Employee Performance Evaluation Research Articles

Development and Application of an Employee Moral Quotient (MQ) Evaluation Index System for Chinese Petroleum Enterprises

Recognizing the critical role of oil and gas resources as strategic assets and acknowledging the increasing emphasis on green development and social responsibility driven by international energy agreements and the “dual carbon” strategy, this study addresses the urgent need for a robust employee evaluation framework within China’s petroleum sector. While existing systems often prioritize competence-based indicators, they frequently overlook the crucial aspect of employee Moral Quotient (MQ). This research focuses on developing and validating a holistic, scientifically grounded, multi-dimensional, and dynamic MQ evaluation index system tailored specifically for Chinese petroleum enterprises. The study employed a mixed-methods approach, integrating a comprehensive literature review, semi-structured interviews with industry experts, and robust quantitative techniques, including the Analytic Hierarchy Process (AHP) and the entropy weight method. A two-round Delphi study, involving 18 experts from six provinces across China, ensured broad representation and facilitated the construction of the evaluation index system and the determination of indicator weights. The Delphi process achieved a high degree of expert consensus, evidenced by a 100% questionnaire response rate in both rounds, expert authority coefficients of 0.851 and 0.879, respectively, and Kendall’s coefficient of concordance of 0.243 and 0.247 (p < 0.01), respectively, demonstrating strong reliability and scientific validity. The resulting MQ evaluation index system comprises eight first-level indicators and thirty-three s-level indicators, encompassing key dimensions of employee morality relevant to the petroleum industry. This comprehensive system provides a robust and objective tool for employee selection, training, performance evaluation, and career development within Chinese petroleum enterprises, supporting informed decision-making in human resource management and fostering a culture of ethical conduct and sustainable development. Furthermore, the developed framework offers valuable insights and serves as a potential model for petroleum enterprises and other resource-intensive industries globally seeking to integrate MQ assessment into their human capital management strategies.

Data analytics for working performance analysis in production management

RFID technology has found widespread application in supply chain processes. Previous research has primarily focused on managing products or stocks, with limited attention given to analysing workers’ performances through RFID data. This paper proposes a model for analysing employee performance using RFID data in production management. Key Performance Indicators (KPIs) are defined and utilised to process, analyse, and visualise the data through various analysis tools to develop the proposed model. Comparisons are conducted to evaluate employee performance between different groups based on the defined KPI. The model is validated by testing an independent data set, demonstrating its effectiveness in analysing existing data. Predictably, the model has the potential to reduce supervisory and associated costs in case-like applications.

Organizational Citizenship Behavior (OCB) Influence on Employee Performance in Hospital

Organizational citizenship behavior (OCB) holds a fundamental position in influencing the efficacy of employee performance evaluations. Employing a mixed methods research design, specifically a commentary approach, this study encompasses all employees across various units of Hospital X in Banjarbaru City. Through purposive sampling, a non-probability method, 32 respondents were selected as samples. Findings reveal dimension scores: Altruism at 486, Courtesy at 668, Conscientiousness at 569, Sportmanship at 584, and Civic Virtue at 603. The study concludes that employee performance at X Hospital in Banjarbaru City is commendable across dimensions of Courtesy, Civic Virtue, Sportmanship, Conscientiousness, and Altruism.

Motivation through indirect compensation: Evaluating employee performance in Enugu State Civil Service Commission

Purpose: This study evaluates the impact of indirect compensation on employee job performance by the Enugu State Civil Service Commission. Research Methodology: This study employed a cross-sectional survey research design with a population of 280 participants, comprising staff from the Administration, Planning and Budgeting, and Research & Statistics Units, spanning grade levels 2-16 within the Enugu State Civil Service Commission. Data were collected using a questionnaire as the primary tool and rigorously analyzed using the Pearson correlation coefficient in the Statistical Package for Social Sciences (SPSS) version 23. Results: The findings revealed a significant positive impact of indirect compensation metrics on employee performance of the Enugu State Civil Service Commission. Limitations: The study specifically targeted personnel within grade levels 2-16 of the Enugu State Civil Service Commission. Contribution: This research significantly advances our understanding of indirect compensation and its impact on employee performance by pioneering new concepts, refining existing theories, and conducting comprehensive empirical studies. Funding: This research did not receive any funding from any Agency or Organization.

