Attainment Of Organizational Goals Research Articles

AN ASSESSMENT ON CONFLICT MANAGEMENT STRATEGIES IN ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF A SELECTED MANUFACTURING COMPANY IN ABUJA, NIGERIA

This study examines the impact of conflict management strategies on the attainment of organizational goals in selected manufacturing companies in Abuja. The study adopted a descriptive research design with two research questions raised and two research hypotheses. The study investigates conflict management strategies in nine manufacturing companies in Abuja, including 7up Bottling, Coca-Cola, Nigerian Breweries, Glasco Plastic Company, Ero Table Water, Alpha Ceramics and Aslo Glass. The research aims to establish the relationship between management strategies and organizational goal attainment. The study has limitations, such as its focus on a few selected firms and the small sample size, which may limit the generalizability of the findings. Data were generated through the use of a validated structured questionnaire. Descriptive and inferential statistics were employed to analyze data collected from the respondents. The study used Spearman correlation analysis as a methodology tool. The results showed a significant positive relationship between conflict management strategies (collective bargaining, compromise, and accommodation) and organizational goal attainment. Non-integrative strategies (competition, domination and avoidance) had a negative effect. Collective bargaining strategy had the highest positive correlation with goal attainment. The study recommends an inclusive and collaborative conflict management strategy, involving unions in strategic decisions, to avoid conflict insurrection. Conflict is unavoidable in organizations and can affect goal attainment depending on the chosen conflict management strategies.

Frontrunning, Free-Riding and Over-Aspiring: A Case Study Exploring How Configurations of Involvement, Social Comparison and Organizational Goal Attainment Affect Perceived Network Goal Attainment

Background: Complex problems in healthcare (fragmentation, specialization, and increased costs) are often addressed by implementing collaborative interorganizational networks. Theoretical models prescribe organizational practices that should ensure the effectiveness of these networks. However, these models are mostly aimed at organizing networks to achieve optimal effectiveness. One of the mechanisms increasing effectiveness, is the involvement of network members. We argue that even though network involvement may be high, there are mechanisms at play that decrease the member’s perceived network goal attainment, resulting in dissatisfied and dissociated members. One of these mechanisms is the comparison of input and output versus the input and output of other members; while the other is the pursuit of organizational goals by network membership. In combination with each other, these may lead to low perceived network goal attainment. Methods: We apply a mixed method study in a local primary care network (PCN) in the Netherlands. We collect and analyse two types of data: (1) interviews, analysed using thematic analysis, and (2) surveys, analysed using crisp-set qualitative comparative analysis (QCA). Results: We found three different pathways to low perceived network goal attainment. Members that are highly involved with the network, can still feel dissatisfied with the network’s goal attainment if they engage in social comparison or if they pursue organizational goals rather than network goals by network membership. We called these pathways over-achieving, and frontrunning. The third pathway, freeriding, describes members that are not very much involved in the network, but pursue organizational goals rather than network goals, and are also dissatisfied about the network’s goal attainment. Conclusion: Network member involvement positively affects perceived network goal attainment. We argue however, that even high network involvement can result in low perceived network goal attainment. Member’s comparison of each other’s input and output, as well as the pursuit of organizational goals, result in low perceived goal attainment even if members’ involvement is high. Future research aimed at network level effectiveness should take member level characteristics and sociodynamic factors into account.

Effective Communication as a Tool for Achieving Organizational Goal and Objective

Effective communication is essential for providing users with the information needed to achieve specific goals. This study explores the impact of effective communication on organizational performance, focusing on efficiency and profitability. The primary research question investigates the overall influence of effective communication on organizational goals. Sub-questions examine its effects on organizational efficiency and profitability. The main hypothesis posits that effective communication enhances organizational goal attainment, while sub-hypotheses suggest it improves efficiency and profitability. Objectives include understanding the impact of effective communication on organizational goals, efficiency, and profitability. Using purposive sampling, the study involved 40 employees. Secondary data were gathered from previous journals and books. The findings indicate that effective communication contributes to organizational development by enhancing employee productivity through verbal communication, improving performance efficiency through visual communication, and facilitating quick and accurate daily activities. Furthermore, effective communication aids in providing superior customer service, increasing the effectiveness of information systems, and maximizing employee performance benefits within the organization.

