Formal Appraisal System Research Articles

Performance management system – Core Business School

Synopsis This case about the Core Business School enunciates the development of a performance appraisal criterion for the faculty members. The case highlights the situation when despite the administration of an appraisal process for the academic year 2012-2013, there was a uniform increment announced which was lower than the previous year’s increment on the pretext that the admission numbers for the next academic session were much low. The faculty and staff were in a dilemma of whether to continue in such an organization where the absence of a formal appraisal system would hamper their career progression or wait for another year for things to change. Research methodology This case is developed after an in-depth interview with the dean academics and the HR faculty of the Core Business School who headed the designing of the performance appraisal system and thereafter its implementation. Relevant courses and levels This case can be used for the elective course on performance management or human resource management course in MBA program.

Efficiency Ratings and Performance Appraisals in the United States Federal Government

As industrial–organizational (I-O) psychologists and longtime employees, we have developed and implemented appraisal systems and have been subjected to and have subjected others to appraisals. We have thus viewed performance appraisals from all angles, seeing the good, the bad, and the downright ugly. We believe that all of the points discussed by Adler et al. (2016) about retaining or eliminating performance ratings have merit and address the realities of the current state of affairs in performance appraisal practice and research. However, as Wiese and Buckley (1998) point out, organizations survived quite well for centuries without formal appraisal systems, which raises the question, “Why do formal performance appraisal systems exist?” One inescapable yet surprisingly undiscussed reason is that it is a legal and/or regulatory mandate for 4,185,000 U.S. federal government employees (Office of Personnel Management, 2015a). Eliminating performance ratings for these workers would literally require an act of Congress.

Performance management in international human resource management: Evidence from the CEE region

Performance management (PM) is a very important process of human resource management (HRM), in general. It implies an assessment of current or previous results or performance of the employee, team or the whole organization. It is a base for many business practices related to HRM: the need for staff training, new recruitment, career development, rewarding, etc. A wide literature sources emphasized that PM is a complex process, especially when the global market is in the scope of the research. This paper examined the performance management from the aspect of international human resource management (IHRM). The main objective of this paper was to explore the area of performance management in context of IHRM and relations between the existence of formal appraisal systems (FAS) for performance management and organizational performances. The research was carried out trough literature and empirical research based on CRANET data base. Methodology used in the research included statistical techniques of descriptive statistics and independent t-test, performed with SPSS program. Authors explored data from organizations from 7 countries from the Central and Eastern Europe (CEE) region.

Predicting TUrnover Intentions of Hotel Employees: The Influence of Employee Development Human Resource Management Practices and Trust in Organization

This study investigates the variables that may be predictive of hotel employees’ turnover intentions. The influence of trust in organization as a mediator in the proposed relationship is also examined. A total of 380 operational employees from 5-star rated hotels completed the questionnaires. Hierarchical regression analysis was used to test the relationships hypothesized in the model. Most of the hypotheses were supported. It is suggested that to enhance employees’ trust in organization and subsequently to reduce turnover intentions, hotels need to continue to provide training and development programs to their employees, conduct fair and formal appraisal system, and provide ample and clear career advancement to their employees. Limitations and suggestions for future studies are forwarded.

Assessing workforce perception of total quality-based performance measurement: A case study of a customer equipment servicing organization

Performance measurement has been identified as a key agent in attempts to manage organizational learning and business strategic change. The introduction of total quality (TQ)-based management frequently requires a change in organizational culture and management style, and performance measurement can be seen either to inhibit or facilitate this. A case study analysis is reported for performance measurement in the Division of Customer Equipment Services (CES) at Company K International, including a survey of workforce perception of the effectiveness of the existing approach to performance measurement and a 5-step model of performance measurement process. These steps are: TQM strategy development and goal deployment, performance information received, process management measurement, key results extraction, and reward and recognition of performance. Organizational learning and teamwork are also involved. The workforce survey found generally positive attitudes to performance measurement but there were some perceived problems, including a generally perceived over-emphasis on financial measures, and under-emphasis on Customer Satisfaction, Quality, and Employee Relations. There were perceived deficiencies in personal performance measurement and, by implication, in the linkage to Reward and Recognition. These may reflect the exclusion of 58% of the respondent sample from the company's formal appraisal system, which only extends down as far as middle management. The reports by Field Engineers are likely to be the main customer-facing contact and, at the operational "sharp end', their potential alienation from the TQM process should be of special concern. Involvement of the workforce in the choice of performance measures is generally regarded as critical for effective performance measurement design and implementation. It could be expected that employees would have a greater regard for the use of performance information within CES if they were part of the measurement design process.

Procedural fairness in performance appraisal: Beyond the review session

Utilizing an organizational justice perspective, this cross-organizational study developed procedural fairness dimensions for the appraisal review session and two contextual domains of the performance appraisal process. The contextual domains were: (a) the structure, policies, and support characterizing the formal appraisal system, and (b) the appraisal-related interactions that occur throughout the year between supervisors and subordinates. In addition, relationships of the three procedural variable sets and their respective individual variables with three fairness (two distributive justice and one global) criteria were assessed. Procedures from the session and system domains were found to be most useful for predicting the fairness criteria.

Performance Appraisal Process Research in the 1980s: What Has It Contributed to Appraisals in Use?

In the early 1980s, Landy and Farr (1980) and Feldman (1981) redirected performance appraisal research from issues related to the development of psychometrically sound rating scales to those involving the cognitive processes of raters. Since that time, several reviews have attempted to translate principles from social cognition and cognitive psychology to the specific conditions of formal appraisal systems in work-oriented organizations. In addition, a number of empirical studies have been conducted on this topic. This article reviews empirical research during the 1980s that focused on performance appraisal processes, particularly the research that has focused upon rating accuracy. The review is structured around a three-stage process model of gathering, storing, and retrieving information about social stimuli for the purposes of rating performance. Factors affecting this process are clustered into four categories: appraisal settings, ratees, raters, and the nature of the scales used for the appraisal. Once reviewed, the research is evaluated in terms of its contributions to improving the quality of appraisal systems as they are used in organizations.

Feedback from dental students: performance in an anatomy department

A questionnaire was devised and administered to first-year dental students to obtain feedback on the courses in an anatomy department. A closed statement format was used with a small number of open requests for comment, both to elicit information which would lead to course improvement, and also to validate the questionnaire itself and assess its suitability for inclusion in a formal appraisal system. Data were produced on course structure, teaching methods, examinations and personal tutoring. The students were divided into subgroups and their perceptions in these areas compared. The median responses to closed statements for each discipline within anatomy were calculated and displayed graphically as course profiles. The questionnaire itself is discussed in detail in relation to the validity of the feedback produced. Improvements are suggested and the questionnaire found to be suitable for wide usage in an appraisal system, particularly with the development of course profiles. The specific responses by the students, and their requests for further guidance, are also considered and suggestions made for alterations in the courses.

What Teachers Think

ABSTRACT The present study examined Further Education Teachers’ opinions on the introduction of a formal appraisal system into their colleges. Data were obtained from two sources: (a) a one‐day workshop (N = 72), and (b) a survey questionnaire (N = 60). Findings showed that generally teachers did not welcome a formal appraisal system but felt that any system should offer encouragement and help to improve performance in the classroom, though most felt that time and money would need to be spent to enable Colleges to do the job properly.

Appraisals: Changing Directions

The article deals with an experience over some three years in changing the role, content, format and procedures of a formal appraisal system in a large, international manufacturing Company. It covers the reasons why change became necessary, the means by which the changes were agreed and implemented and an interim judgement of the effectiveness of the changes. The lessons learned by the specialists are stated.