Professionals’ Performance Appraisal Practice in Construction Companies

Purpose This paper aims to analyze the synergistic influence of performance appraisal (PA) practices and performance-driven culture (PDC) on the effectiveness of the performance management (PM) system, which is measured by employees' reactions, namely satisfaction and perceived utility. It also analyzes the type of relationship between PA practices and PA satisfaction, specifically whether it is additive or modeled as a latent factor.Design/methodology/approach This is a cross-sectional study. Data were collected from 513 managers and employees working in 135 public and private organizations. The research model and hypotheses were tested using structured equation modeling.Findings The results support the positive impact of a set of four PA best practices on PA satisfaction. It shows that PDC is an enabler for the effective deployment of PA practices. It also demonstrates that the perceived utility of the PM system plays a role as a mediator in the relationship between PA practices and PA satisfaction.Research limitations/implications Data were collected using a questionnaire at a single point in time, and thus, cause-and-effect inferences were not possible.Practical implications The results provide guidance to organizations that are interested in designing and implementing PM systems and PA practices that contribute toward enhancing employees' managing performance experiences.Originality/value This study advances our understanding of the mechanisms by which organizational culture and PA practices influence the effectiveness of the PM system. It suggests that organizations, to benefit the most from a set of PA best practices, need to have a PDC.

Using two independent databases, this study explored: (a) the influence of national values on performance appraisal (PA) practices adopted by organizations; and (b) the interactive effects of national values and PA practices on organizational performance indicators. Data from 5,991 organizations in 21 countries were obtained for this study. Results showed that national values explained PA strategies, confirming the study hypotheses. In addition, our hypothesized interaction effects between national values and PA programs on organizational outcomes were supported. The results have strong implications for organizations operating in different societies concerning how to maximize the fit between particular cultures and PA practices in order to enhance organizational performance.

PurposeThe purpose of this paper is to analyze the impact of employees’ perception of performance appraisal (PA) practices on innovative behavior (IB). The authors also propose to analyze consistency, a dimension of Human Resource Management (HRM) system strength, as a moderating variable in the aforementioned relationship.Design/methodology/approachA quantitative study was conducted, using a sample of 166 employees carrying out highly qualified, intensive knowledge jobs in four industrial companies in the Valencian region of Spain. The hypotheses were tested by applying the Smart-PLS 3.2 software.FindingsThe findings confirmed that in a context of professional and qualified work, PA practices have a direct and positive effect on IB. However, the results obtained did not enable us to affirm that employee perceptions of the consistency of the HR system moderated the relationship between PA and IB.Originality/valueThe paper’s originality lies in including the role of consistency, a dimension of HRM system strength, in the analyzed relationship. When employees believe that PA achieves the goals for which this practice was designed, and that this appraisal follows a clear strategic direction over time, they perceive that the assessment system is not arbitrary, i.e., that this HR practice is being applied consistently. Consequently, the present work shows the relevant role of the perception of consistent PA when the firm wants to encourage IB. This fact opens up the field to study how to define and implement control mechanisms that tell managers whether there is a fit between employees’ perceptions and the intentionality of the HRP these managers have defined.

Cross-national comparative studies of Human Resource Management (HRM) practices have become increasingly prevalent because of factors such as the globalization of business, the increasing awareness of the impact of economic and cultural changes upon HRM, and the transferability of HRM practices from multinational corporations (MNCs) to their subsidiaries. In order to compete within the global economy, many organisations have begun to search for best international HRM practices by exploring the relationships between specific practices and various measures of organisational effectiveness in different countries (Von Glinow, 1993). Similarly, much of the literature in this field argues that it is critical for MNCs to understand how host countries utilise their human resources and to match their HR systems accordingly (Adler, 1991; Schuler, Dowling, & De Cieri, 1993; Moore & Jennings, 1995). Recognising this need, a Best Practice Study has been established utilising researchers from different countries to participate in a research project aimed at determining 'best international HRM practices' in domestic and globally oriented firms (Von Glinow, 1993). The wording best, as Milliman etal. (1994) explain, is adopted in a cultural and organisational specific sense rather than implying universalism. The authors of this paper have joined this international research program, undertaking research related to a wide range of HRM practices in both Australia and China. This paper discusses the HRM practice of performance appraisal (PA), a contentious and much-debated function in HRM in both Australia and China. The paper first examines the PA literature in Advanced Western Market Economies (AWMEs) specifically Australia, identifying the issues surrounding PA with a focus on its purposes and effectiveness. The research then highlights PA in the People's Republic of China under changing economic systems (moving from a centrally-planned economy to a market-driven economy). The focus of this paper is to diagnose to what extent PA is currently utilised to serve certain purposes and to identify the discrepancy between the current position and the ideal at both domestic and cross-national levels.