Pengaruh Komunikasi terhadap Kinerja Karyawan pada Hotel Tentrem Yogyakarta

Communication plays a crucial role in influencing employee performance. Performance decline is often caused by communication issues, particularly in the hotel back office, such as the lack of effectiveness in information delivery and miscommunication among employees. This study aims to analyze the impact of communication on employee performance at Hotel Tentrem Yogyakarta. The data used includes quantitative data from employee performance evaluations in 2023, the number of employees, employee communication levels from 2019-2023, and qualitative data from interviews with human resources. The study population consists of 241 employees at Hotel Tentrem Yogyakarta. Data was collected using documentation and questionnaires distributed to respondents. Data analysis techniques include validity testing, reliability testing, normality testing, heteroskedasticity testing, simple linear regression, t-test, and coefficient of determination (R²). The study findings show that the calculated t value (38.728) is greater than the t table value (0.1264) with a significance level of 0.000, indicating a positive and significant effect of communication on employee performance at Hotel Tentrem Yogyakarta. The coefficient of determination value of 0.863 indicates that 86.3% of the impact on employee performance is due to communication, while 13.7% is influenced by other factors outside the scope of this study.

Study on HR Analytics and Metrics for Improving the Employee Performance with Special Reference to MP

HR analytics is formed as the interpretation of data patterns that help decision-making and operation getting more out. HR analytics is formed as the process of measuring the impact of HR metrics, such as time to get use of person for money and retention rate, on business operation. We are taking employee data of computer-based training and compare their process of evaluating employee performance by other employee related entities to determine their performance and suitability. The research analysis for HR Analytics in present scenario is a study provides practical information for HR managers aiming to adopt HR Analytics and how data analysis is helpful in forecasting and making future decisions, especially in Special Reference to MP. We are focusing on the computer-based analysis of employee performance is an attempt to assess the efficiency or effectiveness and performance of an enterprise. In this work, we collect data based on primary and secondary data. The objectives for data collection are calculating the performance of employee and take decision. The HR analytics finds that the useful decision- making processing of employee performance that is necessary to implement key recommendations contained in improving performance and to enhance the business operation.

How Effective is the 360-degree Feedback Appraisal Method for Evaluating Employee Performance?

360-degree feedback, also known as multisource feedback, multi-rater feedback, or the 360-degree review system, is a comprehensive employee evaluation method designed to promote the all-around development of employees. Unlike traditional top-down appraisal methods, this system gathers input from various sources to create a holistic view of performance and areas for improvement. The 360-degree feedback process is designed to be continuous, supporting ongoing development throughout the year, rather than relying solely on periodic evaluations. This approach helps to address performance issues and foster growth on a regular basis, promoting a culture of continuous improvement.

Strategic Role of Artificial Intelligence (AI) on Human Resource Management (HR) Employee Performance Evaluation Function

Purpose – This research paper aims to create a realistic understanding of the favorable and unfavorable experiences that employees have as a result of adopting artificial intelligence (AI) or resorting to the old manual HR methods. It explains the difficulties and the benefits associated with developing human resources in light of the use of artificial intelligence or the old manual HR methods. Design/Methodology/Approach – For this study, the researcher employed a qualitative and exploratory research methodology. The primary element of the qualitative method which is adjusted to comprehend the literature, theories, motivations, viewpoints, and views in order to answer the study issue is exploratory research. This research used data from secondary sources. Findings – The study found that some firms spend over two million hours annually conducting manual HR performance reviews and evaluations. This is a significant amount of time spent on a process that is unreliable because it relies on people's opinions and prior performance. Real-time Artificial intelligence AI-driven assessments not only enable incentives and praise for good performances immediately, but they also ensure accuracy throughout the entire process and sound an alarm if targets are not met on time or performance standards are declining. From the extensive review of literature, it was found that Artificial Intelligence has a positive and significant influence on HR function of employee performance evaluation. Practical Implications – The study recommends a more robust top-level AI design and implementation within the entrepreneurial ecosystem and a robust application of Artificial Intelligence on HR function of employee performance evaluation. Originality/value – This research makes the unique contribution of establishing a qualitative finding that will revolutionize the entrepreneurial ecosystem for more employee productivity and satisfaction.

The effect of pre- and post COVID-19 hazard and risk management of nurses on performance evaluation.

