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

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.

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.

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.

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.

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.

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.

This article presents an investigation of the suitability of using quantitative or qualitative data for individual competencies assessment. Specifically, the primary purpose of this article is to identify if the results provided by quantitative and qualitative instruments focused on individual competencies are convergent.

In order to do the investigation proposed, a survey on individual competencies comprising a group of employees of the administrative area of a steel company was carried out. A total of 268 evaluations were collected and analyzed.

The analysis of the employee's performance appraisals provided by ratings and narrative comments indicates a low correlation between these assessments. The reasons for such low correlation include the qualitative assessments variability, the restricted list of competencies used in the quantitative assessments and the analytical format of quantitative assessments.

The study indicates that quantitative and qualitative assessments should be carried out jointly so that they can generate more comprehensive results. When the combined use is not possible, the quantitative approach is better suited for assessing performance, while the qualitative approach provides more valuable insights for boosting people development processes.

The purpose of this paper is to provide a qualitative analysis of change in order to understand which factors inhibit or, conversely, facilitate the enactment process of managers' performance appraisal and reward systems.

The problem is investigated empirically through a multiple case study approach. The change processes that result from the adoption of performance appraisal and reward systems in six Italian central government institutions are illustrated in detail.

The cases reveal differentiated patterns of organizational change and lead to a problematic overview. The desired technical and cultural organisational transformations are limited by an interplay of organisational and wider environment forces.

The findings are based on data from the Italian central government, and as such are not directly extendable elsewhere, although they may result to be of interest to other public sector organisations.

The paper offers a comprehensive view of organisational change processes, ranging from the initial decision to adopt a managerial instrument to the final use of this instrument. A theoretical framework combining two, apparently diverging approaches, neoinstitutionalism and organisational change management, is used to better understand the plural factors that influence the change processes.

The aim of this paper is to use psychological contracts theory to explore performance management practices in Mexico paying particular attention to the impact of national culture, social and structural factors.

The paper examines the content of psychological contracts from the viewpoint of both parties in the employment relationship – managers and employees – in the context of performance appraisals. It conducted focus groups and interviews at these two organizational levels in three different organizations.

Findings are organized around three themes: performance appraisal systems, the promises (fulfilled and unfulfilled) and the sources of terms and conditions as the content of psychological contracts for managing and participating in performance evaluation systems. For each theme the paper presents and contrasts the viewpoints of managers and employees.

Because of the sensitive cultural nature of performance appraisals, the findings help managers implement this process by explaining the underlying psychological contracts in Mexico. Specifically, employees experience the socio‐emotional behaviors that accompany performance evaluation and engage in the process at different levels of commitment. Both managers and employees respond according to their needs and what they perceive to be the company's reward.

Performance appraisal has received little attention from studies of psychological contracts, though it is a key practice in which work promises and rewards related to performance are made. In this study, the paper brings these two research streams together and apply it to a culturally unique setting.

Findings of studies on self‐appraisals conducted mainly in non‐educational settings indicate that self‐ratings are generously inflated, do not correlate with other sources, and show less reliability than ratings from counter‐positions. Reports on self‐appraisals in an educational setting using perceptions of teacher interns and their supervisors. Self – and supervisor appraisals were found to be significantly correlated, with self‐appraisals showing less leniency than corresponding supervisor appraisals. In addition, self‐appraisals were a better predictor of job satisfaction than supervisor appraisals.

Reports a study of procedures employed in staff appraisal in a Ghanaian university library over a period of 16 years. A total of 650 appraisal forms filled by 25 assessors in the Balme Library, University of Ghana were examined. The conclusions drawn indicate that the performance procedures used did not provide the information required for management decision making. Recommendations are made as to how the procedure could be made effective and efficient.

Inter‐rater agreement in a peer performance evaluation system was analyzed using a sample of 44 individuals who rated focal persons in seven teams. Objective information concerning individual performance on multiple choice tests, as well as information gleaned from individual contributions to team testing and team graded exercises, resulted in high inter‐rater reliabilities (assessed via ICCs) and strong criterion related validity for the performance evaluation instrument. A discussion centers on the effect of providing objective job performance information to evaluation participants.

The purpose of this paper it to report the findings of an empirical study into managers’ job performance. A new measure was developed from the literature to test and establish the multidimensional structure of managers’ contextual and task performance.

Field ratings by executives explicitly and simultaneously measured both managers’ contextual and task performance. A cross-sectional questionnaire was administered to a variety of public and third sector managers from a range of private, public and third sector occupations residing in (Western) Australia. A purposive sample yielded a response rate of 32 percent. Factor analysis was used to determine the items that constitute executives’ perceptions of managers’ performance using downward appraisal (i.e. by the person to whom a manager reports).

The construct “managers’ job performance” was found to be multidimensional; consisting of four distinct contextual factors (Following, Persisting, Helping, Endorsing) and a further four distinct task factors (Delegating, Monitoring, Technical, Influencing).

Performance appraisals of managers represent new items and factors that more accurately reflect the nature of the broader roles undertaken by managers, including transformative and ethical leadership. Findings from this study assist in establishing the structure for the subsequent appraisal of managers’ contextual and task performance. Future researchers could test the applicability and replicability of this new instrument in more diverse industry contexts using confirmatory statistical analysis.

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

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.

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

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.

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