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Article
Publication date: 1 March 1989

Luis R. Gomez‐Mejia

The objectives of performance appraisal are outlined, and theproblems with performance evaluation are examined. Race, age and sexdiscrimination are discussed in relation…

Abstract

The objectives of performance appraisal are outlined, and the problems with performance evaluation are examined. Race, age and sex discrimination are discussed in relation to Equal Employment Opportunity Commission guidelines. A performance appraisal model is laid down with step by step guidelines. The model is assessed against the key objectives of performance appraisal.

Details

Journal of Managerial Psychology, vol. 4 no. 3
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 1 April 1999

Nelda Spinks, Barron Wells and Melanie Meche

Examines the role of appraisals as a way of improving productivity and effectiveness within successful organizations. Identifies ways in which appraisals help both…

Abstract

Examines the role of appraisals as a way of improving productivity and effectiveness within successful organizations. Identifies ways in which appraisals help both employers and employees. Suggests that there is room for improvement in most performance appraisals and discusses various ideas. Computer software is one of the ways in which performance appraisals can be dealt with more proficiently. This article evaluates the three leading software programs available currently and provides a comparison of the features. Concludes that the products do not solve all the problems encountered in performance appraisals, but do give structure to the process and make this sort of appraisal easier to conduct.

Details

Career Development International, vol. 4 no. 2
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 November 1998

Laurence S. Fink and Clinton Oliver Longenecker

This paper reviews research findings from 149 managers who work in 22 different US manufacturing and service organizations concerning the top ten rater skills identified…

Abstract

This paper reviews research findings from 149 managers who work in 22 different US manufacturing and service organizations concerning the top ten rater skills identified as necessary to effectively conduct formal performance appraisals, and why organizations fail to conduct effective rater training with their managers. Four basic integrated stages in the performance appraisal process are identified. The key management skills required in each stage are discussed in terms of how they help organizations improve the operation and quality of their appraisals systems.

Details

Career Development International, vol. 3 no. 6
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 December 1996

John Edmonstone

Relates performance appraisal in the National Health Service to performance management and emphasizes the need for integration of diverse management initiatives…

Abstract

Relates performance appraisal in the National Health Service to performance management and emphasizes the need for integration of diverse management initiatives. Identifies the multiple purposes of appraisal and a number of perennial issues. Outlines rules of thumb for enabling appraisal systems and states that these form the basis for specifying success (and failure) criteria for the design of appraisal systems. Stresses the importance of the context within which appraisal exists.

Details

Health Manpower Management, vol. 22 no. 6
Type: Research Article
ISSN: 0955-2065

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Article
Publication date: 12 October 2015

Shahina Javad and Sumod S.D.

– Examines the weaknesses of many current performance appraisals and shows how to improve them.

Abstract

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.

Details

Human Resource Management International Digest, vol. 23 no. 7
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 13 February 2017

Clinton Longenecker and Laurence Fink

The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems.

Abstract

Purpose

The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems.

Design/methodology/approach

The authors synthesize 30 years of their research, including countless focus groups and surveys with managers at all levels, to identify the specific steps organizations can take to create value-added appraisal systems.

Findings

The paper explains ten key lessons for improving any organization’s performance appraisal system.

Practical implications

The authors believe that the lessons described in this paper can be applied in all organizations, and not to apply these lessons invites ineffective and potentially destructive appraisal practices.

Originality/value

The paper provides a unique set of lessons that organizations can use to design or re-design their performance appraisal systems and practices.

Details

Strategic HR Review, vol. 16 no. 1
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 1 January 1988

Gregory D. Rankin and Brian H. Kleiner

There appears to be no one best method of performance appraisal but there are certain common elements in all effective methods — clear performance goals, quantified levels…

Abstract

There appears to be no one best method of performance appraisal but there are certain common elements in all effective methods — clear performance goals, quantified levels of performance must be clear, personal rewards should be tied to organisational performance, supervisor and employee should identify ways to improve the latter's performance and implement a plan together, feedback should be provided to the appraiser, and the system must comply with all legal requirements.

Details

Industrial Management & Data Systems, vol. 88 no. 1/2
Type: Research Article
ISSN: 0263-5577

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Book part
Publication date: 20 July 2017

Paul E. Levy, Steven T. Tseng, Christopher C. Rosen and Sarah B. Lueke

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed…

Abstract

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

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Book part
Publication date: 1 July 2014

Emilija Djurdjevic and Anthony R. Wheeler

The current chapter focuses on environmental and organizational factors that affect the performance appraisal context, performance evaluations, and rating accuracy…

Abstract

The current chapter focuses on environmental and organizational factors that affect the performance appraisal context, performance evaluations, and rating accuracy. Drawing on the extant literature and focusing on current organizational practices, we propose a dynamic multi-level model of performance rating that takes these distal factors into consideration. In doing so, we also provide propositions explicating causal linkages between these distal factors, more proximal performance appraisal factors, and ultimately the accuracy of performance ratings. Furthermore, we identify current and emerging directions in performance appraisal research and practice. The implications of the current and emerging trends are then discussed in the context of our proposed model.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78350-824-2

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Article
Publication date: 4 March 2021

Khahan Na-Nan, Jamnean Joungtrakul, Ian David Smith and Ekkasit Sanamthong

To develop and validate an instrument to measure the problems associated with performance appraisal.

Abstract

Purpose

To develop and validate an instrument to measure the problems associated with performance appraisal.

Design/methodology/approach

The implementation was in two phases. Phase 1 involved the development and validation of an instrument to measure the problems with performance appraisal. Phase 2 involved the exploration and confirm the construct measurement. Data used in Phase 1 were collected from interviews with administrators and employees in the automotive parts manufacturing industry and five experts. In Phase 2, data were derived from questionnaires sent to 320 employees of automotive parts manufacturers in the Eastern Region of Thailand.

Findings

Problems concerning performance appraisals were classified into two components as problems with the appraisal process and problems with the appraising person. The concepts, theories and interview results that were used to develop the instrument and assess problems with performance appraisals were consistent with the empirical evidence.

Practical implications

The developed instrument may be used to measure problem levels of performance appraisals in organizations with high accuracy and reliability. Findings may be used as guidelines for management to effectively reduce problems with performance appraisals. The instrument may also be used for research measurement of organizational problems concerning performance appraisal.

Social implications

Fairness, transparency and testability are aspects of effective management. Ignorance of problems in performance appraisals may have negative effects on a conducive working atmosphere and behaviors at the personal, group and organizational levels. Therefore, the findings of this study have social implications for the capability to examine fairness in employees' performance appraisals.

Originality/value

The instrument for measuring problems with performance appraisal was developed based on the combination of concepts, theories and interview and questionnaire data. This instrument facilitates human resource officers, managers and organizations in measuring the levels of problems with performance appraisals.

Details

International Journal of Quality & Reliability Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0265-671X

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