Effective Performance Appraisal System Research Articles

Factors Influencing Age Management in Organisations in the Czech Republic

This paper deals with the topical issues of age management and population ageing in the Czech Republic and Europe. The main objective of the paper is to evaluate the importance of individual visions of age management according to Ilmarinen (2006) and Cimbálníková et al. (2012) in organisations in the Czech Republic and to identify factors that influence the implementation of individual visions in the organisation. The primary data (n = 549) was collected by means of a questionnaire technique. The research results have shown that the most important visions are as follows: (1) a fair attitude towards age, (2) knowledge about age issues and (3) a happy life and motivation. In order to evaluate the implementation of age management visions, a factor analysis was performed, on the basis of which two significant factors were identified: (1) organisational culture and (2) job performance and relationships. Based on the research results, organisations are recommended to focus on continuous analysis of their organisational culture, to adapt to changes in their environment, also to implement an effective employee performance appraisal system, and to explore the development of employees and relationships among generations of employees with emphasis on eliminating ageism.

EVALUASI TATA CARA PENILAIAN UNTUK PTPN XII (PERSERO) BERDASARKAN KEP-100/MBU/2002

The objective of this research is to get the descriptive in depth and effectiveness of performance appraisal system (based on financial account, operational account, and administrative account) that has been implemented by PT Perkebunan Nusaniara XII (Pcrsero) based on the Badan Usaha Milik Ncgara of Minister Decree, Number: KEP-100/MBU/2002. This research used qualitative research with single case study and multiple unit analysis approach. The study involved 6 respondents as unit managers and as assistant of unit manager. They are financial manager, plant manager, accounting manager, processing manager, strategic business unit manager, strategic business manager, and assistant of financial manager. This study concluded that the performance appraisal system that has been implemented by PT Perkebunan Nusantara XII (Persero) was not effective in practice. This was caused by the differences of PT Perkebunan Nusantara XII (Persero) core business whose long time plants and harvest for many years from cultivation. It is suggested that the productivity is the main resource to increase as well as to improve performance and the sustainability of PT Perkebunan Nusantara XII (Persero)

Factors influencing managers’ attitudes towards performance appraisal

Orientation: Managers often have negative attitudes towards performance appraisal because of its problematic nature, which is influenced by political and social contextual factors. These negative attitudes lead to reduced employee support, inaccurate performance appraisal ratings and, consequently, negative employee perceptions of the performance appraisal process. This state of affairs necessitates a deeper understanding of the factors influencing managers’ attitudes towards performance appraisal.Research purpose: The purpose of this research was to gain a deeper understanding of the factors that influence managers’ attitudes towards performance appraisal.Motivation for the study: Previous research has confirmed the importance of performance appraisals in organisations. However, managers’ dislike of and aversion to performance appraisal impact negatively on the effectiveness of performance appraisal systems and ultimately the development and performance of employees.Research design, approach and method: An interpretivist qualitative study was adopted, utilising naïve sketches and in-depth interviews to collect data from eight managers, purposively selected. The data were analysed by using Tesch’s descriptive data analysis technique.Main findings: This study revealed that performance appraisal is fundamentally an uncomfortable and emotional process for managers, which results in their adopting defensive attitudes. Because of many uncertainties, managers do not always display the ability or readiness to conduct performance appraisals. The organisational context might place the individual manager in a position to distort employee ratings, which in turn negatively influences that manager’s attitude.Practical and managerial implications: This study provides insight into the present-day experience of managers in respect of performance appraisal and highlights the factors that influence their attitudes.Contribution: The insight gained from this research into the factors impacting on the attitude of managers towards performance appraisals can assist organisations to better support and empower such managers to be more effective in their approach when conducting performance appraisals.

