Purpose Of Performance Appraisal Research Articles

Performance Appraisal Purposes and Employee Creativity: A Multidimensional Perspective

Performance Appraisal Purposes and Employee Creativity: A Multidimensional Perspective

A Theoretical Exploration of the Nexus Between Performance Appraisal, Culture, and Impression Management

This study theoretically discusses that the impression management (IM) strategies that employees apply depending on the purpose of performance appraisal (PA) in organizations may vary in different cultures. The propositions developed are based on Schütz's four-dimensional classification of IM strategies and Trompenaars and Hampden-Turner's (1998) seven-dimensional model of culture. It has been proposed that employees may exhibit more assertive or defensive IM strategies for administrative PA, and offensive or protective IM strategies for developmental PA. Moreover, employees in particularistic, diffuse, and synchronous cultures may apply IM more frequently in the PA process. Employees in individualistic cultures may use defensive IM tactics for developmental PA, while in communitarian cultures they may resort to assertive IM. Furthermore, employees can apply offensive and assertive IM for administrative PA in ascription-oriented cultures, taking responsibility IM tactics in both administrative and developmental PAs in inner-directed cultures, and justification and excuse tactics in outer-directed cultures.

Purposes of Performance Appraisal: A Systematic Review and Agenda for Future Research

Purpose: This study expands the knowledge on theoretical and practical performance appraisal purposes (PAPs) explanations. Theoretical framework: Performance Appraisal (PA) has already demonstrated its peculiar characteristic of being the foundation on which decision-making on other Human Resource (HR) policies is based, such as salary increase, training, identification and separation of poor performance. Despite that, there is a general understanding that among the criteria for measuring performance appraisal effectiveness, PAPs have been little explored by academics and researchers. However, the importance of PAPS in employees' reactions is recognized. Design/methodology/approach: Based on a systematic literature review, we synthesized 24 peer-reviewed journal papers published in the last ten years: 2012-2022. Findings: The descriptive results suggest that there has been a decrease in interest in researching on PAPs. At some time, the thematic results suggest that PAPs have been operationalized as an independent variable. Research, Practical & Social implications: Our findings broaden the understanding on PAPs in different cultural and organizational contexts, especially in Asia and Africa. On the other hand, this article can help to improve the perception of appraisers and appraisees on the usefulness of the appraisal system. This way, helping to reduce the prevailing perception that RH practices are not efficient and effective. Originality/value: The line of investigation on PAPs is aligned with previous research whose prevailing domain of administrative and development purposes is still a reality in studies on the topic. However, the novelty in this study is the growing concern with the accuracy and reliability dimension of PAPs.

Performance Appraisal System and Employee Motivation in International Non-Governmental Organizations in Nepal

Background: Strong organizations must maintain vital activities and help others survive. All non-profit organizations (NPOs) aim to increase customers' social well-being. These organizations have been under pressure to enhance management, efficiency, effectiveness, and accountability recently. A performance evaluation system is essential to internal monitoring and control in non-governmental organizations due to a diversified and linked workforce that works toward several layers of organization-specified objectives at different levels. Objectives: This study aims to explore the performance appraisal system of International Non-Governmental Organizations in Nepal. Additionally, it is to analyze the effect of the performance appraisal system on employee motivation in these organizations in Nepal. Methods: The study adopted a mix-method. Data were collected using a structured questionnaire of 300 employees, with 212 responses from six INGOs operating in Nepal and 5 HR managers of the INGOs. The performance appraisal system considered components, i.e., performance appraisal purpose, performance appraisal standard, feedback on performance appraisal, reliability of ratings, and rather assurance on employee motivation. Findings: The results determined that performance appraisal purpose, reliability of ratings, and rater assurance significantly affect employee motivation. In contrast, feedback on performance appraisal and performance appraisal standards did not significantly impact employee motivation. Conclusions: An organization's fair and accurate performance appraisal system helps employees feel unbiased and motivates them toward work. Employees should receive performance appraisals to verify that the authorities have reviewed their work. It inspires them.