PurposeThe paper aims to examine the effect of justice perceptions of performance appraisal (JPPA) practices (i.e. distributive, procedural, informational and interpersonal justice) on organizational citizenship behavior (OCB) and affective commitment (AC) and the effect of AC on OCB. Further, it investigates the mediating role of AC in the relationship between JPPA practices and OCB. Moreover, this study examines the moderating effect of job level on the relationship between JPPA practices and OCB.Design/methodology/approachThe data were collected using a self-reported structured questionnaire. A total of 650 questionnaires were distributed among the employees of 50 information technology (IT) companies in India, and 503 samples were obtained. The conceptual framework was tested using the partial least squares structural equation modeling (PLS-SEM) method, and the moderating effect was tested using process macro.FindingsThe findings of this study reveal that the JPPA practices positively affect OCB and AC and AC affects OCB. Further, AC partially mediates this relationship between JPPA practices and OCB. Furthermore, the direct effect of JPPA practices on OCB happens to be strengthened when the job level decreases, thus confirming the moderating role of job level.Research limitations/implicationsThe findings of this study augment the social exchange theory (SET) by suggesting that individuals perceiving justice or fairness in performance appraisal practices are likely to have a greater AC that ultimately engages employees in OCB.Practical implicationsThis study will be helpful for human resource practitioners in IT companies who are responsible for the fairness of performance appraisal practices and expect their employees to be emotionally attached to the organization and engaged in OCB.Originality/valueThe study adds to the body of knowledge of how justice in performance appraisal practices links to OCB through AC and moderates by job level in an emerging economy in Asia.

This research study aimed to explore the socially constructed performance appraisal strategies human resource managers need to improve the organizational work unit climate. Socially constructed performance appraisal strategies advocate for the employee based on social context, societal norms, and values. The methodology used was a qualitative exploratory study that explored the experiences of fifteen human resource managers, consultants, and practitioners who had knowledge, developed, or implemented socially constructed performance appraisal processes and practices to improve the organizational work unit climate. The theoretical basis for the research study was centered on three concepts--performance appraisal, organizational work unit climate, and performance appraisal strategies---and how organizational control theory intertwined with social exchange theory related to an organization’s performance appraisal practices, which influence employees’ perceptions of accuracy, trust, and fairness. The findings show the emergence of several themes, including challenges associated with the performance appraisal process, socially constructed performance appraisal characteristics, effective strategies for improving the organizational work unit climate, assessment of a socially constructed performance appraisal process, and the importance of social exchange theory when designing and administering socially constructed performance appraisal processes. Additional examination focused on the correlation between the organizational work unit climate and organization performance before and after the application of socially constructed performance appraisal process strategies.

Human resources management in construction projects is an important component of construction projects management. Human resource performance appraisal is the core of project human resources management and the objective basis for implementation of the scientific and rational salary management in project organization. It is significant for improving the scientific nature of project human resources management and ensuring to realize the project objectives smoothly. On the basis of discussing the domestic and overseas research results on this subject, firstly, this thesis identifies and expresses the theory and practice of human resource performance appraisal in construction projects by taking the construction projects as the research object, then expatiates on the purpose and significance of studying human resource performance appraisal in construction projects. Furthermore, the related theory of performance appraisal will be applied to the construction project performance appraisal of a special nature in accordance with the characteristics of construction projects and with reference to the existing DEA model, and try to amend the indicators system of human resources performance and the performance appraisal model in construction project. Finally, It carries out a test case and verifies the operability of the model to a certain extent by taking a company's performance appraisal in construction projects as the object. Thus, it probe the construction project organizations operating mechanism more deeply and achieves a certain degree of innovation on research perspective and theory application in the basic of understanding the discipline of the project organization's human resources performance appraisal more fully.

This paper has a two-fold purpose: to explore the extent of inclusion of performance appraisal practices as perceived by the employees working in sample hotels and to find if these practices depend on the organisational demographic characteristics. Based on a survey of 396 hotel employee’s perceptions on performance appraisal practices were assessed by 20 practices and 5 demographic variables. To find the association of the demographic variables with performance appraisal practices Bivariate test was used. Results indicated that performance rating is based on objective ; Performance is Proper Evaluation ;There are set standards for my job; Employee performance is easy to measure ;Performance is Continuous Monitoring ;The performance appraisal system is used to set my performance goals ;Modern methods are used to evaluate the employees ; All employees in the business are evaluated may constitute the most important performance appraisal practices in the Indian hotel industry. Further, the results indicate that there is a negative association between the number of staff and most performance appraisal practices variables these findings reveal that the hotels having a large number of staff rated the additional importance of performance appraisal practices as compared to hotels with less number of staff. The study makes a modest effort to add statistics to the little empirical information available concerning the performance appraisal practices in Indian hotel industry.