It is important to identify the hazards encountered by nurses before and after COVID-19, assess the potential risks and risk levels, take measures for the identified hazards and risks, and determine the effect of risk management on employee performance evaluation. The aim of this study was to determine the effect of hazard and risk management of nurses before and after COVID-19 on performance evaluation. The study consisted of two stages. The first stage had a descriptive design, while the second stage had a one-group pre-test and post-test design. The second stage of the study was conducted during the COVID-19 pandemic. There were 377 nurses who agreed to participate in the study in the first stage and 201 nurses in the second stage. The study data was collected via Information Form, Hazard and Risk Identification Form, and Employee Performance Scale (EPS). In the second stage of the study, training was provided using instruction cards called "Means of Protection Against Hazards and Risks" for potential moderate- and high-level hazards and risks existing after the pre-test. The post-test stage was conducted two weeks after the training. Mann-Whitney U Test, Kruskal-Wallis Test, and Spearman's correlation coefficients were used for statistical analyses of descriptive statistics. The mean EPS score was found to be pre training 3,85±0,60, after training was found to be 3.92±0.55. Moreover, there was a weak negative correlation between pre- and post-training risk levels during the COVID-19 pandemic. Hazard and risk management training had a positive effect on the performance of employees.

CONTINUOUS PERFORMANCE EVALUATION OF EMPLOYEES USING AHP AND MODIFIED PUGH MATRIX METHOD: CONTRASTING WITH TOPSIS, PROMETHEE AND VIKOR

Applications of the AHP for employee performance evaluation in organizations are widely discussed in the literature. Contemporary organizations are increasingly discarding the traditional periodic appraisal systems and moving towards a real-time continuous process of evaluation. The existing multi-criteria decision making method (MCDM)-based employee performance evaluations are not suitable for such continuous evaluations, due to the complexity of the MCDM method. The current appraisal system is notoriously difficult to administer which prevents organizations from using it as an ongoing evaluation. There is a need for a simple yet robust multi-criteria decision making method for continuous performance evaluation of employees (CPEE). In this article, a modified version of the Pugh Matrix Method (MPMM) is proposed as a robust outranking method. The MPMM in combination with the AHP can function as an effective tool for CPEE. The MPMM is compared with other established and popular methods including TOPISIS, PROMETHEE and VIKOR. A statistical comparison using correlation validates the evaluation by the MPMM. There appears to be no significant difference in the evaluation of the MPMM with the other MCDM methods. Owing to its robustness and ease of use, the MPMM can easily be adopted by organizations for CPEE. The managerial implications and agenda for future research are also discussed.

Implementasi Psychologicalfungame Dan Butterfly Hug Untuk Optimalisasi Kinerja Pegawai Guna Mengurangi Dampak Beban Kerja Berlebih Di Balai Pemasyarakatan (Bapas) Kelas Ii Metro

This community service topic was chosen because of the high workload at the Metro Class II Correctional Center (Bapas) which has a negative impact on employee performance and their mental health. To overcome this problem, three intervention methods were implemented: Psychological Fun Game, Butterfly Hug, and Psychoeducation. Psychological Fun Game aims to create a pleasant working atmosphere and increase cooperation between employees. Butterfly Hug is used as an effective relaxation technique to reduce stress and anxiety. Psychoeducation aims to increase employee knowledge about the importance of maintaining mental health. This community service method involves a series of activities such as training, simulations, and employee performance evaluations before and after the intervention. The results of the activities showed an increase in employee performance, a decrease in stress levels, and an increase in job satisfaction. In conclusion, the implementation of this intervention activity significantly reduced the impact of work overload and improved employee performance and well-being. This intervention shows the importance of psychological support in the work environment and has great potential to be implemented sustainably.

Job Satisfaction in the Workplace Systematic Literature Review (SLR)

Job satisfaction and employee performance have become a significant research focus in management globally. It is a crucial concern for organisations to evaluate individual achievements in the context of work. Employee performance evaluation is based on their ability to execute their tasks in a way that contributes to achieving organisational goals and creates satisfaction within the scope of their work. This research applies a Systematic Literature Review (SLR) methodology that integrates several previous studies for further analysis. Through a preliminary study, articles in reputable journals, such as the Scopus database index, were selected and compiled. The findings highlighted that employees' attitudes and performance in the work environment are influenced by their level of satisfaction with their jobs. This systematic literature review provides an up-to-date overview of job satisfaction and employee relations. In analysing 24 published articles, it was found that the main factors influencing job satisfaction include human resources, employee relations, and work environment. In addition, the articles proposed various ways to improve job satisfaction, such as performance improvement, job security, and leadership.