Các yếu tố đánh giá hiệu suất tác động đến các doanh nghiệp tại TP.HCM

The aim of this study was to identify the factors of performance appraisal that impact job performance, including performance appraisal purpose, criteria, leadership style, and evaluation method, with the mediating role of motivation. Research data were collected from 294 employees working in enterprises located in Ho Chi Minh City. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to examine the structural relationships. The research results indicate that the performance evaluation method has a significant impact on both motivation and job performance, while performance appraisal purpose has a significant impact only on motivation. Additionally, the research found a positive correlation between motivation and job performance

PERFORMANCE APPRAISAL: THE CASE OF A PUBLIC ENTITY IN PORTUGAL

In the past, the attempt by organizations to establish a system for evaluating their employees has shown some inconsistency. This arose, essentially, due to the lack of objectivity at the time of classification, a process that always involves strong subjectivity. In the current paradigm, more and more organizations need to implement performance evaluation models based on strategic competencies, to fulfill established objectives to cement the creation of an organization's value. In most companies and organizations, the performance appraisal process is a tool used annually, serving only to monitor the performance of employees. If a company or organization wants to go beyond the control function, it must see the performance evaluation process as a component of performance management throughout the year. This should create conditions so that the activities carried out by the employees and the results of these, effectively contribute to achieving the organization's objectives. For the same author, it is a process that seeks to identify, observe, measure, and develop the performance of individuals, having as focus the agreement with the objectives of the organization. The purpose of performance appraisal is to obtain better results in the organizations or teams and individuals within the organization, understanding and management performance within an agreement, the structure of planned goals, standards, and competence requirements. Keywords: Performance appraisal, evaluation, human resources, organization, management

What matters when examining the performance of salespersons? Analyzing the boundary conditions of personal dispositional factor.

This study intended to examine the effect of developmental and evaluative purposes of performance appraisal (PA) on job meaningfulness (JM). Furthermore, the study also aimed to assess the moderating effect of personal dispositional factors, that is, internal and external loci of control between developmental and evaluative PA and JM. A total of 295 questionnaires were received from salespersons working in national and multinational pharmaceutical companies in Khyber Pakhtunkhwa, Pakistan. Data were gathered using a time lag study design using a convenience sampling technique. Data collected via questionnaires were analyzed using PLS-SEM to assess measurement and structural models for testing hypotheses. Results revealed that developmental PA significantly influenced JM, while evaluative PA failed to influence JM. Furthermore, there was a moderating effect of the external locus of control (ELOC) on the relationship between developmental PA and JM, while the rest of moderating hypotheses failed to influence the relationship of developmental and evaluative PA with JM. The results can be used as a building block in order to bring positive work outcomes in the form of meaningful work. Organizations should use their PA as a development tool, instead of instrumental or evaluative PA, for making the work more meaningful to the employees. The extant literature is limited in terms of assessing the dimensions of PA (developmental and evaluative) in predicting workplace outcomes. Also, examinations of multidimensions of the locus of control are limited in the existing literature between HR practices and work outcomes. The current study has filled these gaps in the contemporary literature.

Awareness of Employees Towards Performance Appraisal Mechanism in Salem Steel Authority of India Limited: A Micro Level Study

The performance appraisal is feedback given to the employees about their past and current performances. The paper mainly focuses on Awareness of Employees towards Performance appraisal mechanism in Salem Steel Authority of India Limited. The primary data have been collected from the selected employees of SAIL, Salem using a structured questionnaire. The population size finite and known accordingly the sample size has been determined to be 445 and systematic random sampling method is used. The demographic variables such as gender, age, marital status and educational level were compared with the awareness of employees towards the selected purposes of performance appraisal has been analyzed. It is understood from the analysis that the awareness of employees was affected by the age and nature of job

APPRAISING TEACHERS’ PERFORMANCE IN THE GHANA EDUCATION SERVICE: A CASE OF BIRIM CENTRAL DIRECTORATE OF GHANA EDUCATION SERVICE (G.E.S.)