Purpose: The purpose of the study was to investigate the relationship between performance appraisal practices and teacher performance in Busia County, Kenya. The Systems theory and the Ability-Motivation-Opportunity (AMO) theory informed this study. Methodology: The study was anchored on a pragmatic paradigm and adopted a mixed methods approach. The study targeted 185 public secondary schools in Busia County. The study categorized respondents into 3 strata: Principals, Mathematics Head of Department (HODs) and County Director of Education (CDE). Simple random sampling was then utilized to select samples from each stratum. Schools were clustered based on 7 Sub- Counties in Busia County. The sample size of the study was 126 HODs, 19 Principals and 1 CDE. Questionnaires and interview schedules were used to collect data. Piloting was conducted in 37 schools to refine instruments. Thematic analysis was applied in the analysis of qualitative data. Data analysis and interpretation was based on descriptive statistics such as frequencies, percentages, mean, standard deviation and inferential statistics such as correlation and regressions. Findings: The findings of the study was that there is a statistically significant relationship between performance appraisal and teacher performance (r = 0.440, p<0.05), hence the study rejected the null hypothesis. The study concluded that a unit improvement in performance appraisal is likely to result to an improvement in the teacher performance by 44% (b = 0.440, t= 0.855, p<0.05). The study holds substantial academic and policy implications. Unique Contribution to Theory, Practice and Policy: The findings contribute to the understanding of the complex relationships between performance appraisal practices and teacher performance. The study provides actionable insights for education managers, empowering them to take strategic measures to address performance gaps and improve teaching standards in the unique setting of public secondary schools in Kenya. By understanding the dynamics between performance appraisal practices and teacher performance, educational institutions can tailor strategies to optimize the effectiveness of their teaching staff in Science, Technology, Engineering and Mathematics STEM subjects.

specifically the goals that need to be achieved in order to improve the role of the human resource management function from being administrative to operational and from operational to the strategic one, which is the basis for gaining a competitive advantage and sustainability. Given that the research studies have shown that there are numerous differences that determine the role which the human resource management function assumes in an organization and thus also of the corresponding processes, the authors wanted to examine some of these specifics in the organizations in the Republic of Nigeria. The paper is structured in five parts. The first one deals with defining and analyzing the three basic roles that human resource management can play in an organization with an emphasis on the strategic role that, according to researches, affects the achieving of a competitive advantage and sustainability. In the second part of the paper, the authors introduce readers to the role and practices of human resource management in organizations in Nigeria. The third and fourth parts of the paper deal with research conducted in 86. organizations in Nigeria with the aim of determining the role of human resource management as well as defining the characteristics for each of the defined roles. The fifth part of the paper refers to the discussion about the results and the concluding considerations of the author.

Performance appraisal (PA) is the process of identifying, observing, measuring and developing human performance in organizations (Carroll and Schnair, in Cardy and Dobbins, 1994:1). Along with other human resource management (HRM) functions such as reward systems, PA is an integral part of modern Western HRM systems (von Glinow and Teagarden, 1988). In a broad sense, PA tends to serve three major purposes within an organization: administration, development and communication (e.g. Butler, Ferris and Napier, 1991; Cleveland, Murphy and Williams, 1989; Williams, 1972). The administrative purpose encompasses staffing, compensation, promotion, reward and punishment systems (Silverman, 1989). The developmental aspect seeks to ‘identify and develop potential for future performance, linked to succession and personal development planning’ (Goss, 1994:51), while communication is aimed at providing feedback to employees about behaviours and results they should continue or achieve (Butler et al., 1991). In addition, PA is also used to serve the management of human resources in an increasingly complex employment legal environment. For example, performance appraisal records can provide a paper trail for a company to combat wrongful dismissal cases (Eckes, 1994).

