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Relative performance evaluation (RPE) is a widely practiced employee appraisal process in the services industry. In a global delivery model, teams are spread across different geographical locations. The team members work on various tasks under the guidance of different managers and at times under more than one manager for performing the same task. Such complexities make RPE of the team members quite challenging. The paper proposes a methodical step-by-step approach to simplify the evaluation process without compromising on the rigour.

RPE has followed three different approaches. First is the traditional way, wherein evaluators had a common meeting to discuss and arrive at relative evaluation and ranking of members of the peer group employees. In the second, the number of evaluators and employees in a peer group were split in to 2 subgroups. The evaluators provided independent ratings and rankings. Simple mathematical tool then derived the combined ranking. In the third approach, each evaluator evaluated each employee in the peer group and provided the relative ranking for each employee. Again, mathematical tools provided the final ranking considering inputs from all evaluators. All the three evaluation approaches were analysed through an inter-rater agreement method.

All the three approaches for evaluation provided similar results giving confidence that less time-consuming methods could be adopted by evaluators without compromising on the rigour of the evaluation. The outcome of the exercise proved effective as the complaints reaching the ombudsmen reduced as compared to the earlier years. Considerable evaluation time was also saved. The study described in this paper is carried out in a non-unionized, Indian private sector services firm. Its effectiveness in other set ups is yet to be tested.

The research is carried out in the Indian Engineering services firm operating in the Knowledge based sector. Though study results are encouraging, the adaptability of methodology across different sectors and geographies is yet to be tested. More broad based studies are needed to evaluate suitability across firms and regions.

Relative evaluation exercise is challenging for evaluators. Although openness in evaluation is desired, it also makes evaluators uncomfortable in appearing to be taking sides or being opposing a candidate's ranking. The proposed approach brings in anonymity to each evaluator without scarifying individual evaluation.

The proposed methodology can be deployed across different services industries as the proposed methodology is business domain agnostic. It can be easily ported and tailored to align with an individual organization's evaluation philosophy. The suitability and effectiveness of the method can be studied under various types of firms like manufacturing, private, public, NGO, labour oriented, etc. As the proposed method reduces efforts, the stake holders can focus on understanding the relation between employee performance measurement, employee engagement, and long-term outcomes related to employee performance evaluation.

The proposed employee evaluation method leverages inter-rater reliability and agreement tool as a consensus approach to the relative performance ranking exercise. Such an approach to relative performance ranking is original as no prior studies with such an approach are found in the existing Literature.

This study aimed at developing and testing a model to evaluate employee performance in Isfahan municipality.

A mixed-method design is applied in this study. To extract the model, a semi-structured interview based on the thematic analysis approach was employed. The qualitative data were obtained using a researcher-made questionnaire from a sample of 12 municipal experts selected based on purposive sampling. In the quantitative phase, the sample consisted of 76 managers and interim managers. The validity of the questionnaire was determined by the content validity index, while the structural validity was tested based on structural equation modeling using SmartPLS software. The reliability of the questionnaire was confirmed using Cronbach's alpha and composite reliability indices.

The factors obtained in the qualitative model included performance evaluation criteria, the desired time interval for performance evaluation, results announcement, performance evaluation approach, performance evaluation method and evaluator-related variables. There should have been an agreement between evaluators and those who were evaluated in all components of the model. In the quantitative section, performance evaluation criteria, evaluators, the evaluation method and time interval were confirmed with coefficients of 0.871, 0.815, 0.646 and 0.615, respectively.

The novelty of this study is that it uses a mixed-method research approach to extract a performance evaluation model that is specific to the Isfahan municipality.

The novelty of this study is that it uses a mixed-method research approach to extract a performance evaluation model that is specific to the Isfahan municipality.