This study assessed the effectiveness of performance appraisal system in the Ghana Education Service. The study specifically examined the nature of performance appraisal in GES, teachers’ perception about the performance appraisal system, and teachers’ satisfaction with the performance system. Considering the objective of the study, the researcher adopted a descriptive survey design. The mixed research approach was adopted in addition to the research design. Teachers in basic schools in Birim Central Directorate constitute the population of the study. The study sampled 184 respondents for the study. Both questionnaire and interview guide were used to solicit data from respondents. Research instruments were personally administered by the researcher. The quantitative data were analysed using the Statistical Package for Social Science (SPSS), while the qualitative data were analysed manually. The study finds out the effectiveness of performance appraisal in GES and the result showed that GES has a performance appraisal system, and performance appraisal is mostly done more than thrice a year. The study also indicated that GES has several methods of appraising employees. Also, it was generally revealed that respondents perceived performance appraisal system positively and that they are satisfied with the performance appraisal system. The study recommends that appraisal should be carried out by experts so that it will serve its purpose. The study highlighted that there is a need for a more formal method to be adopted so that the overall purpose of performance appraisal can be attained. It is again recommended that there is a need for appraisers to adequately discuss every final appraisal report with appraisees. Finally, the study recommends that employees’ appraisal report should be sent to the education office for an effective and efficient decision on training and development program.

The relationship between purpose of performance appraisal and psychological contract: Generational differences as a moderator

This study aims to explore the relationship between performance appraisal and psychological contract (PC) from the perspective of U.S. hotel employees, as perceived by different generational cohorts. The current study also examines the moderating role of generational difference on the relationship between perceived performance appraisal purpose (PAP) and hotel employees’ PC. A sample of 230 full time frontline U.S.-based hotel employees was employed to investigate these relationships. Hierarchical multiple regressions were used for data analysis and the results indicated that both administrative and developmental PAP were positively associated with PC. The positive relationship between administrative PAP and PC was significantly strengthened for Generation Y employees than for Baby Boomers and Generation Xers. There was no significant moderation effect of generational difference on the positive relationship between developmental PAP and hotel employees’ PC. The research recommended HR management practices related to designing performance appraisal systems for diverse workplace in U.S.-based hotels.

Exploring the Effect of Different Performance Appraisal Purposes on Miners’ Organizational Citizenship Behavior: The Mediating Role of Organization Identification

This study theorized and examined the effect of performance appraisal purposes on miners’ organizational citizenship behavior (OCB) via organizational identification. Survey data from 700 miners in state-owned Chinese coal mine enterprises were analyzed using multiple regression and bootstrap sampling. Results indicated that both developmental purpose of the performance appraisal and evaluative purpose of the performance appraisal had positive effects on overall OCB and its four dimensions via organizational identification. Furthermore, developmental purpose of the performance appraisal had a stronger relationship with overall OCB and its four dimensions than evaluative purpose of the performance appraisal. This study provides practical guidance to assist Chinese and even Asian coal mining enterprises in deciding how to motivate miners’ OCB through improving a performance appraisal system and how to strengthen miners’ organizational identification.

Gender and relationship differences in the perceptions of male and female leadership

