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1 – 10 of over 30000The objectives of performance appraisal are outlined, and theproblems with performance evaluation are examined. Race, age and sexdiscrimination are discussed in relation to Equal…
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.
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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 employers and…
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.
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Relates performance appraisal in the National Health Service to performance management and emphasizes the need for integration of diverse management initiatives. Identifies the…
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.
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– 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.
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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 of…
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.
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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.
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Danila Scarozza, Alessandro Hinna and Federico Ceschel
Scholars have pointed out the need for improvement and refinement in public management research, also depending on the role of public administration for sustainable development…
Abstract
Scholars have pointed out the need for improvement and refinement in public management research, also depending on the role of public administration for sustainable development. Because government organizations employ a substantial portion of the workforce, management practices in the public sector are critical areas for designing, implementing and delivering policies that can achieve the goals set forth in the 2030 Agenda for Sustainable Development. For these purposes, and in implementation of the Next Generation EU (NGEU) programme, Italy recently launched an ambitious National Recovery and Resilience Plan (NRRP) which includes, among other things, upskilling goals for staff employed, following the modernization process that has involved the Italian public sector in the last decades, with the Decree n. 150/2009. Aiming both to understand the extent of the application of the reform and to answer some basic questions (why, what and how) concerning Individual Performance Appraisal Systems (IPAS), we conducted a content analysis on the 220 documents already produced by the Italian Ministries. The study has been conducted in two different steps of the reform process and provides solid evidence of the reforms' effects on designing and implementing individual performance systems. The analyzed documents reveal no longer-term vision in implementing the IPAS that involves some critical performance management utilities such as training, development, fair pay and deployment of employees, raising new questions about a sustainable approach to the individual performance management process even in public organizations.
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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. In this…
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.
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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. Drawing on the…
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.
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Kevin Murphy and Angelo DeNisi
This paper aims to review the challenges of performance appraisal in organizations and argue that these challenges can and must be overcome.
Abstract
Purpose
This paper aims to review the challenges of performance appraisal in organizations and argue that these challenges can and must be overcome.
Design/methodology/approach
The authors review research on performance appraisal in organizations and on claims that organizations are abandoning performance appraisal.
Findings
Structured performance appraisals are still the norm in organizations around the world. There are clear and practical strategies for improving appraisals. These include improving feedback and removing unnecessary complexity, clarifying the goals of appraisal systems, focusing appraisal on behaviors and outcomes under the employee's control and increasing the fairness of appraisal systems.
Research limitations/implications
Research is needed on the effects of changing the ways performance appraisals are conducted in organizations.
Practical implications
Practical strategies for improving performance appraisal are outlined.
Social implications
Better performance appraisals will benefit organizations and their members.
Originality/value
This paper refutes the growing claim that organizations are abandoning performance appraisal and illustrates practical strategies for improving performance appraisal.
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