Objective and key results (OKRs) within an Omani performance appraisal System: Can they provide hybridity, collaboration, motivation and empowerment for academicians?

PurposeThe present study aims to show the role of performance appraisal in the motivating and compensating of academic staff. The goal of the paper is achieved through comparing performance appraisal and compensation policies and systems in the University of Tartu. One of the aims is also to find out the level of satisfaction of the academic staff with the appraisal and compensation systems in two faculties of the University of Tartu.Design/methodology/approachResearch was carried out on the academic staff at the faculty of Economics and Business Administration (hereafter FEBA) and the Faculty of Education (hereafter FE) at Tartu University. It is based on the analysis of quantitative and qualitative research methods. The author carried out document analysis and two original and anonymous questionnaires. In order to achieve this aim, 125 lecturers were questioned, from whom 52 percent returned their filled in questionnaires. In addition to that, qualitative data from five semi‐structured interviews with senior management and lecturers, incorporating individual interviews were analyzed.FindingsFirstly, results showed that the performance appraisal and compensation system (pay‐for‐performance system) has guaranteed a highly motivated core of staff. Secondly, teaching loads and research activities of the academic staff have increased over the years. Faculties need to establish performance appraisal and compensation systems in order to show clearly defined causality between compensation and performance of academic staff. A good and well functioning performance appraisal system would help the educators to make their mark in the organizational setting of their faculty.Research limitations/implicationsIn addition to suggestions for improvement, limitations of the results will be addressed. The survey was carried out in two faculties at the University of Tartu. Unfortunately, the survey yielded only 65 usable responses, thus it could be claimed that the dataset is too small for making any conclusive generalizations. However, when taking into consideration that the survey was anonymous, the author believes that a 52 per cent response rate can be considered a very good result. Another limitation involves the dynamic nature of appraisal systems. Since, the appraisal procedures are still being developed, the systems described might now be out of date.Originality/valueThe present paper is valuable as it is the first one to examine the role of performance appraisal and compensation (pay‐for‐performance) systems in Estonian and Baltic Universities.

Performance appraisal and performance management were one of the emerging issues since last decade. Many organizations have shifted from employee's performance appraisal system to employee's performance management system. This paper has focused to study the evolution of employee's performance appraisal system, critics the system suffered and how the performance management system came to the practice. The main purpose of this paper is to differentiate these two systems, employee's performance appraisal and management system. This paper uses a review of the literature to evaluate the development of appraisal system and argues the critic areas of appraisal system. The review identified as advancement in the management field and growing complexity in corporate sectors demand more capable HR, so mare appraisal of employee's performance is not sufficient. Employee's contribution should be aligned with organizational objectives and strategy. Performance management eliminates the shortcomings of performance appraisal system to the some extent.

Performance appraisal systems are always of imperative concern of any organization/institution while managing its human resources. Although, higher education institutions depends upon both teaching and non teaching staff working in it, yet major responsibility comes upon teachers who are the source of student’s knowledge, learning and development. Therefore, this need of teachers’ performance management compels these institutions to have systematic performance appraisal systems, in order to administer, evaluate and enhance teacher’s performance. The purpose of this study is to explore various aspects of performance appraisal (PA) systems used for teachers in higher educational institutions (HEIs) and to address the question of how appraisal can play its role in improving performance of teachers in higher education of Pakistan. Researchers have undertaken Public Sector University of Pakistan, as a case study in the present research. A combination of qualitative and quantitative research approach has been adopted which consist of a questionnaire in order to get primary data for investigating different aspects of current performance appraisal system and in-depth interviews in order to study thorough perceptions of teachers regarding performance appraisal approaches in their institution. Findings have shown that obsolete evaluation system, exclusion of students’ feedback, untrained evaluators and decreased motivation for the process are the potential hindering factors for performance appraisal systems of the case study university. Researchers have also explored various suggestive solutions, after discussing the potential concerns of teachers regarding said factors. This study will not only contribute in performance management research but can also be an effective study for considering potential issues and challenges while implementing performance appraisal system in universities of developing countries like Pakistan. Key words: Human resource management (HRM), performance appraisal (PA), performance evaluation, performance planning, higher education commission (HEC), teacher, higher education institutions (HEIs).

With the development of economic globalization, human resource competition has long become the key core of enterprise development and peer competition. Reasonably Formulating an enterprise’s employee performance appraisal management system and conducting standardized, fair, and just appraisal management are the basic requirements for the survival and development of an enterprise. This paper studies the application of an improved clustering algorithm based on neural network in an employee performance appraisal management system and explores its application value in the employee performance appraisal management system by using the improved ART2 clustering method that draws on leakage competition and Hebb rules. The experimental results of this paper show that the satisfaction of this system in the four aspects of integrated data management, system stability and convenience, and transparency in performance appraisal are all above 66%. This shows that this system has superior performance and good reference value.