We critically evaluate performance appraisal research by highlighting how research has traditionally focussed upon the measurement, rather than the meaning of work performance. We propose that maximizing performance appraisal effectiveness requires that we carefully examine the meaning of performance. Next, we consider current trends in appraisal research which have closely followed recent changes in the structure and process of work. The implications of this research for increasing our understanding of the meaning of work performance is considered.In the past decade, we have witnessed a number of profound changes in the workplace which, collectively, have tremendous implications for how individual work performance is assessed. Specifically, with the continuing trends of downsizing, mergers, and decentralization, new performance appraisal practices and research topics have emerged (e.g., 360-degree feedback; electronic performance monitoring).In this paper, we critically examine the state of the art in performance appraisal research. Our central thesis is that some of the most current research on the evaluation of individual level performance continues to emphasize ways of measuring performance without sufficiently concentrating upon the meaning of performance. We will argue that our continuing failure to grapple with the -- the problem of properly defining what is meant by performance -- creates a boundary condition on the utility of this research for the practice of performance appraisal (cf. Austin & Villanova, 1992). In short, we believe that attempting to define performance is a critical precondition for effective performance measurement. Although this might seem obvious and straightforward, we shall soon see that this precondition is often relegated to secondary status or ignored altogether.Over the past three decades, performance appraisal has been one of the most heavily researched topic areas in the fields of Industrial-Organizational (I-O) Psychology and Human Resource Management (Pearce & Porter, 1986). The interest in performance appraisal is understandable inasmuch as organizations appraise employee performance for a variety of purposes. For example, performance appraisals are used for personnel decisions (e.g., promotions, pay increases, identifying employees for remedial training, etc.), employee feedback and development, and personnel research (e.g., selection test validation studies).Historically, performance appraisal research has treated performance measurement as a problem, whereby the goal has been to improve the psychometric quality of performance ratings. Given that both important personnel decisions and employee feedback are often based upon performance rating data, this focus makes a great deal of sense. Ever since Thorndike's (1920) seminal paper on halo error, we have been preoccupied with rating errors and ways of eliminating them through the development of optimal rating formats and rarer training programs (Murphy & Cleveland, 1991).Unfortunately, however, relatively lost in our quest to achieve optimal rating systems has been a concomitant search for the meaning of performance. A number of scholars have repeatedly raised the concern that we have not paid sufficient attention to the meaning of performance (e.g., Austin & Villanova, 1992; Smith, 1976; Wallace, 1965). However, there have been some recent attempts to map out theories of work performance (e.g., Borman & Motowidlo, 1993; Campbell, McCloy, Oppler, & Sager, 1993). These theories attempt to provide performance dimensions (e.g., demonstrating effort, helping and cooperating with others) thought to generalize across jobs. Although ambitious, these theories are necessarily limited in that they cannot possibly capture the entire criterion domains for all jobs. Moreover, they do not provide details concerning levels of performance within dimensions -- the performance standards that underlie each dimension. …

Performance appraisal practices and organizational citizenship behavior are critical to leading employee recognition. This study examines the impact of performance appraisals on organizational citizenship behavior among employees at Jordanian private universities. A total of 170 administrative employees from Jordan's private universities participated in the study by distributing questionnaires using random sampling. The results of a regression analysis confirm the significance and positive impact of evaluating performance appraisal practices on organizational citizenship behavior. Finally, performance appraisal practices motivate the practice of organizational citizenship behaviors such as generosity, altruism, civilized behavior, general commitment, and sports spirit. Based on that, these results contribute to a better understanding of the impact of performance appraisal on organizational citizenship behavior. Also, this study reveals that private university employees exhibit this practice to a high degree, and they attribute this to a variety of factors, including performance appraisal, passion, human relationships, friendship, and human tendencies toward assisting.

PurposeThis study aims to examine the influence of training and development (TAD), including performance appraisal (PFA), on the performance of microfinance institutions in a developing economy.Design/methodology/approachA random sampling drew 100 microfinance institutions in Ghana's Greater Accra Region. Then, a purposive sampling approach selected a cross-section of employees in these institutions. Finally, the data were collected from a sample of 367 respondents, such as managers, utilizing a survey questionnaire. Structural equation modeling (SEM) was used to test hypothesized relationships.FindingsThe study results indicate that PFA has a statistically significant positive relationship with organizational performance, and this relationship is partially mediated by job satisfaction (JBS). Interestingly, the TAD process does not have a statistically significant positive relationship with organizational performance when JBS is present in the model. In fact, JBS fully mediates the relationship between TAD and organizational performance.Research limitations/implicationsThe study is limited to microfinance in tiers two and three in Greater Accra city of Ghana and did not include the entire country. Although the city of Accra provides a generalized representation of the research, which can be replicated, some variables and results may be impacted if other tiers of microfinance organizations are incorporated.Practical implicationsTAD, as well as PFA, enhance the performance of microfinance and can be utilized as tools for competitive advantage in small and medium-sized enterprises (SMEs) (e.g. microfinance institutions). The study accentuates the value of TAD, PFA and JBS in microfinance in a developing country like Ghana.Originality/valueThis is an original study investigating the effect of TAD and PFA practices on the performance of SMEs in a developing country like Ghana. Also, the study analyses JBS as a mediation variable to performance using SEM, which advances the research methodology in this research field.

The major characteristics of a TQM organizational environment are reviewed. Assumptions underlying TQM and traditional HRM concerning job performance are contrasted. A model of performance is developed which incorporates and extends both perspectives. Implications of this model for performance appraisal and performance management are considered.RésuméLes auteurs décrivent les principales caractéristiques d'une organisation pratiquant la gestion de la qualité totale (GQT). Après une comparaison de la GQT et de la gestion traditionnelle des ressources humaines en ce qui concerne le rendement individuel, ils proposent un modèle de rendement qui intègre et élargit les deux perspectives. Enfin, ils examinent les implications de ce modèle sur l'évaluation et la gestion du rendement.