PurposeThis research aims to investigate the differences in evaluations of job performance between male and female managers by those managers’ immediate bosses and peers.Design/methodology/approachDrawing on gender structure theory, along with ideas about status characteristics, the authors use hierarchical regression to test the hypotheses that male and female bosses and peers deferentially evaluate the male and female manager’s global job performance. The authors hypothesize significant two-way interactions (gender of the manager by gender of evaluator) in predicting a manager’s job performance.FindingsThe results suggest that while male peers rate female managers’ job performance significantly lower than that of male managers, female peers do not discriminate between genders in their performance evaluations. Also, managers’ bosses were found not to discriminate between genders of their subordinates.Research limitations/implicationsThe limitations of this study have to do primarily with the data. While the data are rich on some dimensions, they are weak on others, especially with regard to the detail about the jobs the respondents did, detailed level of familiarity with the evaluated managers, as well as racial background. The data also do not provide information on the different facets of job performance, the evaluation of which could potentially be impacted by managerial gender; this study is focused exclusively on global job performance.Practical implicationsThe authors discuss various theoretical explanations of this pattern of results, as well as its possible influence on female managers’ careers. Although the effect size of the negative bias that male peers exhibit toward female managers is relatively small, it may be argued that lower performance assessments can accumulate over years in multiple job evaluations, negatively affecting the career of female leaders.Originality/valueThe evaluations supplied by different organizational members gain importance with the increased use of 360-degree feedback instruments not just for developmental but also for the job performance appraisal purposes. While the job evaluations of managers’ bosses have been investigated in the past with regard to the possible gender bias, this study provides the first known to the authors’, evidence. Also, this study points to a direct bias in performance assessments, rather than a potentially more subtle, non-performance-based bias that affects the disparities in wages and promotions of female managers. Thus, this study helps to fill a significant gap in the literature on organizations and it may have practical implications for the advancement of female managers. In addition to this contribution, this study also provides data that may be useful in resolving the ongoing debate whether female bosses act more as cogs in the machine or as change agents in organizations.

Epistemological Dynamics and Incorporation of Appraisal Practices in Kampala Archdiocesan Secondary Schools

Using selected secondary schools in Kampala Archdiocese, the study was intended to establish the appraisal practices used to assess teachers’ per-formance in secondary schools in Kampala Archdiocese, Census and simple random sampling techniques were used to select the 196 respondents from a study sample population of 401 persons. Information was solicited through the use of face-to-face interviews with the head teachers and self-administered questionnaires which were distributed to teachers in the study area. Survey and questionnaire were used to collect data and after collecting data, descriptive statistics and percentages were computed with the help of SPSS computer package to analyze and facilitate discussion of findings. The study also found out that teachers are appraised; more than one performance appraisal method is used. It was concluded that among others, teachers’ negative attitude towards the performance appraisal process is one of the difficulties which beset its conduct. The study recommended that among others, management ought to ensure that there is effective communication and information dissemination to teachers immediately after the performance appraisal is conducted, the appraisers ought to adopt a more cooperative approach during the appraisal exercise, get the full participation of teachers and change their attitude towards the performance appraisal process, and sensitization should also be intensified on the relevance and purposes of performance appraisal on improving teachers’ performance.

The Impacts of Performance Appraisal on Employees’ Job Satisfaction and Organizational Commitment: A Case of Microfinance Institutions in Ghana

Performance appraisal is credited by researchers as a tool for spurring employees towards the attainment of organizational goals. Considering employees’ attitudes as a vital component in the attainment of organizational goals, this study investigated the impacts of performance appraisal on the job-satisfaction and commitment of employees. The study used a descriptive research design. A stratified random sampling was used to sample 200 respondents from Microfinance organizations in Ghana. The study used questionnaires as its data collection instrument. Regression Analysis and correlations were used to analyze the data collected. The study revealed that employees’ job satisfaction is positively related to and impacted by fairness in the appraisal system, linking appraisals with promotion, clarity of roles and feedback about their performance. The study also revealed that employees’ commitment is positively related to and impacted by the linkage of appraisals with salary, identification of training needs, clarity of performance appraisal purpose and employee involvement in the formulation of appraisal tools. The study recommends that organizations comply with rewards systems linked to performance levels, provide training to employees identified to be in need of training so as to further enhance the relevance of performance appraisal, and also instigate and/or maintain communication between management staff and their subordinates especially with regards to their performance.

