Performance Appraisal Feedback Research Articles

Unveiling the Hidden Dynamics: exploring causative factors and impact of employee turnover on organisational performance.

Employee turnover is a widely recognised subject in an organisational setting. Although academics and organisational human resource departments have accepted the fact that employee turnover can have a disastrous impact on the organisation, there are limited studies conducted on the causative factors and effects of employee turnover in organisations. Therefore, this study helped to highlight some of the causative factors triggering employee turnover and their impact on an organisation. In addition, the study also suggests vital strategies for mitigating and reducing employee turnover. In line with the preceding assertion, the cross-sectional qualitative study taking into consideration conference papers, government periodicals, chronological documents, and mainly secondary and primary sources were used. Online search engines such as Scopus, EBSCO, Emerald, science direct, and unrestricted web service search engines such as google scholar and Mendeley demonstrated to be valuable database resources. The finding indicated that performance appraisal feedback, job insecurity, stress and work overload, death, and compensation are significant factors responsible for employee turnover was also deduced that employee turnover can affect organisational performance through ineffectuality in the delivery of service, increase in workload, errors in work processes and reduction in sense of loyalty. However, findings also postulated that training and development, competitive benefits and compensation, effective leadership, and job satisfaction are key procedures that help in reducing and mitigating employee turnover.

Performance appraisal feedback, employee’s work performance and the moderating role work motivation

Performance appraisal feedback, employee’s work performance and the moderating role work motivation

Influence of Performance Appraisal Feedback on Service Delivery among Public Secondary School Teachers in Londiani Sub-County, Kericho County, Kenya

Influence of Performance Appraisal Feedback on Service Delivery among Public Secondary School Teachers in Londiani Sub-County, Kericho County, Kenya

Customer online reviews and hospitality employees’ helping behavior: moderating roles of self-efficacy and moral identity

PurposeOnline reviews are perceived as credible and trustworthy across various business sectors; thus, they influence customers’ purchase decisions. However, the potential role of customer online reviews as feedback for employee performance and employee reactions to customer reviews remain largely unclear. To address this knowledge gap, this study proposes that employee characteristics, namely, self-efficacy (Study 1) and moral identity (Study 2), moderate the effect of the valence of customer reviews on hospitality employees’ helping behavior.Design/methodology/approachThe authors used a scenario-based, quasi-experimental design in two studies. They recruited a total of 215 frontline employees at independent casual dining restaurants in Istanbul, Turkey (Study 1) and 226 US residents who have worked in the restaurant industry for more than six months (Study 2). Multiple linear regressions via PROCESS and moderation analysis via Johnson–Neyman technique were used.FindingsStudy 1 demonstrates that when employees’ self-efficacy is low, positive (vs negative) customer reviews enhance employees’ helping behavior. By contrast, when employees’ self-efficacy is high, their helping behavior is invariantly high regardless of the valence of customer reviews. Study 2 reveals that when employees’ moral identity is low, their helping behavior decreases in the presence of negative (vs positive) customer reviews. Conversely, when employees’ moral identity is high, their helping behavior is similarly high regardless of the valence of customer reviews.Practical implicationsHospitality managers may need to develop training programs to enhance their employees’ self-efficacy and moral identity. They may also provide necessary organizational support to induce their employees’ self-efficacy and moral identity, given that such psychological resources help buffer the dampening effect of negative reviews on helping behavior. Last, hospitality managers may consider incorporating customer reviews as part of employee performance feedback.Originality/valueThis study advances the understanding of employees’ responses to customer reviews, with the performance appraisal feedback framework as fresh theoretical lens. This study is among the first to demonstrate the relationship between the valence of customer reviews and subsequent helping behavior of employees toward customers. It also contributes to the emerging literature that identifies boundary conditions for employees’ responses to customer reviews.