Pentingnya Perencanaan Sumber Daya Manusia Dalam Sebuah Organisasi

Human resource planning is the first thing an organization or company must do when the company seeks better human resource management. All organizations or companies must determine their future with various different plans following current developments. Currently, changes are occurring quite rapidly, so organizations or companies must be able to keep up with the changes that are occurring quickly and precisely. Organizations or companies must be able to anticipate and adapt to change. Therefore, personnel planning is becoming increasingly important for companies, because the era of globalization, new technologies and organizational change processes overshadow organizational life repeatedly. An organization that is not supported by employees with good quantity, quality, strategy and function, of course the organization will find it difficult to maintain and develop its existence in the future, so that personal planning is successful. Human resource (HR) planning plays a crucial role in organizational success by ensuring the continuity of efficient and effective operations. In the context of globalization and rapid change, HR planning is becoming increasingly important to identify the need for quality and visionary human resources. The unique characteristics of an organization are also a focus in this abstract, where a unique business strategy can become a competitive advantage that is difficult for competitors to imitate. Evaluation of employee performance based on industry principles and the influence of organizational politics as well as a poor evaluation system on employees are also highlighted in this abstract. By understanding the critical challenges facing organizations, including in the context of globalization, HR planning can help organizations to strengthen their position in global competition and face change more adaptively.

Unlocking digital performance: exploring the mediating role of employee competitive attitudes, behaviors, and dynamic capabilities in Chinese SMEs under high-involvement human resource management practice

Digital technology has already permeated the production and operations of organizations, with many incorporating it into employee performance evaluations. However, there remains a research gap in identifying effective approaches to achieving digital performance. Furthermore, while scholars have often mentioned the differences in employee attitudes, and employee dynamic capability (EDC) in the dynamic digital market, empirical evidence supporting this notion is scarce. This paper investigates the influence of high-involvement human resource management practices (HI-HRMPs) on employee digital performance (EDP) within Chinese small and medium-sized enterprises (SMEs), focusing on specific cultural regions in China. Using purposive sampling, four representative regions (Guangzhou, Shanghai, Guizhou, and Anhui) were selected for Survey. Structural equation modeling (AMOS) was employed to examine the relationships between HI-HRMPs as the independent variable and employee competitive attitudes, employee competitive behaviors, and employee dynamic capabilities as mediating variables, with a focus on their impact on employee digital performance. Contrary to direct effects, the study reveals that HI-HRMPs do not directly influence employee digital performance. Instead, employee competitive attitudes and behaviors, along with their dynamic capabilities, emerge as significant mediating variables in this relationship. Specifically, employee competitive attitudes and behaviors, as well as employee dynamic capabilities, play crucial roles in mediating the relationship between HI-HRMPs and employee digital performance. Furthermore, the findings indicate that employee dynamic capabilities exhibit greater influence on employee digital performance compared to employee competitive attitudes and behaviors, particularly in the context of a rapidly evolving digital marketplace. These results underscore the importance of fostering employee dynamic capabilities within SMEs to enhance digital performance in the ever-changing business landscape.

ადამიანური კაპიტალის მართვა ისტორიული თეორიის ჭრილში

The historical role of human resource management and its importance in effective organizational performance and continuous development is discussed. To understand the historical role of the human resource management, the article reviews the corresponding literature and analyzes management approach based on human capital theory in relation to effective performance of contemporary organizations. At an early stage of scientific research in economic development a human’s role was evaluated as a special resource (human resource) and as a subject of social development. At a later stage a human was considered as a subject of economic development. This gave origin to terms like an “individual” and a “person”. In this case a human is considered as a subject of social and labor relations. Currently, key elements of the social-economic reform, such as stabilization of social-economic and political environment, invention and establishment of new manufacturing and management technologies, rationalization of the finance and banking systems and improvement of social welfare and quality of lifestyle are still critical challenges facing our country. These challenges can only be addressed by implementation of consistent policy in social and labor relations. Establishment of social market economy in the country and its well-organized functioning is possible with integration into global production. This primarily refers to adaptation of domestic labor relations with the internationally recognized social and labor relation system. This goal can be achieved by continuous organizational development efforts. For this reason, it is essential for each organization to develop and periodically renew its human resource management strategy and action plan that will ensure alignment of its personnel conduct and behavior and entire progress with its organizational needs. For organizational development it is essential to develop and periodically renew employee performance evaluation, motivation, personnel development policy and procedures. Staff motivation policy shall define both monetary and non-monetary incentives and be targeted at maintaining best human capital crucial for the long-term success of any organization. Personnel development policy should reflect the correlation between the results of performance evaluation and personnel development plan. The policy should prescribe rules for developing an individual development plan and setting career development criteria. In addition, a personnel career development policy and procedures should prescribe organizational training needs identification methodology, priority trainings, training opportunities and respective actions. Knowledge gained at the trainings should be expanded throughout the organization. Concentrating on above processes will turn an organization into an attractive employer with desirable working environment and organizational culture.