A feedback model for an effective performance appraisal system

The paper discusses a performance feedback model for an effective performance appraisal system in organisations. Most organisations today lack an effective performance appraisal system primarily because the way performance feedback is given and received promotes a culture that discourages an effective performance appraisal (PA) system. An effective performance feedback model can play a key role in an organisation by enhancing employee engagement, motivation and job satisfaction. Keeping in view the problems that organisations face owing to poor feedback culture, the paper proposes and outlines a new performance feedback model that involves a positive quality-centred feedback approach relying on employee assertion and reinforcement. Unlike the conventional limitation-centred performance feedback model that highlights the gap areas and shortcomings of the employees, the new model takes its sustenance from a positive feedback culture.

A feedback model for an effective performance appraisal system

The paper discusses a performance feedback model for an effective performance appraisal system in organisations. Most organisations today lack an effective performance appraisal system primarily because the way performance feedback is given and received promotes a culture that discourages an effective performance appraisal (PA) system. An effective performance feedback model can play a key role in an organisation by enhancing employee engagement, motivation and job satisfaction. Keeping in view the problems that organisations face owing to poor feedback culture, the paper proposes and outlines a new performance feedback model that involves a positive quality-centred feedback approach relying on employee assertion and reinforcement. Unlike the conventional limitation-centred performance feedback model that highlights the gap areas and shortcomings of the employees, the new model takes its sustenance from a positive feedback culture.

Convergence in Effective Performance Appraisal System Technique: Foster Employee Involvement and Organizational Commitment Evidence from Indian SMEs

The performance appraisal system is the way of finding, examining, and recording information about the employees‘ performance for the specific period in the organization. It is an investigation of an employee‘s current accomplishment and malfunction, individual strengths and weak point, and further fittings for promotion or guidance and training. Appraisal system is also the judgment about an employee‘s performance in a job, based on considerations other than productivity. The appraisal system has become mandatory in an organization to judge one‘s performance, since its absence would lead to certain ethical issues in the organization. Hence, this research was conducted with objective to investigate the effectiveness of performance appraisal system and its relationship with the employee motivation, involvement, and commitment in leading small-and medium-scale enterprises (SMEs). A conceptual framework model was developed for an effective performance appraisal system proved using SPSS 20.0, Smart PLS 3.0, Minitab 17.0, AMOS package and R statistics. Also, many relevant results were showing that the following subsequent components such as appraisal method, fairness outcome, fairness process, goal congruity, employee participation, performance feedback, performance-based pay, and performance appraisal feedback have a strong relationship with the effective performance appraisal process in SMEs. This research work is an effort to discover the impact of effective performance appraisal system on enhancing employees‘ performance and further increasing their motivation, commitment, and involvement in the leading small-and medium-scale enterprises (SMEs)

English

English

Effective Performance Appraisal Systems in Competitive Schools

Effective Performance Appraisal Systems in Competitive Schools

Evaluation of Input Output Efficiency in Higher Education Based on Data Envelope Analysis

The level of development of higher education is a sign of a country's comprehensive national strength and the level of economic and social development. In this paper, the author makes comprehensive evaluation of the resource utilization efficiency in higher education, by using large scale network data, the result shows that the main reason lead to non DEA effective in colleges and universities is caused by the low scale efficiency and the low technical efficiency. Therefore, the university should pay special attention to the effective use of investment resources, gradually build effective performance appraisal system, and make implementation of the organic combination of teaching and scientific research. Also, reduce the cost of education investment, so as to effectively improve resources utilization and running benefits in colleges.

Impact of Performance Appraisal Strategy on Employee’s Job Satisfaction in Ghana Technology University (2015)

Rapid change and development of human resource management practices have made the existence of efficient and effective organisational performance appraisal system for the organisation inevitable. This study is designed to study the relationship between the performance appraisal (PA) strategy and its impact on employee’s job satisfaction. Questionnaire was used for this purpose and the study was conducted at Ghana Technology University Main Campus. Statistical population for this study is 60 employees of Ghana Technology University. SPSS software was used for the analysis. The major findings were that correlation coefficient for the relationship between performance appraisal strategy and employees’ job satisfaction was, however, positive at 0.001. Also, it was found that the relationships between performance appraisal strategy and the employees’ job satisfaction were statistically significant at alpha (α) = 0.01. These indicate, there are positive influences or impact of performance appraisal and employees’ job satisfaction and performance appraisal strategy on job satisfaction and satisfaction on overall position in Ghana Technology University. It is recommended that performance appraisal should be conducted with both managers and employees of Ghana Technology University.