Technology in Performance Appraisal System with Specific Reference to Group of Companies HSA and its Partners in the Republic of Yemen

Performance appraisal became more vital management tool through which companies can raise the performance levels of their employees. It is a systematic assessment process between employees and company management for the purpose of achieving organisational goals. This study aims to investigate and explore the purposes of performance appraisal and the significance of using technology in appraisal system. The researcher has been used quantitative approach to know the impact of various aspects of technology on current performance appraisal system and qualitative approach was used to study employees' perception regarding performance appraisal system. The survey was used to collect data from the respondents. The study found that, the appraisal system does not address the important purpose upon which it should. It is used only for promotion, feedback and payment purpose.The results of present study have clearly shown that majority of employees have strong wish to have effective factors of performance appraisal system. The study indicates that, online technology used in performance appraisal system.

AN UNDERSTANDING TOWARDS BENEFITS AND CONCERNS ASSOCIATED WITH PERFORMANCE APPRAISALS- A STUDY HIGHLIGHTING THE ESSENTIALS OF GOOD APPRAISAL SYSTEM

INTRODUCTION:Performance appraisal process is a formal structured system for assessing the performance of employees. It assists in comparing the employee performance to the established standards and agreed - upon goals (Fred.S & John.S, 2007, p.390). At organizations, the performance appraisal process is initiated not only for administrative decisions making but also with an aim to improve the performance of employees. The appraisals are usually linked to compensation benefits, and promotion in organizational hierarchy. Subsequently, appraisals contribute to the increased motivation among employees to perform efficiently. As compensation benefits and promotions are linked to app raisals, employees tend to understand the organizational objectives. Hence an effective appraisal would always assist organizations in achieving the organizational goals. Performance appraisals provide feedback on past performance, evaluates employees' potential and support development opportunities, it is applicable for managers as well to motivate employees to achieve personal goals that are compatible with organization's goals (Diane A, 2007, p.4). The effective performance appraisals usually allow easier communication of organizational goals. Performance appraisals are also often the source of increased self-esteem among the employees; because an effective appraisal would comprise of a promotion, and/or rewards and awards to the employees.Nevertheless, an appraisal would also create a negative experience when the managers judge the performance of employees in a biased manner. The bias may occur either deliberately or inadvertently, whatever may be the reasons or causes it creates a negative experience for the affected employees. The negative experience would be the cause of grievances; and this would be the cause for vicious environment at organizations. The organization can achieve its success; provided the appraisals are integrated with the organization's goals and strategies i.e. a proper alignment of individual goals with organizational goals would create an effective appraisal system. The study focuses on the purposes of using appraisals in an organization; it also emphasizes the benefits and concerns associated with appraisals; further the study also suggests the essentials requirements needed for a good appraisal system.RESEARCH OBJECTIVES:The purpose of this paper is to focus on the purposes of using appraisals in an organization. The objectives of this study are also to emphasize both the benefits and concerns associated with the appraisals. The main purpose of this paper is to present comprehensively the essentials requirements of a good appraisal system.RESEARCH DESIGN & METHODOLOGY:The paper is focused to provide insights to the employers, academicians and other interested parties who wish to know the true purposes of appraisals. The study presents the benefits associated with a well-planned appraisal process. Further, the study also highlights the various concerns associated with appraisals. The concerns explained in the study which are presented in a comprehensive manner are Objective vs. Subjective measurements, negative experience of employees, fear and distrust of employees, lack of time and commitment devoted by the management, and various biases connected with performance rating. The efforts were made in the study to provide the readers the essentials of a good performance appraisal system. Data for this study were drawn through a review of secondary sources, consisting primarily of e-books on human resource management, authored by reputed academicians and consultants, several websites and blogs related to the study sites. The various essential requirements of good appraisal system are comprehensively presented in the study.BROAD, COMMON AND GENERIC PERSPECTIVE OF THE STUDY:The study presents the purposes of performance appraisal in organizations; and highlights the benefits associated with a well-planned appraisal process and the various concerns associated with appraisals. …

Employees' Psychological Ownership and Self-Efficacy as Mediators Between Performance Appraisal Purpose and Proactive Behavior

We analyzed the impact of performance appraisal purpose on employees' proactive behavior, and explored the roles of psychological ownership and self-efficacy as mediators in this relationship. We conducted a survey with 512 employees of enterprises in 4 cities in China. The results of analysis of the data collected showed that an evaluative performance appraisal had a negative influence on the employees' proactive behavior whereas a developmental performance appraisal had a positive influence. Psychological ownership and self-efficacy were found to have an intermediary role between performance appraisal purpose and the employees' proactive behavior. Self-efficacy had a significant positive effect on psychological ownership. Implications of these results for theory and management practice are discussed.

