Article

Performance Management Practices Survey Report

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Abstract

The majority of CEOs surveyed believe their performance management system drives the key factors associated with both business and people strategies.

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... Despite the realization that subjective indices may yield biased ratings, organizations have had no choice but to continue to use them because there is no other alternative. Indeed, subjective appraisals are found in 90% of organizations (Bernthal, Sumlin, Davis, & Rogers, 1997) and influence decision making processes (Bernardin & Villanova, 2005). This heavy use has influenced researchers and practitioners to seek a "cure" for dealing with biased ratings (Landy & Farr, 1980;Murphy & Cleveland, 1995;Saal, Downey, & Lahey, 1980). ...
... The leadership cadre of organisations is ultimately charged with the responsibility of organisational performance (Nienaber, 2010). Hence, they are the drivers of performance in the organisation (Bernthal et al. 1997;Crotts et al., 2005;Jamrog et al., 2008;McManus, 2008). Organisational performance has recently received heightened attention in the literature (Broadbent and Laughlin, 2009;Burkert et al., 2011;Ferreira and Otley, 2009;Muras et al., 2008;Svensson et al., 2008). ...
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Purpose ‐ The purpose of this paper is to explore the leadership tasks at the different hierarchical levels in the organisation in terms of the teleological approaches to complexity science. Design/methodology/approach ‐ It is based upon a theoretical discussion linked to conceptual and managerial frameworks in conjunction with a conceptual analysis. Findings ‐ The introduced conceptual and managerial frameworks provide a foundation to the understanding of organisational performance. They also strive to offer a foundation of understanding to management and leadership and how they complement each other. Research limitations/implications ‐ It is not easy to empirically substantiate complexity in conceptual and managerial frameworks. The authors use teleological approaches of complexity science in an unorthodox way that need validation in a broader context offering opportunities for further research. Practical implications ‐ We need to think differently about organisational performance and how we present and reflect on information that appears to be "linear" although it is not necessarily the case. Originality/value ‐ The paper contributes to an alternative assessment organisational performance. It endeavours to reflect on the complexity of organisations and taking into account a pluralistic approach that synthesises a variety of perspectives, including a bottom-up approach to problem solving.
Research
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Article
Performance Appraisal system represents a major tool for most of the organizations to evaluate various aspects of their employees. Despite the prominence of the organizational phenomenon, very limited research is done in Nigerian organization in this area .To analyses the perception of employees regarding the performance appraisal system implementation, the Deposit Money Banks in Port Harcourt, Rivers state are selected due to the reported high rate of staff turnover. In order to analyze the perception of employees regarding the new system and its implementation, 33 item questionnaires consist of 4 independent and one dependent variables was distributed among 150 employees who were acquainted with the Performance appraisal procedure. The study employed four measures of performance appraisal which are Procedural justice, Goal setting, feedback and Pay for performance and one criterion variable, the employee perception towards these performance appraisal process. The instrument used was a 5 point Likert scale questionnaire. Factor analysis and regression analysis was done through the Statistical Package for Social Sciences version 25.The result shows the process was implemented as per organization guidelines to the overall satisfaction of employees. There are however some areas of improvement which have been noted in the conclusion. The results and outcome are in line with international published data. KEYWORDS: Employee Perception, Performance Appraisal, Procedural Justice.
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Article
An evaluation of previous performance is experienced by the vast majority of recruits each year. The management of performance level is the sum up of performance appraisal systems. This is a continuous and interactive process designed to motivate employees, and check their capability with the main motive to facilitate productivity. The performance management systems involve various activities which are much more than simply reviewing what an employee has done. This research paper is all about understanding the need of performance management systems, ways in which performance appraisals can be constructed, the occurrence of potential problems, benefits which could be availed and the information of the progress.
Chapter
Cabrera & Bonache (1999) noted that since the early 1980s, the literature on human resources has suggested that the competitive capacity of organizations can be increased by building strong cultures and effectively developing and managing people. “In other words, two key factors for success in today’s competitive environment are continuously espoused to be an organization’s culture and its human resource practices, both of which influence the behavior of organizational members” (p. 51). © Palgrave Macmillan, a division of Macmillan Publishers Limited 2009.
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The fact that the politics inherent in organizational behavior affect an employee’s appraisal was noted more than a quarter of a century ago by behavioral scientists (e.g., Gandz & Murray, 1980). Nevertheless, there is a paucity of systematic research on this subject. Thus the purpose of the present paper is four-fold. First, the phenomenon of organizational politics is described. Second, studies on the relationship between political behavior and appraising employees is reviewed. Third, steps to minimizing its adverse effects on the appraisal of employees are outlined. Finally, a research agenda is suggested.
Article
Researchers have suggested that rater motives and the organizational context should be considered as sources of performance appraisal inaccuracies. A review of the performance appraisal literature revealed three primary non-performance factors that managers consider when rating employee performance: (a) Potential negative consequences of ratings, (b) organizational norms, and (c) the opportunity to advance self-interests. Using a policy-capturing methodology, the current study investigated if these three non-performance factors, as well as individual rater differences (e.g., conscientiousness, agreeableness, and performance appraisal experience), influence performance ratings. A sample of 303 experienced managers rated the performance of a fictitious employee, featured in a series of hypothetical scenarios, in which the above information was manipulated. Using hierarchical linear modeling, the results revealed that each of the three non-performance related considerations accounted for variance incremental to objective employee performance. Managers' performance appraisal experience also predicted ratings, such that more experience was associated with lower ratings. These results provide support for the view that non-performance factors can be a substantive component of performance ratings. Copyright © 2009 John Wiley & Sons, Ltd.
Conference Paper
A company's success often depends on its employees' performance. Performance appraisals on employees need to be conducted regularly in order to improve quality of work. Inappropriately performed appraisal can lead to employee dissatisfaction and decline in work performance. We conducted a survey on performance measurement by sending out 300 questionnaires to some government agencies and some private companies in Thailand and obtained a response rate of 48.5%. The survey was done in order to obtain information regarding the existing appraisal systems in Thailand; the criteria being used in the appraisal systems to evaluate employees; employees' level of satisfaction on job, training systems and feedback methods; and to get a better idea of what kind of appraisal system would be suitable for Thai companies. Certain hypotheses were set and data analyses were performed on the data collected from the survey. The data analysis has helped us to determine the factors which truly affect and are important to improve employee satisfaction on performance appraisal. These factors can be used to construct a computer-based performance measurement system in a quantitative way, which should result in higher satisfaction for both employers and employees
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