The Current State of Performance Appraisal Research and Practice: Concerns, Directions, and Implications

On the surface, it is not readily apparent how some performance appraisal research issues inform performance appraisal practice. Because performance appraisal is an applied topic, it is useful to periodically consider the current state of performance research and its relation to performance appraisal practice. This review examines the performance appraisal literature published in both academic and practitioner outlets between 1985 and 1990, briefly discusses the current state of performance appraisal practice, highlights the juxtaposition of research and practice, and suggests directions for further research

RANCANGAN EFFECTIVE PERFORMANCE APPRAISAL (EPA) UNTUK MENUNJANG BADAN USAHA YANG BERORIENTASI PADA LAYANAN DAN KEPUASAN PELANGGAN

Saat ini mau tidak mau keterbukaan pasar membuat suatu orientasi baru bagi badan usaha untuk menang dalam persaingan, yaitu memberikan layanan dan menciptakan kepuasan pada pelanggan. Salah satu tugas terpenting dan tersulit bagi seorang manajer dalam rangka orientasi baru tersebut adalah melakukan pengendalian melalui performance appraisal terhadap para karyawan agar orientasi tersebut dapat tercapai, yang biasanya dilakukan dengan menggunakan rancangan performance appraisal pada umumnya. Badan usaha satu dengan lainnya memiliki orientasi yang berbeda satu sama lain, sehingga untuk menunjang tercapainya orientasi badan usaha tersebut perlu adanya performance appraisal yang lebih spesifik. Ketidakjelasan akan apa yang dinilai dan dengan apa karyawan akan dinilai membuat para karyawan merasa frustrasi dan kebingungan, demikian juga sebaliknya hasil penilaian yang tidak berdasar pada orientasi yang tepat akan membuat individu tidak suka mendengar hasilnya, dan para manajerpun juga tidak akan merasa nyaman untuk menyampaikan hasil, terlebih hasil negatif atas penilaian diri karyawan. Para manajer akan khawatir untuk mendapatkan serangan dari para karyawan sesudahnya. Penilaian atas kinerja yang obyektif dan efektif akan banyak gunanya. Dalam bidang pengembangan sumberdaya manusia, performance appraisal ini akan berdampak pada pemberian reward, promosi, memotivasi, pengembangan, pemberian feedback, dan pemenuhan aspek legalitas pemberhentian para karyawan oleh badan usaha apabila yang bersangkutan tidak berorientasi pada tujuan yang telah ditetapkan oleh badan usaha. Persyaratan performance appraisal yang efektif meliputi persyaratan obyektivitas pengukurannya serta pemilihan metode yang tepat. Badan usaha yang berorientasi pada layanan dan kepuasan pelanggan memiliki beberapa ciri. Oleh karena itu performance appraisal yang efektif untuk menunjang badan usaha yang berorientasi pada layanan dan kepuasan pelanggan secara spesifik sangat dibutuhkan untuk dirancang. Selama ini dikenal beberapa performance appraisal, yaitu performance appraisal orientasi hasil dan performance appraisal orientasi proses, di mana masing-masing mempunyai beberapa kelebihan dan kekurangan, serta dikenal beberapa cara penilaian, salah satu di antaranya adalah 360 degree appraisal. Pada kesempatan ini akan diperkenalkan cara merancang performance appraisal orientasi hasil dengan performance appraisal orientasi proses yang dikombinasikan dengan pcnilaian secara 360 degree appraisal, dan dinamakan rancangan performance appraisal yang efektif (EPA), dimana rancangan ini berguna untuk mengendalikan karyawan yang bekerja dalam badan usaha yang mementingkan layanan dan kepuasan pelanggan

Comparative analysis of conventional versus modern appraisal systems: an empirical evidence from telecom sector of Pakistan

Current study aims at investigating the comparison of online performance appraisal system in relation with Traditional paper and pencil based performance appraisal system on employees’ work outcome and behavior. In this way, the contemporary study will focus on major areas of online performance appraisal system and paper and pencil based performance appraisal system. The universe selected for this study is telecommunication industry of Pakistan and two stage sampling is used to conduct the study. First all the telecommunication and cellular companies were the population and then PTCL was finally selected for study purpose. The results showed that there is a significance difference between the responses of the manual and online respondents and it is very clear that the employees consider online based performance appraisal system to be more beneficial and accurate with respect to the above mentioned six constructs

Performance appraisal systems in private Universities in Nigeria: A Study of Crawford University, Igbesa- Nigeria

The aim of this study was to evaluate the effectiveness of performance appraisal system at private universities in Nigeria. The focus of the study was on the administrative staff of Crawford University. The study evaluated the purpose of performance appraisal in private universities and identifies relevant factors for achieving an effective performance appraisal. A cross- sectional survey was selected for this study because it was easy to undertake compared to longitudinal survey and the results from the same can be inferred to the larger population. The study population was for all the administrative staff of Crawford University. The whole populations of staff were selected as respondents. A structured questionnaire was used to collect the data for analysis. The analysis of collected data was done by the help of SPSS and presented using descriptive statistics, frequency tables and percentages. The findings from the study have established that performance appraisal system is the only tangible metric way by which an organization can know the level of performance of its diverse members of staff. The effectiveness of performance appraisal systems in private universities are only based on training the members of staff involved in the rating/ appraising process and are multi- rating systems. Conclusively because the performance appraisal systems used in private universities are not effective and that they exist just as a matter of formalities, the private universities cannot measure members of staff performance, hence making it difficult to achieve the intended human resource management objective