The Role of Marketing Research in Managerial Decision–making: A case study of Harare-based Food–Manufacturing Organisations in Zimbabwe

In recent years, a market oriented organisational culture has increasingly been considered a key element of superior organisational performance. Marketing research has an integrative marketing function of helping ensure that all departments in an organisation work together towards consumer satisfaction. The study sought to investigate the role of marketing research in managerial decision-making in Harare-based food manufacturing organisations. The investigation employed a quantitative research design. The research population comprised all marketing managers in Harare-based Food–manufacturing organisations. The population had a total of 19 organisations, 6 of which did not have marketing managers in post. This reduced the population to 13. Using a simple random sampling procedure, 10 marketing managers were randomly selected to participate in the research. Data were collected through a structured questionnaire with both open-ended and closed-ended questions, in which marketing managers indicated their views on the key roles of marketing research in managerial decision-making in Harare-based Food–manufacturing organisations. Marketing managers perceived and were in agreement that the role of providing information that can be used in facilitating making informed, quality marketing decisions was central to marketing research. Findings revealed that key roles of marketing research in managerial decision-making included roles in aiding satisfaction of consumer needs and wants; market segmentation; targeting and positioning; identifying and assessing threats from environmental forces. Given the central role of marketing and marketing research in managerial decision-making, organisations in the food-manufacturing industry are urged to adopt a market-led approach and achieve market leadership through superiority in aiding satisfaction of customer needs and wants through a co-ordinated set of activities that enhance attainment of organisational goals and strategic objectives.

Professional Development Leadership: Scale Development and Validation

Professional development leadership (PDL) aims to facilitate a shared understanding of professional quality and to influence employees to realize this understanding in practice. PDL can be important in overcoming clashes between managerial and professional logics and influencing professional work to support organizational goal attainment. This article develops and validates two PDL measurement scales on different subsamples of surveys of public managers ( n = 385) and their employees ( n = 3,865): a 9-item dimensional scale and a 4-item global scale. The paper thus serves as a stepping stone for future research on PDL.

Once a job crafter, always a job crafter? Investigating job crafting in organizations as a reciprocal self-concordant process across time

Research depicts job crafting as a desirable, ongoing employee behavior rather than a one-off event. However, insights are lacking into how employees’ active engagement in job crafting may be sustained across time. In this study, we advance a dynamic framework of how changes that follow employees’ periods of job crafting may, in turn, motivate versus impede continued crafting of one’s job role over time. Drawing from self-concordance theorizing, we propose and test a framework on how job crafting and employees’ attainment of self-concordant and organizational work goals are reciprocally related over time. Longitudinal data from a large, three-wave study collected over four years among church ministers support a positive reciprocal relationship between job crafting and self-concordant goal attainment, as well as an indirect positive relationship between job crafting and organizational goal attainment via self-concordant goal attainment. However, in line with our theorizing, organizational goal attainment did not predict subsequent job crafting. Instead, high organizational goal attainment weakened the extent to which job crafting at one time point positively related to job crafting at the next time point. We discuss the theoretical and practical implications of our findings for employees’ continued engagement in job crafting in organizations.

Corrosion beneath the surface? The emotional navigation of managerialist regulation in German welfare organizations

PurposeRegarding how the public regulation of human services is perceived within welfare organizations and how the latter cope with it, the role of emotions (as mediators between structure and agency) proves highly relevant while often being hidden beneath the surface. This article shows how a specific approach to such regulation – here: managerialism – may impact on “emotional regimes” at the organizational and individual level, affecting the attainment of organizational goals and workers' health.Design/methodology/approachThe article primarily draws on multiple qualitative case studies across two welfare sectors (four organizations) in Germany (continuing education/active inclusion; long-term care). The study research was conducted between 2020 and 2022 and based on 36 interviews with caseworkers and managers, focus group interviews and expert dialogues at industry level.FindingsThe results suggest that the managerialist regulation of welfare services breeds complex and ambiguous emotional regimes. Business-like management techniques elicit various emotions, affecting the motivational basis of human service work. While the experience of hard challenges may raise positive feelings, coping patterns often put strain on organizations and staff alike. In the short run, related emotional regimes tend to make service delivery proceed smoothly, yet in the long run they may have corrosive effects and problematic repercussions on macro-level developments.Originality/valueThe study highlights the role of emotions in publicly regulated human service settings by intermingling macro- and micro-level processes and thereby broadens the perspective of welfare state research as it reveals the impact of (managerialist) regulation on the dynamic organizational chemistry of such settings.

Exploring the Impact of Employee Satisfaction on Organizational Success: Evidence from Private Sector Organizations in Khost, Afghanistan

The primary objective of this research paper is to examine workplace employee satisfaction and its influence on the effective utilization of organizational resources. This entails exploring the various factors that significantly impact employee satisfaction within an organization, with the goal of identifying key drivers that have a profound effect on the morale and motivation of the workforce. By understanding these crucial factors, organizations can employ diverse strategies to enhance employee performance, thereby maximizing both individual and organizational objectives.
 In today's competitive market landscape, human resources are undeniably a critical asset for any organization. With intense competition, businesses are relentlessly striving to enhance customer satisfaction to gain a competitive edge. The utilization of human resources has a direct and substantial impact not only on customer satisfaction but also on gaining a competitive advantage. Consequently, it is imperative for managers to consistently assess employee satisfaction and pay close attention to the variables that exert significant influence on both employee satisfaction and performance. To investigate employee satisfaction and its ramifications on employee performance, this study employs a survey method. The utilization of an experimental approach is deemed unnecessary for this research, as employee satisfaction primarily involves theoretical aspects, making experimental methodologies redundant. Data for this research was collected through questionnaires, constituting primary data, targeting managers at various organizational levels within the private sector.
 The analysis of the gathered data reveals a robust positive correlation between employee satisfaction and employee performance. Notably, the variables most closely associated with employee satisfaction, and subsequently, with a significant impact on employee performance, are employee creativity and reduced absenteeism. Consequently, it can be confidently asserted that there exists a strong, positive relationship between employee satisfaction, employee performance, and the attainment of organizational goals.

Impact of Management Accounting Techniques on Financial Performance of Manufacturing Firms in Nigeria

The study examines the assessment of the impact of management accounting Techniques on Financial Performance of Manufacturing Firms in Nigeria. The objective of the study is to determine whether management accounting Techniques can be used as a tool for performance evaluation in manufacturing company and to evaluate the relationship between the success of manufacturing firms and management accounting techniques, also to find out whether management accountants in manufacturing firms employ management accounting techniques in data analysis. Data were collected from primary source and secondary source for the study. However, as a survey study the data for the research will be collected through questionnaire and interview, The research design used for this study is both quantitative and qualitative. The study adopts simple random sample as the sampling techniques. The population of the study was 67 staff randomly selected from the targeted population. The findings of the study show that management accounting techniques have significant effect on the performance evaluation of manufacturing firm. Based on the findings the study recommended that Companies should consult professional accountants and techniques to be used when starting a business to learn about various laws that affect their mode of operations and also to familiarize them self with the variety of financial record that the need to maintain. Based on the findings one can conclusively affirm that management accounting employ management accounting techniques in decision making and that firms cannot do without management accounting practices. Management should adopt techniques that would aid attainment of organizational goals. Techniques employed should be constantly appraised to remove possible areas of weakness

Work Time Control and Job Crafting as Predictors of Work Method Control Among Health Workers.

Nigerian dilapidated health sector is confronted with unprecedented work method control challenges caused by the ongoing COVID-19 crisis, which has changed the world of work, health, and well-being attainment. The COVID-19 pandemic has challenged work method control employed by the Nigerian health sector as they seek to mobilize leftover resources from embezzlement required to accomplish desired tasks and, as a result, altered the work methods, job descriptions, characteristics, and demands the attainment of organizational and personal goals. Based on Job Demands-Resources Theory (JD-R) and Self-Determination Theory (SDT), the researchers' principal objective was to investigate the moderating role of job crafting in the relationship between work time control and work method control among Nigerian health workers during the COVID-19 pandemic. The participants for this study comprised (220) health employees sampled through the purposive and convenient method. Three instruments, Breaugh's Work Autonomy Scale, Work Time Control Scale, and Job Crafting Questionnaire, were used for data collection, and hierarchical multiple regression was employed for data analysis. Results of this study showed that work time control and job crafting were positively associated with work method control of Nigerian health workers. Job crafting moderated the relationship between work time control and work method control. This research deepened the knowledge of work method control while integrating work time control, and job crafting, with other health and work challenges of health workers in the face of the COVID-19 pandemic. Second, COVID-19 has turned neglected Nigerian health workers into heroes as their work time control and job crafting helped manage the pandemic despite the poor infrastructure, corruption, bigotry, and ethnocentrism. During pandemics, the work method must be understood and used with work time and job crafting to improve patient recovery, health workers' well-being, the nation, and the universe.

Inclusive climate and the performance of employees from Muslim diaspora in the Western organisations

This exploratory study focuses on the impact of inclusive organisational climate on the members of Muslim diaspora in the Western workforce. There are theories and evidence that view increasing diversity in the workforce as a positive rather than a negative phenomenon. This is one of the few research papers that exclusively focuses on the implications of inclusive management practices for Muslim employees in the Western organisations. Evidence from the Muslim employees working in different industrial sectors in Australia, New Zealand, United States, and Canada have been used to explore the positive outcomes of inclusive organisational climate propositioned by the growing Muslim community in the Western workplace. This exploratory qualitative study presents the findings from 30 interviews with purposively selected Muslim employees working in the Western economies. Recursive abstraction and thematic approach have been used to analyse the data. The findings supported the popular assumption that inclusive organisational environment positively influences the desired employee outcomes among the Muslim employees that may lead to the attainment of various organisational goals. The findings also revealed that Muslim workers in the Western workplace feel more comfortable and included in a work climate where co-workers from different backgrounds or orientation are interested and encouraged to discuss their faith, values, and practices openly instead of carefully avoiding such conversation in the social interaction. Inclusiveness, to the Western workers with Muslim identity, is more about the interaction and behaviour of their co-workers at a personal level and less about the organisational system level mechanisms. Social exchange theory underpins the phenomenon explored in this study. Implications have been drawn for managers and human resource experts in the Western organisations.

Academic leadership and decision-making in institutions of higher learning in Zimbabwe: Trends and tribulations

Orientation: The global technological and sociopolitical transformations sweeping across tertiary institutions demand dynamic, proactive and creative leaders who are capable of harnessing the various leadership and decisional skills the diversified experts possess through shared governance. Research purpose: The purpose of this study was to demonstrate that academic leaders are endowed with leadership and decision-making skills and use a preferred situational style or model to attain organisational goals. Motivation for the study: Tertiary institutions demand transformational leaders endowed with appropriate decisional skills and a participative culture for the attainment of organisational goals with the ultimate aim of achieving world-class standards in their volatile environments. Research approach/design and method: Pragmatism informed the mixed methods approach (MMA) utilised. Qualitative data was generated from 10 purposely selected participants using open-ended questions of a case study design, while quantitative data was gathered from 58 systematically sampled respondents using a cross-sectional questionnaire survey. Samples were limited by the coronavirus disease 2019 (COVID-19) pandemic. Main findings: The study revealed that the institutional leaders investigated preferred the transformational leadership style used in conjunction with the rational and creative decision-making models because they were found to be participative, innovative and compatible with the Ministry’s Education 5.0 policy. An eclectic approach was equally suggested. Practical/managerial implications: Shared governance and collective responsibility were suggested in conceiving strategic plans as effective leadership and decision-making skills are not confined to a single individual. Contribution/value-add: Managerial leadership in tertiary institutions must devolve power and flatten the organogram if leadership and decisional skills possessed by followers are to be tapped.

Managing in all the right directions? The relationship between public managers’ perceived autonomy and leading upwards, sidewards, outwards and downwards

ABSTRACT Although researchers have discussed autonomy as important at the organizational level, the autonomy of the individual manager has not received similar attention. Knowledge about how managerial autonomy is used is, however, important for understanding the conditions under which management matters. We ask whether perceived managerial autonomy enables public managers to prioritize their efforts to support their individual career progression, organizational goal attainment, or both. Based on survey-data from 854 Danish public managers, we find perceived managerial autonomy is positively related to managers ability of aligning their time efforts towards as well their own career progression as towards obtaining organizational goals.

(Re-)Positioning and recognising the influence of internal communication on employee engagement for maximum organisational performance

Research on how communication contributes directly to high levels of employee engagement within the workplace is still relatively under-prioritised in public relations and corporate communication literature. Although some evidence exists on the relationship between internal communication strategies and employee engagement outcomes, the accentuated value that can bederived from internal communication practice is yet to be fully explored. The purpose of this study is to reposition and recognise the strategic nature of internal communication in maximising and cultivating high levels of employee engagement for organisational performance and success. The study explores the strategic importance of internal communication in accordance with amanagement philosophy anchored on collaborative, open and transparent communication. By using semi-structured interviews with managers and focus group discussions with employees, the study found that organisational engagement emanating from a strong management philosophy as part of the internal communication strategy empowered employees to perform beyond prescriptive expectations. Also, employees viewed the management philosophy as an avenue for the attainment of organisational goals, enabledthrough ‘one-on-one caring’ interviews with managers, which centered on the sensitivity of collaborative internal communication efforts. The efficacy level of internal communication was a key determinant of the organisation’s engagement efforts. More so, internal communication was also used to facilitate the dialogic exchange of information and often cultivated diverse opinions to improve operational efficiency through the attainment of strategic communal relationships.

Impact of Corporate Social Responsibility on Microfinance Banks’ Performance in Ogbomoso, Oyo State, Nigeria.

Over the years, few organisations are gradually coming to terms with the pertinence and essentiality of the strategic and pregnable tool of Corporate Social Responsibility (CSR) in the attainment of organisational goals. While some are facing various issues while adopting CSR practices, others are yet to know which CSR activities is best to adopt based on their physical needs. Therefore, this study empirically investigates the role of CSR in the attainment of organisational performance in Ogbomoso Microfinance Bank (MFB). Four research objectives on the relationship between CSR and key important aspect of MFB in Ogbomoso were deployed to 80 employees across Ogbomoso MFB using survey research design. Different analysis such as descriptive statistics, Pearson’s Correlation and regression analysis and T-square with the aid of SPSS were used for the analysis of this survey. The findings revealed that there is a significant correlation between CSR and effectiveness of organisational performance as well as employees and environments. The analysis of the CSR and organisation performance recorded a F-statistics value of 3.648 and p-value of 0.005<0.05. The study also found out that the participation of MFBs in CSR activities is somewhat low based on the statistical analysis which recorded a T-value of 0.263 < 1.96 with significance ratio of 0.793 > 0.05 which indicates that each of the microfinance bank in Ogbomosho spend less than 10% of their profit on CSR activities. Therefore, the study recommends that Ogbomoso MFB should proactively involve in CSR for a significant contribution to productivity and stability.

Conflict Management Strategies: Its Impact on Organization’s Goal Attainment on Selected Manufacturing Firms in Abuja

The aim of the study is to examine Conflict Management Strategies: Its Impact On Organization’s Goal Attainment on Selected Manufacturing Firms in Abuja. Respondents comprised 145 employees across selected manufacturing through the use of stratified random sampling technique. Data were generated through the use of validated structured questionnaire. Descriptive and inferential statistics were employed to analyze data collected from the respondents. The study used Spearman correlation analysis as methodology tool. Findings indicated that there is a significantly positive relationship between conflict management strategies (collective bargaining, compromise, and accommodation) and organizational goal attainment. Non-integrative conflict management strategies (competition, domination and avoidance) had a negative statistically determinate effect on organizational goal attainment. The result also indicated that collective bargaining strategy displayed the highest significant positive correlation with organizational goal attainment. The study recommended that management should adopt an inclusive and collaborative strategy of conflict management as well as involving unions in making key strategic decisions to avoid conflict insurrection in the organization. The study concluded that conflict is unavoidable in organization and could make or man organizational goal attainment depending on the conflict management strategies adopted.

Evaluating Organisational Change and Employee Productivity in Nigeria: A Case Study of Union Bank, Plc

This study examined the effects of organisational change on employee productivity in the banking sector in Nigeria. Following a comprehensive literature review, the study identified technological, cultural, employee attitude to change, leadership, and change in customers’ taste as the change strategies that can facilitate competitive advantage and attainment of set organisational goals. The primary data collection method was adopted employing questionnaire strategy. 102 respondents were selected as sample size. The study used the multiple regression statistical analysis through SPSS statistical package version 25 for analysis. The overall results revealed that organisational change has a positively significant impact on employee productivity. To this effect, technological, leadership, attitudinal and cultural changes in that order highly impact employee productivity in Union Bank even though they were rarely used to implement change. As a result, Union bank is advised to embrace convergent change management so as to be better equipped to maintain excellence in productivity and overcome external challenges such as competition. On the contrary, changes especially in customer taste do not influence the productivity of employees, perhaps due to the nature of their business operations (service). The study recommends among others that while implementing firm’s improvement strategies, Union Bank managers should look at the organisation’s technological change models, cultural change, employees’ attitude to change, and leadership change against their primary competitors.

Corruption in Lebanon: An Exploratory Study About Lebanese Managers’ and Employees’ Perceptions

Corruption is one of the major factors which affects the development of the economic sector in Lebanon. The purpose of the present study was to investigate the ways in which the perceptions on corruption differed among managers and employees in Lebanese businesses. The study focused on the underlying assumptions made about corruption, the ways in which corruption affects business operations, and the preference for certain strategies to deal with corruption in the business sector. The study followed a quantitative approach relying on a web-based survey. The final valid sample consisted of 50 Lebanese managers and employees. The results showed a positive inclination toward the corrupt behaviour either due to social norms which tolerate corruption or as a result of high-performance expectations from superiors. In addition, findings showed large discrepancies in regard to the contribution of organizational norms to the proliferation of corruption in the business sector. In fact employees considered that managers often overlook and sometimes even encourage corrupt behaviours that allow the attainment of organizational goals. The study highlights that corruption is engrained in Lebanon and has become prevalent to high extent that business actors use corrupt practices to be able to perform their activities and maintain their competitiveness. The findings of the study stress the urgency for business practitioners to take immediate action to mitigate corrupted actions by introducing changes in the organizational culture. Stressing and encouraging ethical values to combat corruption is a priority for all business actors as well as for public policy makers. Mediation of corruption necessitates more public awareness campaigns disclosing the negative effects of corruption on the health of sound business and the economy of the country at large.

Potential Appraisal and Development in Human Resource Development (HRD): A Review

Human Resource Development (HRD) process is denoted as how personnel are recruited, trained and put into use depending upon their skills, knowledge and potential as per the need of the job and keeping in line with organizational objectives. Potential appraisal refers to the identification and evaluation of hidden talents and underlying skills of a person. Potential appraisal enhances human resource development and enables the attainment of organizational goals. Steps in the potential appraisal system include a detailed job description, job specified quality traits, rating mechanisms and organizing the system. Techniques used for carrying out potential appraisal includes self-appraisal technique, peer appraisal technique, superior appraisal technique, management by objectives, psychological and psychometric techniques, leadership exercises, management games etc. Growth of companies lies in the hands of potential employees and hence it is the responsibility of companies to recognize the potential and reward befittingly to retain the talent. Thus it lowers the chance of good employees leaving the organization for green pastures.

English

Human Resource (HR) practices like performance appraisal (PA) training are meant to ensure that employees are equipped with the knowledge and skills needed for the attainment of organisational goals. However, gaps still exist on the relationship between PA employees’ training and employees’ performance. This study aimed to establish the relationship between PA training and employees’ performance in Public Teacher Training Colleges (PTTCs) in Kenya. A cross-sectional survey study was conducted among 282 employees comprising 185 appraisee’s and 97 appraisers in all the 27 PTTCs. Proportionate stratified sampling technique was used and a self-administered semi-structured questionnaire was used to collect sociodemographic data and PA practices. Linear regression analysis indicated that PA training contribution to employee’s performance was not significant (R2 = 0.001). Appraisee’s preferred quarterly appraisal trainings and appraisers preferred those conducted twice a year (P=0.0054; P=0.0025), respectively. Personal request (P=0.0086) was the basic selection criterion considered for appraisers to attend PA training whereas for appraisee’s, the management considered individual performance (P=0.0011). The PA training among appraisers focused on corruption prevention and service delivery (P=0.0031; P=0.0232 respectively) whereas for appraisee’s, it focused on conflict resolutions (P=0.0299). Additional courses besides PA training were intended to enhance employees’ personal development (P=0.0002). Appraisers opined that the relevance of PA training on employees’ personal development was not relevant at all (P=0.013) and ineffective (P=0.0055). Results suggest well-designed PA programmes that guarantee employees’ personal development and career progression enhances their commitment and may positively affect their performance. Key words: Appraisers, appraisees, teacher training, performance appraisal training, employees’ performance.