Impact of Performance Appraisal Strategy on Employee’s Job Satisfaction in Ghana Technology University (2015)

Rapid change and development of human resource management practices have made the existence of efficient and effective organisational performance appraisal system for the organisation inevitable. This study is designed to study the relationship between the performance appraisal (PA) strategy and its impact on employee’s job satisfaction. Questionnaire was used for this purpose and the study was conducted at Ghana Technology University Main Campus. Statistical population for this study is 60 employees of Ghana Technology University. SPSS software was used for the analysis. The major findings were that correlation coefficient for the relationship between performance appraisal strategy and employees’ job satisfaction was, however, positive at 0.001. Also, it was found that the relationships between performance appraisal strategy and the employees’ job satisfaction were statistically significant at alpha (α) = 0.01. These indicate, there are positive influences or impact of performance appraisal and employees’ job satisfaction and performance appraisal strategy on job satisfaction and satisfaction on overall position in Ghana Technology University. It is recommended that performance appraisal should be conducted with both managers and employees of Ghana Technology University.

Performance appraisal: a review and case study

Every organisation for its survival and growth requires committed and qualified employees. Managers for the decisions such as the promotion, salary increase, appointment, fire, and replacement require evaluating the performances of their employees. With the assist of an appropriate performance appraisal system, companies will be able to overcome the problems related to employees' weak performances and can prepare plans for their performance improvement. In this paper based on the prior researches and studies, first the performance appraisal system, its objectives, content and process will be reviewed and then, the most recognised methods of performance appraisal and the effectiveness of performance appraisal system will be explained. And finally the performance appraisal system of an Iranian company will be examined and some improvement recommendations will be suggested.

Establishing Effective Performance Appraisal Practices in the Ghana Civil Service

Performance appraisal system is one of the most popular tools used in contemporary reform programmes by governments to enhance efficient and effective performance in the public sector.However, appraising employee performance is considered a controversial management practice anywhere it is being practiced because the successful implementation of effective performance appraisal system faces numerous challenges and obstacles. It is however inspiring to note that, the human resource system can become more effective by having a valid and accurate appraisal system used for rating performances of employees.In spite of the numerous efforts to improve the performance management system, it is evident that, the system lacks impetus to improve the performance of the Ghana Civil Service. Considering the crucial role Performance Appraisal play in employee performance strategy, this study sought to discover the extent to which Civil Servants consider the existing performance appraisal system as effective and efficient. The study was also to discover the various challenges confronting the effective implementation and utilization of performance appraisal in the Civil Service in order to provide recommendations for the better.The study adopted a case study design from the Office of the Head of the Civil Service (OHCS) and the Ministry of Education (MOE). It however, solicited the views of other Civil Servants from various Ministries, Departments, and Agencies (MDAs) through the Civil service Training Centre (CSTC). The study also used a descriptive survey because it involved collection of data, which informed the answers to the problem stated.The population for the study was the staff of the above-mentioned institutions that have gone through the appraisal exercise for at least once. The sample size for the study was 200 employees (60 from the OHCS, 80 from the MOE, and 60 from other MDAs through the CSTC ). Out of the 200 questionnaires that were distributed, 173 responded. The study relied on both primary and secondary sources of data and the researcher collected the data for the study, through the administering of questionnaires to the respondents in both senior and junior staff categories. Interpretation of quantitative data was done mostly by the use of tables/ figures and the data gathered from the in-depth interviews were analysed in a narrative form using the research questions raised for the study in relation to the main sections of the interview guide and the questionnaire. Data were analysed with the use of the Microsoft excel programme. The findings of the research have revealed that the current performance appraisal system in the Civil Service does not fulfill the aspirations of the employees, because it is characterized by certain flaws, which need to be addressed. Employees believe that the current PAS cannot help achieve organizational strategic goals and objectives; there is a negative general perception about the PAS; performance monitoring and feedback is poor; results from the appraisals are not judiciously used; performance is not linked to rewards and sanctions and finally, employees are hugely dissatisfied with the current PAS. Consequently, employees cannot be sufficiently motivated to put in their best. All these factors have worked against the effective implementation of the performance appraisal system in the Ghana Civil Service.Based on the findings, it was recommended that clear-cut performance appraisal objectives should be set out and made known to all concerned. Objectives should be developed jointly between the supervisor and the employee. Appropriate stakeholders need to set up a monitoring system to ensure that due process is followed by both appraisers and appraisees. Communication between supervisors and subordinates need to be improved drastically. Additionally, performance measures of individual organizations should be directly related to the overall mission and strategic goals of the entire Civil Service, particularly in terms of goals and objectives. Also, it is very crucial that appraisal reports are used judiciously. More also, appraisers and appraisees must be adequately trained on effective implementation of the PAS. It is important that various MDAs under the umbrella of the Civil Service develop different sets of performance appraisal systems that will cover specific task and job-holders since their job descriptions differ. Finally, review and appeal procedures should be adhered to in order to promote fairness and satisfaction by participants for higher motivation that may lead to higher performance and productivity in the Ghana Civil Service and government business as a whole.

