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1 – 10 of over 26000The 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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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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Effective performance management of professionals in knowledge based organisations has particular significance, but is an under researched area in the literature. Universities and…
Abstract
Effective performance management of professionals in knowledge based organisations has particular significance, but is an under researched area in the literature. Universities and colleges are knowledge based organisations especially dependent on the expertise, commitment and innovation of their staff. The paper analyses performance appraisal systems in universities and colleges with particular emphasis on staff perspectives and expectations. A brief history of performance appraisal in HE and FE is provided and related to issues of power, accountability and control. Academic staff from two business schools, together with a national sample of those teaching performance appraisal within CIPD professional programmes, were constituted as an “expert witness” group and their views sought on performance appraisal in their institutions. These data are used to develop a philosophy of performance appraisal for academic institutions, to assess the acceptability of particular performance criteria to academic staff, and to highlight the importance of staff involvement in appraisal system design.
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Gyorgy Hajnal and Katarina Staronova
The purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New…
Abstract
Purpose
The purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.
Design/methodology/approach
The literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.
Findings
First, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.
Practical implications
The authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.
Social implications
Citizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.
Originality/value
The paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.
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Motasem M. Thneibat and Rateb J. Sweis
The aim of this paper is to study and empirically test the relationship between employees' perceptions of the two motivation-enhancing human resource management (HRM) practices of…
Abstract
Purpose
The aim of this paper is to study and empirically test the relationship between employees' perceptions of the two motivation-enhancing human resource management (HRM) practices of reward and performance appraisal and both incremental and radical innovation. The paper examines whether innovative work behaviour (IWB) mediates the hypothesised relationship.
Design/methodology/approach
Data were collected from 313 unit managers in manufacturing, pharmaceutical and technology companies in Jordan. Structural equation modelling (SEM) using AMOS v27 was employed to analyse the data and test the hypotheses.
Findings
The study finds that employees perceive rewards to be significant and to directly influence incremental and radical innovation. Additionally, employees perceive that performance appraisal to be significant for incremental innovation. The study also finds that IWB mediates the relationship between rewards, performance appraisal and incremental and radical innovation. No support was found for the impact of performance appraisal on radical innovation.
Originality/value
Distinctively, this paper considers both incremental and radical innovation in studying the link between HRM practices and innovation. It also takes an intra-organisational perspective by considering employees' perceptions of rewards and performance in fostering innovation. Additionally, it assesses the impact of IWB in mediating the relationship between rewards, performance appraisal and innovation. IWB is rarely empirically studied in the HRM–innovation link specifically when linked with radical and incremental innovation.
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