In the new era of rapid development of Internet information technology and data processing technology, although the emergence of Internet technology has brought changes that cannot be underestimated in various fields of society, the computer performance evaluation system based on the Internet in the era of big data will definitely follow Technology trends in the new era. The balanced scorecard is one of the most commonly used financial performance appraisal tools in academia. The research purpose of this article is to study the innovation of enterprise computer performance appraisal management system in the current Internet era with the continuous development of big data technology. This paper first uses a neural network algorithm to build a model for it. Through this algorithm combined with a questionnaire survey method to screen the evaluation indicators of the computer performance evaluation system of Internet companies in the eastern coastal area, and finally build a BP model through the enterprise computer performance evaluation system. Model calculation samples, after calculation, the computer performance analysis of the target company can be obtained, and on the basis of summarizing the computer performance evaluation system and the balanced score card of the enterprise in the Internet era, the in-depth understanding and conclusion can be drawn. After studying the setting of performance appraisal system indicators, the setting of personal growth indicators is insufficient, the lack of effective cost control and the setting of computer performance indicators have not yet formed a complete system problem. This paper combines the actual situation of computer performance appraisal of Internet companies in the eastern coastal areas, applies the balanced scorecard to set up a management index system for the company’s computer performance appraisal, and uses the analytic hierarchy process to analyze the weights of the various indicators of the corporate computer performance appraisal balanced scorecard. Compare the evaluation results with the designated enterprise computer performance management evaluation standards. Experimental research results show that the balanced scorecard can effectively improve the efficiency of the computer performance appraisal system, and the computer performance appraisal can be clearer, and based on the Internet background and big data technology, the performance appraisal system can be made clearer.

PurposeThis paper aims to explore the role of human resource (HR) analytics on employees’ willingness to improve performance. In doing so, the paper examines issues related to the performance appraisal (PA) system which affect employees’ willingness to improve performance and how HR analytics can be a potential solution to deal with such issues.Design/methodology/approachThe paper develops a conceptual framework along with propositions by integrating both academic and practitioner literatures, in the field of HR analytics and performance management.FindingsThe paper proposes that the use of HR analytics will be negatively related to subjectivity bias in the PA system, thereby positively affecting employees’ perceived accuracy and fairness. This further positively affects employees’ satisfaction with the PA system, which subsequently increases employees’ willingness to improve performance.Research limitations/implicationsThe paper provides implications for both researchers and practitioners in the performance management area for improving employees’ performance by applying HR analytics as a strategic tool in the PA system. It also provides implications for future researchers to empirically test the conceptual framework in different organizational settings.Originality/valueThe paper offers insights into how the use of HR analytics can deal with issues of subjectivity bias in the PA system and positively affects employees’ willingness to improve performance.

Purpose- Performance appraisal is crucial for enhancing the productivity of employees working in any sector. This paper investigates the prevailing performance appraisal system and promotion policy of selected public commercial banks (Sonali Bank Ltd, Rupali Bank Ltd, and Agrani Bank Ltd) in Bangladesh. Design/Methodology- The study is a descriptive case of three banks. The researchers interviewed six experienced banking professionals who provided rich data about their respective banks' performance appraisal and feedback systems. The findings of the study are based on the thematic analysis of the respondents’ statements. However, the study also utilized secondary sources for other relevant information. Findings- The study found that all the banks have an established system for evaluating employee performances through ACR with structured criteria for the promotion. The standard criteria include ACR, academic degree, banking diploma, length of service, etc. However, the grading scale for promoting to different positions is differing among the banks. The study also addressed some limitations of the ACR method as rating only by the manager, biasness on ratings, no appraisal feedback to employees etc. Practical Implications- The study seeks to drive the attention of policymakers to utilize their existing performance appraisal system better and design a more effective one with a well-established promotion policy to encourage the employees to give their best effort at the workplace.