HRM practices and performance management in public service organizations in Bangladesh: An empirical study

This paper assesses the effects of HRM practices on the management performance of public service organizations as public service is believed to safeguard the national property for allocating goods and services timely, and reasonably to the inhabitants of the country especially in a developing country like Bangladesh. The question circling whether the HR practices in public service are sincere for equal and equitable distribution of products and services effectively. In doing so, this study investigated the effectiveness of HR practices and methods on the performance management of public service. The study, through a mixed-method approach, conveniently surveyed a sample of 142 respondents and interview drawn from seven key informants of two Bangladesh Civil Service (BCS) cadre from Chittagong, the second-largest city of the country. The study shows the differences in the effects of HRM practices that employee training positively and commensurate compensation negatively predict employee performance, respectively, however, performance appraisal feedback is not a significant predictor. The study drawn the implications for HRM practices in BCS organization and encouraged future scholars to further examine these differences.
 IIUC Studies Vol.16, December 2019: 9-34

Performance Appraisal and Employee Engagement: Does Tenure Matters? Evidence from South-West Nigeria

Background: The level of employee engagement globally is declining.Evidences points to low level of employee engagement in Nigeria. In this study, performance appraisal and performance appraisal feedback are hypothesized as factors that increase the level of employee engagement.
 Objective: The objective of the study was to investigate the influence of performance appraisal and performance appraisal feedback on the employee engagement among workers in South-West Nigeria.
 Methods: The study adopted descriptive research approach. Respondents were sampled from employees of one State University, wire industries, and oil and gas sector in Osun State capital, Nigeria. Stratified and simple random sampling techniques were used to select 250 respondents. The questionnaire was used for data collection. Only 139 (54.51%) questionnaires were found useful for the analysis. Descriptive statistics, correlation and regression analyses were used for the data analysis.
 Results: The study found out that performance appraisal had positive significant influence on employee engagement but the relationship between performance appraisal feedback and employee engagement was found to be statistically insignificant. Tenure was found to moderate the influence on the relationships.
 Conclusions: Based on the findings of the study, the study concluded that employee tenure was an important moderator in the relationship between performance appraisal, performance appraisal feedback and employee engagement.
 Implications: The implication of the findings of this study was that employee characteristics are important factors for the consideration of Human resource practitioners for organization effectiveness and productivity.
 Recommendations: The paper recommended that HR managers should pay more attention to the employee metrics in implementing HR policies.

Specificity of performance appraisal feedback, trust in manager, and job attitudes: A serial mediation model

I investigated the potential serial mediating role of feedback acceptance and job satisfaction in the relationship between specificity of performance appraisal feedback, trust in manager, and job involvement by analyzing self-reported survey data from 240 people employed in various companies throughout South Korea. A path analysis and the PROCESS macro in SPSS were used to test the mediation model. Only the partial mediation model of feedback acceptance had adequate fit. Furthermore, both feedback specificity and trust in manager had significant direct and indirect relationships with employees’ feedback acceptance and job satisfaction, and job satisfaction was directly associated with job involvement. These findings suggest that when an employee is provided with performance appraisal feedback, manager trust and feedback specificity may positively influence feedback acceptance. Acceptance of the feedback may, in turn, lead to greater job satisfaction and involvement.

The Study of Reservations and Concerns in Application of 360° Feedback System

The main aim of the study is to analyze the effectiveness of 360-degree performance appraisal feedback system in Anand Publications and Nageen Publications. Performance evaluation techniques are often driven by a desire to minimize disagreement across evaluations. Historically, the typical goal of maximizing agreement is based on the assumption that there exists an objective reality that will be similarly perceived and reported, despite differences in rater perspective. The responses are presented collectively to the assessee in the form charts and graphs. Comments and interpretations are presented later. Counselling sessions are arranged with the employee to remove the weaknesses identified in the Three sixty degree assessment. A sample size of 100 employees is chosen. Out of which 50 employees were from Anand Publications and remaining 50 from Nageen Publication. Companies that implement 360° feedback without first developing good managers who can give feedback correctly risk serious damage to teamwork and morale. Providing constructive feedback calls for instruction, training and practice. Any organization considering using 360° feedback in the appraisal process should begin by using for development purpose only and then gradually to make it a part of appraisal system.