Reward and attitudes: The unintended outcomes of an effective performance appraisal

Orientation: Focus was on the role of reward and attitudes as major determinants in enhancing the effectiveness of performance appraisal systems. Research purpose: To develop a structural model from the qualitative and quantitative findings from which to address the identified gaps in order to improve the effectiveness of appraisals. Motivation for the study: The attention that role players tended to give to the rewarding of employees during the appraisal process made it appear as the only important determinant of an appraisal’s success. In appraisals in many public institutions, reward has been given unnecessary prominence over other drivers, such as management and development. That led most key role players (leaders, managers and employees) to perceive the current employee performance management and development system (EPMDS) to be purely for monetary (salary increments and cash bonuses) and non-monetary (promotion) purposes, which, in turn, compromised its effectiveness. Research design, approach and method: Structural equation modelling (SEM) was utilised as a statistical technique for testing and estimating causal relations using a combination of statistical data and qualitative causal assumptions. This allowed both confirmatory and exploratory modelling to be undertaken, which is suited to both theory testing and theory development. A triangulation of quantitative (questionnaire) and qualitative (interview) study was conducted. A total of 300 questionnaires were distributed to nine government hospitals in the Free State province, namely Mofumahadi Manapo Mopeli, Dihlabeng, and Boitumelo regional hospitals, as well as Elizabeth Ross, Thebe, Phekolong, Mpumelelo, Reitz and Ficksburg district hospitals. There was a high response rate of 96 per cent, a total of 287 completed questionnaires. Respondents ranged from top executives, middle management, line management, to employees of all categories. Main findings: Reward and attitudes were found to the unintended outcomes of an effective performance appraisal. Practical/managerial implications: Remunerative rewards should be part of a holistic appraisal approach and not simply a one-sided approach. Contribution/value-add: This article addressed the void or the wrong perception regarding the role of reward and attitudes in appraisals, and established that they were outcomes, and not determinants, of appraisal effectiveness.

Student Feedback or ‘Students Hit Back’: in Search of Quality Feedback for Quality Teaching

This study is set to examine EFL teachers’ perceptions, views about what makes an effective performance appraisal system by adopting a quantitative survey design for data collection. A total number of 45 college instructors in the Sultanate of Oman responded to survey on: how is an effective performance appraisal perceived by EFL teachers? How do teachers perceive their participation in developing the appraisal system? And how might the present performance appraisal practices be improved? The result reveals that staff participation in developing performance appraisal system and goals, feedback confidentiality, quality appraiser, quality of place and time of appraisal, appraiser-appraisee relationships, and developmental nature of performance appraisal would help in making effective appraisal and the overall PA effectiveness depends mostly on these factors. The result has a significant implication for improving the process of teacher performance appraisal in Oman and enriches the body knowledge of PA in general. The study puts forwards suggestions and recommendations for improving PA practices and exercises in EFL contexts.

