implemented, steps must be taken to create mechanisms that will institutionalize the changes, to ensure that they become part of the normal culture and operating systems of the organization. This will involve changes to policies and procedures and perhaps staff training. Job descriptions and performance appraisal systems may need to be modified to support the new systems. These processes should not be seen as static, but should be monitored and assessed for adjustments and continuous improvement. A good evaluation of a change process can be useful to show improvements to stakeholders, such as boards, policymakers, community members, funding organizations, and others. Having staff see vivid examples of the success of something that was probably very demanding of their time and maybe their psyches should give them some satisfaction as well as more optimism about their future in the organization.