Reports findings from a survey designed to measure the consistency and congruity of HR performance evaluation systems with quality management precepts in UK‐based quality‐focused organisations. Twelve a priori features of HR performance evaluation were used to measure HR performance evaluation systems. Since a fundamental reason for the purported incompatibility between TQM and HR performance evaluation is the assertion that most variance in performance is caused by system factors, and due to indications from various sources that HR performance evaluation focuses managerial attention on person factors rather than on system factors, the survey was also developed with the intention of discovering the extent to which these system criteria are used for measuring employee performance. The findings confirm that most HR performance evaluation systems fail to meet quality management expectations and contradict TQM assumptions about individual and system performance.

The topic of employees’ unethical pro-organizational behavior (UPB) has attracted more and more interest in both practice and academic fields. However, previous studies have mainly investigated the antecedents of UPB and little research has discussed the outcome variables. This study aims to provide a comprehensive understanding of the effect mechanism of UPB on employee performance evaluation rated by a supervisor through a leader-member exchange (LMX) and the moderating role of supervisor bottom-line mentality (BLM).

This study used a sample consisting of 304 employees and 96 supervisors in several manufacturing firms in China. The authors used hierarchical linear modeling to test the hypotheses, as this was cross-level research. In addition, this paper also uses Mplus7.4 to test the moderating effects of supervisor BLM on the indirect effects between the UPB and performance evaluation by a moderated path analysis.

The results confirm that UPB is positively related to performance evaluation rated by supervisors. Additionally, the mediating effect of LMX in the relationship between UPB and performance evaluation is successfully demonstrated. Furthermore, supervisor BLM cross-levelly moderates the relationship between UPB and LMX, as well as moderates the mediation effect of LMX on the correlation between UPB and performance evaluation.

The primary contribution of this research is building a cross-level model for the effect of UPB on followers’ performance evaluation scored by the supervisor and thereby extending the nomological networks of both UPB and performance evaluation literature. Another contribution the study makes to the literature is that it provides a new perspective to understand how UPB relates to followers’ performance evaluation.

This is the first study about how and when UPB predicts followers’ performance evaluation rated by the supervisor.

The paper uses social cognitive theory to explore reactions to performance evaluation processes as situated cognitions by examining the relationship between key elements of employees’ schemas about an organizational environment, preparation for evaluation, and these reactions. The paper aims to discuss these issues.

Survey of 260 employees of eight organizations in a Midwestern US city.

Job resource adequacy, communication adequacy, coworker relationships, and preparation time are significantly and positively associated with employee reactions to performance evaluation processes. Preparation time moderates the association between organizational context and employee reactions.

A social cognitive perspective on performance evaluation broadens the scope of extant research. This study is limited by cross-sectional design but opens the door to future experimental and longitudinal research.

Performance evaluation processes are situated in an organizational context. Organizational interventions to improve perceptions of this key process could focus on better communication and encouraging preparation, especially if job resources are less adequate.

This research contributes to the performance evaluation literature by applying social cognitive theory to performance evaluation reactions as situated cognitions, calling attention to the broader organizational context in which these processes occur.

Purpose – The purpose of this study is to investigate the process by which nonfinancial performance measures affect employee perceptions of how fair are their organizations' performance evaluation procedures. With increased interest in performance measurement systems that rely heavily on nonfinancial measures (e.g., balanced scorecard), it is important to understand the ramifications of these measures.

Methodology – Data are drawn from mail survey questionnaire responses of 121 Australian managers and analyzed by structural equation modeling.

Findings – The results provide support for the proposition that employees perceive the use of nonfinancial measures as fair. However, these effects are found to be indirect through (1) the enhancement of employee role clarity, and (2) the enhancement of the trust the employees have in their supervisors.

Research limitations and practical implications – This study does not directly address the issue of whether nonfinancial measures will ultimately lead to improved overall organizational performance. However, the results do suggest that the use of nonfinancial measures for employee performance evaluation is beneficial. Hence, there may scope for increasing their role in the workplace. This may ultimately lead to improved organizational performance.

