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This paper delineates the distinctive nature of appraisal politics perceptions (referenced to organizational politics) experienced by appraisees (APAP) as a form of hindrance work stressor that is more episodic than chronic, salient during the PA rating and reward decisions. The study argues and attempts to establish empirically that due to its distinct nature, it causes both short-term episodic strain and long-term chronic strain. Further, the study investigates the distinctive role played by appraisee's hard and soft influence behaviour as a coping mechanism moderating the influence of APAP as a stressor on strain variables in Indian organizational context that ferments politics.

The data was collected using self-reports from 407 employees in Indian organizations using survey method. Multivariate analyses including moderating tests were used for testing the hypotheses.

Only the episodic components of the APAP-appraiser's rating politics and pay and promotion politics were significantly related to anxiety felt by appraisees during PA – an episodic measure of strain. All three APAP components were significantly related to the chronic strain measure of dissatisfaction. There was modest support for the role of influence tactics (IT) as a coping mechanism attenuating the negative relation of APAP with the dissatisfaction variables as chronic strain measures. Contrary to the hypothesis, softer tactics exacerbated the APAP–PA anxiety relation, indicating the episodic nature of stressor and strain.

The study contributes significantly to enhance the understanding about the nature of Appraisal politics.

Media coverage of police activities is substantial and makes for “eye‐catching” headlines. Most people in the UK will remember the riots of 1981 and how policemen battled against overwhelming odds. Equally, the story of the young, brave policeman who attempts, and is injured in the process, to arrest treacherous villains, induces waves of sympathy from a probably, very middle‐class public. Best of all, are the stories of corrupted policemen who, detected and apprehended, generate in us all that slight feeling of insecurity which makes for excellent gossip.

The improvement of performance appraisal systems is a matter of sharing a social definition of performance appraisal that is congruent with the original intent decided by the organisation. The management development professional can aid the process by being educated about appraisal systems, analysing the potential benefits to the organisation, and accepting that all appraisers need training. To help performance appraisal reach its fullest potential, management development professionals need to be political strategists, appraisal system experts, trainers, salespeople and catalysts, in combination.

The Korean economy has moved from being a role model, with various impediments to its future development now identified. Some of the problems concern its manufacturing nationalized industries with debate over their “efficiency”, with high costs of production, wastage of materials and human resources, combined with poor quality. At the same time, there is also a feeling that nationalized industries are not discharging their “responsibilities” to society. While the focus of this paper is a segment of Korean management and business, it has more general and wider relevance to other sectors and counties. The main purposes of this study are to highlight the environmental factors under which nationalized industries operate; draw attention to problems stemming from them that negatively affect efficiency and management; and make some tentative recommendations for possible reforms.

Upward appraisal involves staff having a formal input into their manager’s or supervisor’s performance appraisal. Reviews the rationale for the adoption of upward appraisal systems for manager’s, and identifies a number of key factors likely to contribute towards the more widespread use of upward appraisal. Describes upward appraisal systems in practice, reviewing what they are used for, who is appraised, what is appraised, and how the appraisals are conducted. Then discusses the effectiveness of upward appraisal, paying particular attention to its acceptability to managers, subordinates and trade unions. Finally, considers whether the transplant of what is largely an American practice can be more widely achieved in the UK and proposes some areas for future research.

This article examines staff participation and involvement in Swiss public organisations that are undergoing major administrative change. Officially, the new public management reforms have the following objectives: more organisational autonomy; increased organisational flexibility and adaptability; more responsiveness; and greater productive capacity. All these objectives are intended to be attained, in part, by increasing staff participation and involvement. After evaluating some of the new public management projects the paper identifies a number of obstacles which are preventing the achievement of government objectives. The paper concludes that the reforms are producing contradictory expectations that may be undermining the achievement of the government reforms.

Previous research provides adequate evidence on performance management (PM) for hospitals and healthcare providers; however, less is known about their individual and PM appraisal process. Additionally, there is limited research exploring PM in the Middle Eastern context. This study investigates PM practices in the Middle Eastern healthcare industry.

This study adopts the qualitative research methodology through semi-structured interviews of healthcare professionals in Kingdom of Saudi Arabia and the United Arab Emirates. Thematic analysis was adopted for analyzing this qualitative data.

The main findings have uncovered different facets of appraisal challenges for both the appraiser (i.e. manager) and the appraisee (i.e. employee). These challenges include communication deficits, lack of goal setting standards and regular meeting updates in order to ensure employee satisfaction and motivation in the workplace.

This study has significant implications for policymakers in Middle Eastern hospitals in terms of implementing PM for their staff. Moreover, future studies can conduct in-depth analysis and provide comparison between public and private sectors in the Gulf countries.

This study is one of the first to portray challenges involved in conducting PM in the Middle East healthcare sector specifically in the UAE and Kingdom of Saudi Arabia (KSA), both from the perspectives of the appraiser and appraisee.

The assessment of job performance is one of the most vexed problems of organisational administration. It is a problem perennially avoided by managers, yet it is one which will not go away. Without some indicators of achievement, we are told, accountability for the deployment and use of resources becomes a mockery, and organisational control is rendered impossible. Yet for one or more persons to sit in judgment on the job performance of another is, to say the least, distasteful to some, and indeed inimical and deeply offensive to not a few. PERFORMANCE APPRAISAL, as it is called, is thus a paradox. The logic of efficiency demands it, but equally strongly the logic of sentiment rejects it as unacceptable. What, then, is to be done?

This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice.

The research is based on a sample of 170 respondents who answered a questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and organizational justice.

The results show that procedural, distributive and interactional justice are related with different elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of organizational justice. The PA criteria are related to procedural justice.

The main limitation is that the research provides information based only on one source, that of the appraisee. However, it highlights the role of employee satisfaction to organizational justice, linking different sources of satisfaction to different elements of justice.

This paper has practical implications for HRD, as it provides HR practitioners with suggestions on how to increase the perceived justice of the PA system.

The value of this paper is to HR practitioners who design PA systems, and also managers acting as appraisers of their subordinates.

Investigates the management of change in a UK manufacturing company and reports data gathered from two sources within the company ‐ interviews carried out on‐site with senior managers concerning key managerial practices enacted by the company and self‐report questionnaires completed by employees. Uses data collected at two time points, approximately two years apart. Observes, from the findings, a common internal desire for organizational change, especially from a product/market perspective: efforts have been made to improve internal communications and re‐design certain jobs. Finds that emphasis on quality initiatives has been enhanced by greater customer focus, improved product appearance and better measurement of quality. Notes that changes in human resource management have included the formalization of issues such as training, the introduction of a novel performance appraisal scheme for managers and technical specialists, and the active pursuance of Investors in People accreditation.