How Should an Effective Performance Appraisal Be: EFL Teachers’ Perspective

This study is set to examine EFL teachers’ perceptions, views about what makes an effective performance appraisal system by adopting a quantitative survey design for data collection. A total number of 45 college instructors in the Sultanate of Oman responded to survey on: how is an effective performance appraisal perceived by EFL teachers? How do teachers perceive their participation in developing the appraisal system? And how might the present performance appraisal practices be improved? The result reveals that staff participation in developing performance appraisal system and goals, feedback confidentiality, quality appraiser, quality of place and time of appraisal, appraiser-appraisee relationships, and developmental nature of performance appraisal would help in making effective appraisal and the overall PA effectiveness depends mostly on these factors. The result has a significant implication for improving the process of teacher performance appraisal in Oman and enriches the body knowledge of PA in general. The study puts forwards suggestions and recommendations for improving PA practices and exercises in EFL contexts.

Effectiveness of Performance Appraisal System in Large and Medium Size Manufacturing Organisations

It has now been widely realized that effectiveness of performance appraisal system(PAS) depends on the extent to which the HRD components are a part of the system and how well it is being implemented in practice from the viewpoint of both the appraisers and appraisees.It was emerged form the study that a number of variables in all the three categories (vizPAS design content variables ,PAS content variables and PAS outcome variables ) were being taken care of the large extent in the study organizations .However the study also identified many variables (in all the three categories) were being taken care of only to the moderate extent. In the study ,it was suggested that the The moderately taken care of variables ' need special attention of the concerned managers in particular and HRD professionals.In general..intercorrelations between the various variables were also established in the study.In depth and empirically tested analysis in this context is being presented in paper

Functions of the Performance Appraisal System

In this paper, the authors integrate the analysis of functions of the performance appraisal system and research of their impact on the level of employees’ motivation in the institutions of Bosnia and Herzegovina. They start from the assumption that the purpose of effective performance appraisal system is reflected in linking employees’ activities through the stabilization function and documentary function, using valid and useful information in making administrative decisions about employees and providing feedback to employees which they will use for developing. One of the most important benefits should be enhanced employees’ motivation at work. The hypothesis was tested by stratified random sampling method, and all levels of management were encompassed. Results of empirical research have established that the existing system primarily has documentary and administrative functions, and such as that does not provide raising of level of motivation, and it should be considered in redesigning the performance appraisal system of employees.

Accountability Is Key to Effective Performance Appraisal Systems

Accountability Is Key to Effective Performance Appraisal Systems

Organisational Justice Theory Perceptions in Performance Appraisal System in a Ghanaian Tertiary Institution

This paper examines employees. perceptions of the performance appraisal system of a Ghanaian tertiary institution in terms of satisfaction and fairness to the system, utilizing a hypothesized four-factor justice model of organizational justice as the theoretical basis. The study was conducted using 119 senior administrative staff and 24 heads of department/supervisors. The questionnaires used had two sections, namely, employees. perception of fairness and satisfaction with the system. The questionnaires were self administered to the respondents who were selected through both stratified sampling and purposive sampling techniques. Statistical tools employed to analyse the data included correlation and regression analysis. The study found that the institution.s performance appraisal system, overall, did not compare well to the justice framework due to lack of written procedures for evaluation and appeal. There was also dearth of training for employees on the system and its various components. The results overall showed that the system is ineffective. These shortfalls notwithstanding, respondents indicated their relative satisfaction with the performance appraisal system because it helps them to improve their work. Significant statistical relationships were found between fairness and an effective performance appraisal system. Training of both raters and ratees on the components and processes of appraisal for proper understanding and implementation is recommended.