Foucault’s Perspective of Performance Appraisal in Public Administration

The main purpose of performance appraisal in organizations is, or should be, to improve the engagement, learning process and progress of the employees and to align individual with team and organizational performance. However, performance appraisal can also be interpreted as an instrument of normalization, discipline and surveillance. This study thus aims to explore and discuss the complex schema of intrinsic and extrinsic objectives of performance appraisal system of the Portuguese public organizations (SIADAP - Performance Evaluation Integrated System). We have developed an exploratory and qualitative case study to capture appraisers and appraises perceptions. The data were analyzed in light of foucauldian theories. According to the qualitative data, namely the discourses of the appraisers and their subordinates, the SIADAP is seen as an instrument of control and dominance that aims to introduce political rationalities, limiting the career progression of the employees. Though some key points of Foucault’s perspective were identified, foucauldian framework revealed some limitations to capture all the complexity inherent to performance appraisal. This study opens new perspectives about the SIADAP and can be of major importance as far as political reflection about performance appraisal in public organizations is concerned. DOI: 10.5901/mjss.2015.v6n2p375

Hybrid purposes of performance appraisal in a crisis

Purpose – The purpose of this paper is to examine one aspect of the implementation of the performance appraisal with a focus on its operation in an economic downturn and particularly a global economic crisis. Design/methodology/approach – It identifies the stated purposes of the performance appraisal in multinational corporations (MNCs) and explores the unstated purposes of the performance appraisal, which emerge during performance evaluation and feedback stages. The paper then investigates the different expectations employees and managers have of the performance appraisal and finally examines the changes to these expectations in an economic downturn. Findings – The principal conclusion that can be drawn from this analysis is that there is a weakness in the design and substance of the performance appraisal research. The international appraisal is not exclusively conditioned by culture but also by the numerous contextual-organizational, institutional and economic factors found in the typical MNC. Practical implications – It is suggested that possible strategies could include careful implementation of performance appraisal with attention to both the cultural and contextual environment. It is argued that by addressing both cultural and contextual variables the appraisal will be effective in helping achieve not only the MNC's strategic goals in a time of global economic crisis, but also recovery and survival following economic crisis. Originality/value – This paper adds to the body of knowledge of international human resource management research by illuminating the consequences of an uncertain economic environment on performance management across borders and also paves the way for future research in this important area of management research.

Exploring the Factors Associated with Employees’ Perceived Appraisal Accuracy

Western employment practices have increasingly been used in emerging markets, but little is known about the factors influencing non-Western employees’ views regarding Western employment practices. This paper presents a study that investigates the factors associated with Chinese employees’ perceived appraisal accuracy. Based on the extant literature, the study tests six aspects of a performance appraisal system: employees’ perceptions of distributive justice, procedural justice, interactional justice, administrative purpose, developmental purpose and the use of multiple raters. A mixed methods approach was used to collect the data. Quantitative data collected from a survey of 194 Chinese employees were used to test the hypothesized relationships; qualitative data collected from interviews with 8 respondents were used to help explain the underlying logic behind the relationships. The results of the hypotheses testing show that employees’ perceived accuracy of performance appraisal is positively associated with the three types of justice and the two purposes of performance appraisal. The findings from the interviews indicate that employees’ perceptions of appraisal accuracy are influenced by certain Chinese cultural characteristics and management traditions. The implications of the findings for research and practice are discussed.