Enhancing employees’ quality of work life and engagement to foster corporate social responsibility: a data mining approach

PurposeThis paper aims to present a dynamic model for strategic and personalized decision-making in human resources (HR), using data mining techniques to enhance corporate social sustainability (CSS). The focus is on the interconnectedness of employee engagement (EE), enablement and the quality of work life.Design/methodology/approachThe proposed model integrates various HR data, including demographic information, job specifications, payment and rewards, attendance and absence, alongside employees’ perceptions of their work-life quality, engagement and enablement. Data mining processes are applied to generate meaningful insights for senior and middle managers.FindingsThe study implemented the model within a production organization, revealing that factors influencing EE and enablement differ based on gender, marital status and occupational group. Performance-based rewards play a significant role in enhancing engagement, regardless of the reward amount. Factors such as “being recognized for competency” influence engagement for women, while payment has a greater impact on men. Engagement does not directly influence the quality of work life, but subcomponents like perceived transparency and the organization’s processes, particularly the “employee performance evaluation system,” improve work-life quality.Research limitations/implicationsThe findings are specific to the studied organization, limiting generalizability. Future research should explore the model’s effectiveness in different cultural and organizational settings.Practical implicationsThe proposed model provides practical implications for organizations that enhance CSS. Organizations can gain insights into factors influencing EE and enablement by using data mining techniques, enabling informed decision-making and tailored human resource management practices.Social implicationsThis research addresses the societal concern regarding the impact of business activities on sustainability. Organizations can contribute to a more socially responsible and sustainable business environment by focusing on work-life quality and EE.Originality/valueThis paper offers a dynamic model using data mining and machine learning techniques for sustainable human resource management. It emphasizes the importance of customization to align practices with the unique needs of the workforce.

Sistem Pendukung Keputusan Dalam Menentukan Karyawan Terbaik Dengan Menggunakan Metode Simple Additive Weighting (SAW)

Sistem Pendukung Keputusan Dalam Menentukan Karyawan Terbaik Dengan Menggunakan Metode Simple Additive Weighting (SAW)

Evaluation of Employee Performance on Transformational Leadership and Organizational Commitment with Job Satisfaction as a Mediator

Evaluation of Employee Performance on Transformational Leadership and Organizational Commitment with Job Satisfaction as a Mediator

A Bibliometric Analysis of the Use of Technology in Employee Performance Evaluation: Trends and Implications

This bibliometric analysis explores the integration and implications of technology in employee performance evaluations, emphasizing trends over the last few decades. As organizations globally adapt to rapid digital transformations, traditional performance appraisal systems are increasingly replaced with technologically advanced methods including AI, blockchain, and machine learning. This study systematically reviews literature from major scholarly databases to map the evolution of these technologies and their impact on human resource management practices. It identifies significant trends, such as the rise in digital solutions post-COVID-19 and the challenges associated with data privacy and algorithmic bias. The findings offer a comprehensive understanding of how technology reshapes employee performance evaluation, highlighting a transition from conventional methods to dynamic, real-time assessment processes. This research not only documents existing patterns but also pinpoints gaps in current studies, suggesting avenues for future exploration to enhance organizational effectiveness through technology.

Study of employee performance measurement, evaluation and management practices in tourism and catering companies in Szeklerland(with special reference to Harghita county)

As a resource, people are one of the most important factors in the modern economy. From a subjective measurement approach, it can form the basis of business performance measurement. In this research, I am looking for answers to the question: what does business practice show, and how consistent is it with theoretical findings? The results of the research show that companies operating in the hospitality sector in Harghita County are consistently aware of the fact that employee performance contributes greatly to company performance. For this very reason, employee guidance, performance monitoring and feedback are considered significantly important. Employee performance is measured and evaluated informally, often on a monthly basis. The standardised, formal form of measurement, on the other hand, is only done annually, from time to time when necessary. However, its frequency increases significantly with the size of the company. Companies are moderately satisfied with the current employee performance measurement and evaluation. They are therefore aware that there is room for improvement. In their opinion, the introduction of a performance management system in the future would make a significant contribution to solving the problems discussed in the research. In doing so, it would also contribute to the improving of the company's business performance at the same time. Our development objective could be to provide guidance in this area for the future.