This study examined the relationship between an organization's culture and its performance appraisal (PA) system and process. The initial phase of this study involved examining an organization's culture and the properties of its performance appraisal system from organizational archival information. Information derived from this phase of the study was later utilized to formulate interview questions, guide the search for the organizational culture survey instrument, and to construct the performance appraisal perceptions measuring instrument. This latter instrument is a quantitative measure that was later employed in testing the primary hypothesis that stated the performance appraisal process had a positive effect on organizational culture. The results of the hypotheses testing revealed that the PA process, in terms of individual member perceptions thereof, had a significant positive effect on the selected organizational cultural elements. Further analysis of the data revealed that members of the organization that had been recently appraised had statistically stronger positive perceptions towards the PA process and, therefore, stronger inclination towards the espoused cultural values. These findings make a strong case for using the performance appraisal process for the purpose of not only evaluating individual performance for various administrative goals, but for other goals related to creating, maintaining, and perpetuating the desired organizational culture. This suggests that organizational leadership (through its management), when designing its PA system should pay attention to the value system, or the culture, it wants to prevail in its organization and include this information along with other relevant performance measures into the PA structure. Such a policy can lead to the existence of an appropriate culture for that organization if, as the results of this study show, the managers and supervisors at all levels timely perform such appraisals for all their subordinates. Performance appraisal, which itself is often considered a structural element designed for organizational control, has the potential to have as much impact on an organization's culture as any other mode of communication. In that regard, this study takes a step towards looking at PA as one more criteria to be examined during organizational cultural studies and organizational intervention

Both benefits and problems appear to be associated with performance appraisal systems, but the research literature includes relatively few workplace‐based studies which explore the reasons for the difficulties surrounding it. This lack of work‐place information is particularly true of performance appraisal for university general staff. This paper aims to fill this gap, at least partly, through an investigation of the effectiveness of a performance appraisal system for general staff in an American university. Staff in the University of California Office of the President, the central administration of a very large multi‐campus American university, were surveyed for their views on five major areas that are thought to be influenced positively by an effective performance appraisal system. These areas are summarised under the headings: communication and feedback, work objectives, job duties, communication with supervisors, and effectiveness of communication, training and rewards. The survey also sought information about staff views on performance appraisal in general, and also about what special issues performance appraisal presents for supervisors. Results of the study supported many of the hypotheses of the research literature about how to install an effective appraisal system, including the need for continuing training, support from the top of the organisation, clear objectives for the system, and an appropriate match between the type of appraisal system and its uses. There were few differences in perceptions about these matters between staff and their supervisors. The type of work done in higher educational institutions, however, as well as aspects of those organisations’ cultures, gave rise to special problems for their performance appraisal systems, so that the system's benefits appeared limited in the eyes of many of its users. The problems included difficulties in coming to grips with the organisation's goals, and hence in setting performance standards, and enforcing the requirement that everyone in the organisation be appraised. The attempt to link the performance appraisal system with merit pay increases also appeared problematic given the vulnerable nature of higher education funding, the variability of the task environment and a collegial culture which extends to general staff as well as academics.

Since our Punjab school education department employs personnel in thousands, the monitoring of an individual’s output is essential. Output determination is the function of performance appraisal which is carried out periodically to assess the contribution of each person under evaluation. It is naturally recognized that a man does complete his assignment when he is too much interested to get it done or he finds himself under observation by a controlling authority.  The study was intended to measure the role of the existing performance appraisal system towards the professional excellence of secondary school teachers. One hundred and eighty six secondary school teachers were found available as a sample to mark the questionnaire. The researcher himself developed a questionnaire for the teachers to seek their opinions on the present performance appraisal system. The data collected were analyzed with descriptive statistics and linear regressions. The 64.51 % of the respondents (Secondary Schools Teachers) affirm that their appraisal system does encourage nepotism and favoritism and 90 % of the respondents from Secondary schools believe that staff is promoted/rewarded/punished or dismissed based on properly laid down criteria while 10 % of the respondents are of the contrary opinion. In secondary schools, 92% of the respondents think that the appraiser encounters difficulties in the appraisal of subordinates. 56.4 % of the respondents believe that the effects of inefficient appraisal on their establishment would be lack of adequate motivation, while 6.9 % of respondents held the view that inefficient appraisal would result in sabotage and conflicts. It is evident that 100 percent of respondents under study agree that the only way to eradicate the problem of inefficient appraisal and lapse in the performance appraisal of employees in their different organizations is to entrench equity, justice, and fair play by objectively appraising performance without bias, nepotism, and favoritism. The performance appraisal system contributed 45% to the professional excellence of the teachers. Some strong recommendations were also written based on findings to see the performance appraisal system more effective. The appraisal system must be clear and transparent. No personal prejudices, likes/dislikes and social disputes are to be valued while writing the performance appraisal report of a teacher.

The study identified types of Performance Appraisal (PA) systems in use in Nigerian public sector, investigated effectiveness of PA systems in the sector and examined factors affecting effectiveness of PA systems in the public sector. Purposive sampling technique was used in selecting top, middle and lower levels staff from the various administrative departments within the selected Ministries, Departments and Agencies (MDAs). The result identified annual review, general performance appraisal, evaluation studies, inventory turnover, performance reviews, 4-block metric reviews, performance improvement plans, employee self-appraisal and 360-degree performance appraisal systems as being used in the Nigerian public sector. However, only annual review, inventory turnover, performance reviews, employee self-appraisal and 360-degree appraisal are fairly effective on paper but not in practice. The finding also identified lack of objectivity, halo error, leniency, central tendency error, recent behavior bias, personal bias (stereotyping), manipulating the evaluation, employee anxiety, shifting standards, overall ratings, horn error, strictness and politicisation of rating as factors hindering effectiveness of the appraisal system in Nigerian Public sector. The study concluded that there are employee appraisal systems in place in the Nigerian Public Sector but they are not effectively implemented.