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)

PROSES PENILAIAN KINERJA TERHADAP KEPUASAN KERJA DENGAN KEPUASAN UMPAN BALIK KINERJA SEBAGAI VARIABEL MEDIASI PADA PEGAWAI PERGURUAN TINGGI DI CEPU

This study attempts to describe the effect of Performance Appraisal Process Factors on Job Satisfaction with Performonce Appraisal Feedback Satisfaction as intervening variable. The data which were taken in this study were the employees of Higher Education in Cepu, Central of Java. The survey was employed on the responses from 81 employees of teachings staff and administration staff, The results show that the performance ratings, satisfaction with performance appraisal, satisfaction with performance appraisal system and satisfaction with performance appraisal feedback all have significant coruelation toward job satisfaction. In addition, Performance Rating, and Satisfaction with Performance Appraisal System have positive correlation toward job satisfaction, but satisfaction with rater and performance appraisal system has no significant correlation toward job satisfaction. Thus, it can be concluded that satisfaction with performance appraisal feedback was used only by intervening variable in the relations of satisfaction with rater to job satisfaction variable and satisfaction with performonce appraisal system to job satisfaction.

Experimental study comparing a traditional approach to performance appraisal training to a whole‐brain training method at C.B. Fleet Laboratories

AbstractThe purpose of this study is to examine the effects of a new approach to performance appraisal training. Motivated by split‐brain theory and existing studies of cognitive information processing and performance appraisals, this exploratory study examined the effects of a whole‐brain approach to training managers for implementing performance appraisals. Managers at C.B. Fleet (n = 33) were randomly assigned into either the control or the experimental group. Fifty‐three employees participated in the study, with 27 employees reporting to a manager in the control group and 26 reporting to a manager in the experimental group. Managers in the control group received the company's traditional annual performance appraisal training that focused on training them to discern performance by specific dimensions, which is consistent with left‐brain activity. Managers in the experimental group received both the traditional training and training to stimulate the right brain hemisphere. The experimental training guided managers through a series of exercises to encourage them to access global impressions (person schema) of their subordinates. The effect of the experimental training was determined by surveying employees before and after the performance appraisal review cycle. The findings show that a whole‐brain approach to performance appraisal training results in positive returns from the perspective of the employees. Employees receiving performance appraisals from managers who participated in the experimental training group perceive the performance appraisal feedback and process as more useful.

The Role of Leader-Member Exchange in the Performance Appraisal Process

Performance appraisal (PA) feedback research suggests that agreement of others' performance feedback with one's own views strongly determines feedback reactions, yet inconsistent results of feedback interventions motivate a search for additional influences. The authors propose that supervisor-subordinate exchange relationships create a social context that substantially influences the PA discussion and feedback reactions. Key mediating variables in this process are employee voice during the PA session and justice judgments. Structural equation modeling analyses of longitudinal data support our model. Exchange relationship showed strong, mediated effects on feedback reactions, whereas performance rating discrepancies had minimal unique effects.

Correlates of satisfaction with performance appraisal feedback

The relative lack of research on employees’ reactions to performance appraisal feedback is the primary impetus for this study which advances this important, but neglected, research area by investigating potential predictors and consequences of satisfaction with appraisal feedback. Survey responses from 112 employees were matched with their performance ratings from two different appraisal periods to test specific hypotheses. Results indicate that satisfaction with rater and previous performance ratings influence employees’ satisfaction with appraisal feedback. Satisfaction with appraisal feedback was positively related to job satisfaction and organizational commitment and negatively related to turnover intentions. Supervisory status moderated the relationship between satisfaction with appraisal feedback and subsequent performance such that the relationship existed only for supervisory employees who, in addition to receiving feedback about their own performance, also provided feedback to their subordinates. Implications of results for researchers and practitioners are discussed.