Value of paper – The current interest in multidimensional performance systems clearly necessitates systematic empirical investigation to ascertain their effectiveness and benefits. This study contributes in this regard by focusing on nonfinancial measures, a key component of multidimensional performance measurement systems. It also adds to our understanding of the process by such systems influence employee reactions and ultimately overall organizational performance.

The purpose of this paper is to develop a framework for predicting three facets of employee performance (quality, innovation and efficiency) based on the evaluation of individual (self and occupational), group (collective) and organizational (means) efficacies.

A sample of 109 managers employed mainly in high-tech industries evaluated their employees’ quality, innovation and efficiency performance. The employees’ efficacies were also evaluated on three organizational levels.

Evaluation of employees’ self-efficacy accounted for most of the explained variance for all performance facets. Evaluation of group efficacy added incremental explained variance to the general performance as well as to the innovation performance and efficiency performance. Evaluation of means efficacy (provided to employees) added incremental explained variance to the general performance as well as to the innovation performance and the efficiency of performance. Male managers differed from female managers in their predictions of employees’ performance.

This is the first study to examine the concurrent effects of four types of efficacies, based on three organizational levels, in predicting performance. It also examines three facets of performance instead of only a general performance measure. It presents a model of the relative importance of these efficacies in predicting facets of performance.

Purpose – The adoption of performance measurement and evaluation systems comprising nonfinancial measures has rendered the investigation of behavioral consequences of such measures an increasingly important research issue. The purpose of this study is to investigate the process by which the use of nonfinancial measures affects employees’ perceptions of procedural fairness. It proposes that the effects of nonfinancial measures on procedural fairness are indirect through the mediating variables of (1) job relevant information and (2) role clarity.

Methodology – Data collected from a survey of 276 managers in different functional areas are used to test the models. The data are analyzed using structural equation modeling (Partial Least Square).

Findings – Results from structural models indicate that the use of nonfinancial measures has a positive impact on job relevant information, role clarity, and procedural fairness. In addition, the findings suggest that the use of nonfinancial measures is indirectly related to procedural fairness through job relevant information and role clarity. Specifically, the results indicate that the use of nonfinancial measures affects job relevant information. Job relevant information then influences role clarity. Role clarity, in turn, is positively related to procedural fairness.

Value of paper – This study provides systematic empirical evidence on how the use of nonfinancial measures for performance measurement and evaluation can affect employee perceptions of procedural fairness. It helps organizations to understand how this process occurs and provides them with some assurance that the adoption of nonfinancial measures may be beneficial particularly through the higher information content of such measures and the consequential enhancement of employee role clarity and perception of fairness. By studying the effects of nonfinancial measures, in isolation, this study also helps to demonstrate to organizations that some of the beneficial effects on employee outcomes found by prior management accounting studies involving a combination of financial and nonfinancial measures may be achievable from the use of nonfinancial measures alone without the need of financial measures. This may assist organizations in designing simpler performance measurement systems.

Managers encounter many decisions that require the simultaneous use of different types of data in their decision‐making process. A critical decision area for managers is the performance evaluation of personnel, whether individually or as a member of a team. Performance evaluation is critically essential for the effective management of the human resource of an organization and evaluation of staff that help develop individuals, improve organizational performance, and feed into business planning.

Performance evaluations require and often involve disparate types of information that are vague, incomplete, objective, and subjective. This paper proposes a performance evaluation system of employees considering various performance evaluation criteria using fuzzy logic. The main task in the proposed approach involves determining the performance indices of employees considering their respective performance in various qualitative and quantitative evaluation criteria and then selecting the best employee who holds highest performance index comparing all the indices.

A model is developed for any kind of organization where performance evaluation is significantly important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Fuzzy control is used to determine the overall performance index by combining results of the performance in selected criteria and provided it in numerical values which will undoubtedly ensure convenience of the concerned human resource personnel during performance rating calculation.

This is the first time, a performance evaluation model is developed using fuzzy approach for any kind of organization where performance evaluation is significantly important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff.