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The transition to the information age is shifting the decision‐making authority structure in organizations from political systems and subjective appraisals to management systems and objective personnel evaluations. The critical need to adopt the management system and objective evaluation procedures is based on the truism that timely, relevant, accurate feedback is a primary motivator of people.

One of the key success factors for an organization is the promotion of qualified personnel for vacant positions. Especially, the promotion of middle and senior managers play an important role in terms of organization’s success. In personnel promotion problem in which the candidates are nominated within the organization and they have been working for a specific period of time and are known in their organization, the candidates should be evaluated based on their recent as well as past performances to make right selection for the vacant position. For this reason, the purpose of this paper is to propose an integrated dynamic multi-attribute decision-making (MADM) model based on intuitionistic fuzzy set for solving personnel promotion problem.

The proposed model integrates analytic hierarchy process (AHP) technique and the dynamic evaluation by intuitionistic fuzzy operator for personnel promotion. AHP is employed to determine the weight of attributes based on decision maker’s opinions, and the dynamic operator is utilized to aggregate evaluations of candidates for different years. Atanassov’s intuitionistic fuzzy set theory is utilized to represent uncertainty and vagueness in MADM process.

A numerical example is presented to show the applicability of the proposed method for personnel promotion problem and a sensitivity analysis is conducted to demonstrate efficiency of dynamic evaluation. The findings indicate that the varying weights of years employed determined the best candidate for promotion.

The novelty of this study is defining personnel promotion as a MADM problem in the literature for the first time and proposing an integrated dynamic intuitionistic fuzzy MADM approach for the solution, in which the candidates are evaluated at different years.

Evaluation of an individual's qualifications and performance is an integral part of entering and progressing through the ranks of most organizations. Yet, there are indications that women in management are hampered by sex bias in evaluation situations (e.g., Heilman, 1984; Schein, 1973; Terborg, & Ilgen, 1975; Walsh, Weinberg, and Fairfield, 1987). Therefore, sex bias may be adversely affecting the personnel decision‐making processes and procedures that are often critical for establishing and maintaining a career in management.

With the implementation of Right of Children to Free and Compulsory Education since April 2010, the responsibility and role of the teachers in Indian school has been changed. Once again, the teacher quality in Indian schools has taken a center stage in nation-wide debate. The discussion on teacher quality has reappeared in submitted report as Draft National Education Policy (DNEP) on May 31, 2019, that gets endorsement in cabinet approved NEP 2020. The evaluation, as a process and system, starts with the very moment when a teacher assumes its duties in K-12 schools. This chapter addresses the main research questions as: what is the status of teacher evaluation in Indian schools as mentioned in various Commission reports, policies, and draft regulations? How does teacher evaluation could be reframed for local setting based on global standards laid in international and multinational context? This chapter employs qualitative research through review of policies, draft regulations, research, articles, and government documents as data analysis and frames hypotheses through comparative analysis. The objectives of this chapter are to frame hypotheses regarding policies and recommendations for: teacher quality; teacher appraisal process; teacher appraisal in local, regional, and national settings; and teacher appraisal in multinational context.

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.

A recent paper by Flamholtz and Wollman described the conceptualisation, development, and implementa‐tion of the stochastic rewards model for human resource valuation (SRVM) in a human capital intensive firm. An essential prerequisite before such models can actually be implemented in organisations (and used in personnel management in the ways described by Flamholtz and Wollman) is to assess the empirical validity of the numbers generated as measurements of human resource value. The purpose of the study reported in this paper, therefore, is to investigate the “convergent and discriminant validity” of the SRVM in the context of a human capital intensive firm. Our intent is to contribute to the development of human resource accounting by going beyond the theoretical justification of the previously proposed SRVM and present some empirical evidence on the validity of the numbers generated by the model.

Federal and state policymakers in the USA have sought to better differentiate the performance of K-12 teachers by enacting more rigorous evaluation policies. The purpose of this paper is to investigate whether these policies are working as intended and explore whether district stressors such as funding, enrollment, and governance are associated with outcomes.

The authors examined teacher evaluation ratings from 687 districts in Michigan to identify the relationship between district stressors and two outcomes of interest to policymakers: frequency of high ratings and variation of ratings within districts. A qualitative index of variation was used to measure variation of the categorical rating variable.

About 97 percent of teachers in Michigan are rated effective or highly effective, and variation measures indicate overwhelming use of only two ratings. Charter school districts have fewer teachers rated highly than traditional districts, and districts with higher fund balances have more teachers rated highly. Districts with increasing fund balances have higher variation.

The findings suggest that district stressors presumably unrelated to teacher performance may influence teacher evaluation ratings. State teacher evaluation reforms that give districts considerable discretion in designing their teacher evaluation models may not be sufficient for differentiating the performance of teachers.

This research is important as policymakers refine state systems of support for teacher evaluation and provides new evidence that current enactment of teacher evaluation reform may be limiting the value of evaluation ratings for use in personnel decisions.

The patient complaint is one of the main procedures of exercising patient’s rights in the Finnish health care system. Such complaints typically concern the quality of care and/or patient safety. The purpose of this paper is to examine the types of patient complaints received by a specialized medical care organization and the kinds of responses given by the organization’s personnel. The organization’s strategy and good governance principles provide the framework for understanding the organization’s action.

This study’s data comprise patient complaints and the responses from personnel of a specialized medical care organization from the start of 2012 to the end of January 2014. The data were analyzed through qualitative data analysis.

The results show many unwanted grievances, but also reveal the procedures employed to improve health care processes. The results are related to patients’ care experiences, provision of information, personnel’s professional skills and the approach to patient complaints handling. The integrative result of the analysis was to find consensus between the patients’ expectations and personnel’s evaluation of patients’ needs.

Few prior studies have examined patient complaints related to both strategy and good governance. Patient complaints were found to have several confluences with an organization’s strategic goals, objectives and good governance principles. The study recommends further research on personnel procedures for patient complaints handling, with a view to influencing strategic planning and implementation of strategies of organizations.

This special “Anbar Abstracts” issue of Employee Relations is split into seven sections covering abstracts under the following headings: Design of work; Performance, productivity and motivation; Patterns of work; Pay, incentives and pensions; Career/manpower planning, recruitment; Industrial relations and participation; Health and safety.

The operation of political systems with management systems in salary administration is contrasted. This comparison will clearly show that political systems are dysfunctional in salary administration and should be replaced by management systems. But bureaucrats who operate with position power in political systems are resisting the transition to management systems. This is because these latter authority structures are designed to hold superiors strictly accountable for the quality of their performance. Additionally, management systems require salary administration decisions to be rooted in third wave principles, ethical standards and objective analysis. Efforts to perpetuate political systems as the dominant authority structures in collegiate organisations will promote waste, inefficiency, mismanagement and sometimes fraud in salary administration. These conditions undermine the productivity and commitment of personnel in their university.