360-Degree Assessment: Time for Reinvention

One of the most popular management development tools in use today is the 360-degree assessment instrument. In recent years, however, its popularity has led to uses beyond its original application for management development. In particular, 360-degree assessment is now replacing the traditional performance appraisal. This trend toward multiple uses--especially administrative ones--should raise concerns, and we discuss its implications. In particular, our focus is on dilemmas created when a feedback tool is stretched to include potentially conflicting aims. We carry out our analysis on three levels (individual, interpersonal, and organizational) using three frames (cognitive, psychometric, and game-theoretical). It leads to the conclusion that if used for multiple purposes 360-degree assessment is in danger of losing its efficacy as a process to deliver honest and constructive feedback. We suggest that it is time for reinvention of the tool and its process methodology. In particular, we argue for the development of two distinct tools--one for management development and one for performance feedback. The management development tool would rely more heavily upon qualitative feedback and competences for development. The performance appraisal feedback tool would be designed around quantitative feedback and measuring performance outcomes.

Responses to formal performance appraisal feedback: the role of negative affectivity.

This study examined the effects of performance appraisal feedback on job and organizational attitudes of tellers (N = 329) in a large international bank. Negative affectivity moderated the link between favorable appraisal feedback and job attitudes. Among the higher rated performers, attitudes were improved 1 month after being notified of favorable appraisal results (Time 2). Improved attitudes persisted 6 months after the performance appraisal (Time 3) among tellers with low negative affectivity but not among those with high negative affectivity. Among the lower rated performers, mean levels of attitudes did not change significantly during the study.

Responses to formal performance appraisal feedback: The role of negative affectivity.

Responses to formal performance appraisal feedback: The role of negative affectivity.

Is there Any Positive Effect of Offering No Performance Appraisal Feedback?

So far researchers have regarded performance appraisal feedback as desirable and have examined feed back issues assuming that feedback is actually provided. The purpose of this article is to investigate whether there is any positive effect of offering no performance appraisal feedback. We studied if the inflated expec tation of employees' own performance appraisal affects the performance of the employee positively when the feedback is held back. The empirical results indicated that expectation was positively inflated and it made significant contributions to compliance with supervisor, job satisfaction and organizational commit ment. The results also showed that expectation of their supervisors' rating is a more significant indicator than the real appraisal rating itself in reviewing some employee attitudes like compliance with supervisor and organizational commitment. Several theoretical and managerial implications of the findings, including the importance of cultural difference, were also discussed.

An Examination of Raters' and Ratees' Preferences in Process and Feedback in Performance Appraisal

This paper examined the raters' and the ratees' preferences in Malaysia regarding the performance appraisal process and feedback. A total of 52 managers (raters) and 122 subordinates (ratees) participated. Analysis by t test and correlation showed significant differences between raters and the ratees on most factors. Ratees preferred to have more frequent appraisals than once a year and preferred to have more frequent feedback from the managers about their performance. Ratees' preference for the purpose of information on performance was towards salary increase, promotion, training, and career development whereas the raters gave more importance to training and career development.

The impact of self-appraisals on reactions to feedback from others: the role of self-enhancement and self-consistency concerns

This study examined the usefulness of self-appraisal (SA) as a technique designed to enhance the motivational and developmental impact of feedback from others. Drawing from research on self-enhancement and self-consistency motives, it was hypothesized that individuals would agree with and incorporate feedback that is consistent with their SA, whereas they would be more satisfied and perform better if feedback is more favorable than their SA. A field study was conducted with 122 MBA students as participants. On average, students were 25 years old and had 1.8 years of work experience. Seventy per cent of students were male and 82 per cent were white. The findings supported all of the hypotheses except the hypothesis concerning satisfaction. Implications for improving the impact of performance appraisal feedback are discussed.

Constructive performance appraisal feedback for healthcare employees.

For their own reasons, both healthcare managers and employees dislike performance evaluation interviews. Managers would rather avoid the role of appraiser, and employees often dispute the accuracy of their assessments. The resulting poorly handled interview often resembles a power struggle more than a performance review. This article describes several interview formats that might be appropriate to certain situations and advocates training for managers who must conduct performance evaluation interviews.