Culture, Wasta and perceptions of performance appraisal in Saudi Arabia

This article explores the relationship between Arabic culture and employees’ perceptions of performance appraisal in a Saudi Arabian company named SACO. Using an interpretive and qualitative methodological framework, the article suggests that Western models of performance appraisal rooted in rationality and objectivity conflict with aspects of Saudi Arabian culture. Specifically, the personal relations implicated in the social practice of Wasta. However, the article also shows how SACO employees are beginning to reject Saudi Arabian cultural norms and adopt alternative values which are linked to notions of organisational justice and individual egalitarianism. These values are compatible with Western models of performance appraisal

The Performance Appraisal Milieu: A Multilevel Analysis Of Context Effects In Performance Ratings

The purpose of this study was to take an inductive approach in examining the extent to which organizational contexts represent significant sources of variance in supervisor performance ratings, and to explore various factors that may explain contextual rating variability. Using archival field performance rating data from a large state law enforcement organization, we used a multilevel modeling approach to partition the variance in ratings due to ratees, raters, as well as rating contexts. Results suggest that much of what may often be interpreted as idiosyncratic rater variance, may actually reflect systematic rating variability across contexts. In addition, performance-related and non-performance factors including contextual rating tendencies accounted for significant rating variability. Supervisor ratings represent the most common approach for measuring job performance, and understanding the nature and sources of rating variability is important for research and practice. Given the many uses of performance rating data, our findings suggest that continuing to identify contextual sources of variability is particularly important for addressing criterion problems, and improving ratings as a form of performance measurement

Employee Attitudinal Effects of Perceived Performance Appraisal Use

This research investigates how employee perceptions of performance appraisal use relate to employee satisfaction with the performance appraisal and with the appraiser—the employees’ immediate supervisor. Employee perceptions that appraisals were used for development positively associated with both attitudinal variables, after controlling for justice perceptions, performance, and demographics. Perceptions of PA use for evaluation did not show a significant relationship with either employee attitude. Implications of these findings are discussed

Perceived Stress, Performance Appraisal Discomfort and Core Self-evaluation in a Non-Western Context.

The study is an exploratory investigation of the relationship among perceived stress, performance evaluation discomfort and beliefs, and employee’s self-evaluation – specifically core self-evaluation. Little has been done exploring perceived stress as a possible consequence of the discomfort experienced by appraisers and this study attempts to fill this gap. This cross-sectional survey obtained usable data from 167 public and private sector employees in Gaborone, Botswana, with about 81% from the public sector. Respondents were 51.5% males, 45% unmarried and 54% having over 10 years work experience. Respondents were well educated with 70% possessing basic university degree or higher and over 65% earned over $1500.00 monthly indicating a fairly well paid African sample. Data were collected using structured questionnaires with 47 standardised items from four scales (perceived stress – 10, performance appraisal discomfort – 20, performance appraisal beliefs – 5 and core self-evaluation – 12). Data was analysed using Pearson’s coefficient correlation multiple regression (stepwise). The result indicated direct but insignificant correlation between performance appraisal discomfort and performance appraisal belief; inverse relationship between performance appraisal discomfort and perceived stress; inverse relationship between performance appraisal discomfort and core self-evaluation. All these results though in the predicted direction were non-significant. A significant and direct relationship was however found between perceived stress and core self-evaluation. This is perhaps indicative of a strong link between how a person sees, views and values self as a possible reflection of the state of the individual’s perceived stress. Also core self-evaluation and performance appraisal discomfort emerged as predictor variables for perceived stress, with the former being the stronger predictor and together explaining about 7% of the variance. Limitations and future research direction include: the small number of predictor variables explored; a need for cross-cultural and multi-cultural investigation of the variables to enhance and enrich our understanding of the constructs; and a sampling limitation imposed by a somewhat self-selecting organisational sample used. Managerial implications include: albeit performance appraisals are infrequently done, the importance attached to it by managers and organisations makes discomforts with it critical as issues such as individual advancement, reward obtainable and disciplinary issues are all associated with it. Similarly core self-evaluation may be a key to high levels of individual performance. These issues may impact on perceived and actual stress experienced by individuals hence the need to direct more attention to the investigation of this linkage – a process that this study attempts to promote

The Efficacy of Performance Appraisal to Increase Employees' Job Satisfaction

This research aims to find out the effectiveness of implementation performance appraisal toward job satisfaction of employees UMKM Bordir Dahlia in Kabupaten Kudus. Sampling was done by using population studies to 16 employees of UMKM embroidery Dahlia Kudus. The type of this research is quantitative with pra experiment approached by One group pre and posttest design method. Data analysis on this research using non parametric with different test techniques Wilcoxon t-tes. The analysis result of different test scale job satisfaction before and after handling obtained Z = - 1,268, with p = 0,205 (p>0,05), so that there is no differences on job satisfaction on employees of embroidery Dahlia before and after treatment by giving performance appraisal. It means treatment by giving performance appraisal unable to increase employees job satisfaction. Therefore, the hypothesis on this research is rejected