The optimal solution is output as the result to the Kmeans algorithm as the initial clustering center, and the proposed linear distance model is used to complete the clustering. Combined with the theory of target management, focusing on the job requirements and responsibilities of the counselors, the counselors’ performance appraisal objectives were determined, the counselor performance appraisal system was established, and the first-level indicators and the second-level indicators and their weights were determined by using Del Illegal and Analytic Hierarchy Process (AHP). This paper constructs a performance appraisal system for local undergraduate college counselors based on management by objectives, and has carried out a pilot implementation in a college. The behavior anchoring method is used to determine the scoring standards of each index, which solves the problem of inconsistent scoring standards for different assessment subjects in the past. In the assessment results, the assessment results of the three dimensions are independently evaluated by category. This paper has a certain practical significance and reference value for the optimization research of the counselor’s performance appraisal scheme under the background of institutional reform in a university.

Aiming at the problems of poor system throughput and poor performance appraisal indicators in traditional enterprise employee performance appraisal management systems, a corporate employee performance appraisal management system based on the CS architecture was designed. Firstly, the system architecture of performance appraisal system is built, the system logical architecture design is determined, and the functional modules of the appraisal management system are analyzed. Then, the influencing factors of employee performance appraisal management system are analyzed through the evaluation constraint parameters, and the quantitative regression analysis model of enterprise employee performance appraisal management is constructed to realize the design of enterprise employee performance management software. Finally, the evaluation management system database was built to realize the enterprise employee performance evaluation system’s design based on CS architecture. The experimental results show that this system can improve the throughput of the employee performance appraisal management system and the rationality of enterprise employee appraisal standards. It plays an important role in enterprise employee performance appraisal management.

Os sistemas de Gestão e Avaliação do Desempenho são considerados importantes não só na Gestão de Recursos Humanos, mas em toda a Gestão Organizacional, tendo-se observado uma evolução bastante significativa neste conceito associado às ciências sociais e organizacionais. Partindo da literatura sobre a Gestão e Avaliação do Desempenho analisamos teoricamente o SIADAP, com o objetivo de identificar as características deste novo modelo avaliativo da administração pública enquanto um sistema de gestão e avaliação do desempenho. A análise permite perceber que o SIADAP é universal na sua aplicação, pois considera diferentes níveis de avaliação, abrangendo os serviços, os dirigentes e os trabalhadores, adotando o paradigma da Gestão por Objetivos. Apesar de se identificar no SIADAP os princípios, as finalidades e os componentes que caracterizam os sistemas de gestão e avaliação do desempenho (GAD), o desenvolvimento de algumas das suas dimensões poderiam torná-lo mais próximo daquilo que é entendido como um sistema de GAD teoricamente ideal, especificamente, a nível de alguns dos subsistemas de gestão de pessoas como a gestão de carreiras, remunerações e incentivos e a formação e desenvolvimento para os dirigentes. Verificamos ainda o papel fundamental das hierarquias na operacionalização deste sistema, contribuindo para a sua eficaz implementação. Este trabalho contribui para um conhecimento mais profundo do novo modelo avaliativo da administração pública portuguesa, percebendo-se as suas mais valias, assim como as áreas nas quais merece maior desenvolvimento, de forma a potenciar a mudança que tanto se pretende introduzir neste contexto organizacional.

<p class="apa">The objectives of this research were: 1) to study current situation and problem in the performance appraisal system of secondary school teachers, under jurisdiction of the Local Administrative Organization (LAO), 2) to develop the performance appraisal system to apply with the LAO school teachers, and 3) to evaluate the application from the performance appraisal system by using research and development process. The researcher intended to study the current situation and problem of appraisal system in work practice of secondary school teachers. The research was based on the appraisal system, system development, evaluation of performace, factors in performance appraisal system, the LAO educational administration, and the Good Governance principle. The samples were 758 school directors, vice-directors, and division/department chairs from the secondary schools in Thailand. Research instruments were semi-structure interview, rating scale questionnaires, and open-ended questions. Research finding revealed that ethical values were the highest rank in content of performance appraisal while learning management ranked the lowest. Discussion aspects were included current situation, performance appraisal system, application of the system, and satisfaction to performance appraisal system.</p>