From Offer Letter to Resignation Letter

2015 ◽  
pp. 1-12
Author(s):  
Promila Agarwal
Keyword(s):  
Performance Appraisal ◽  
Action Planning ◽  
Communication Barriers ◽  
Process Performance ◽  
Socialization Process ◽  
New Employees ◽  
Effective Performance ◽  
Reporting Structure

Ostensibly the case is about an employee resigning from the organization due to lack of support, job clarity, and information about reporting structure. It addresses issues of socialization process, performance appraisal, and communication issue between colleagues in a consulting organization. The case serves as medium for diagnosis and action planning around integration of new employees into the organization, effective performance appraisal, and resolving communication barriers.

Socialization tactics and youth worker adjustment: the mediating roles of fit perceptions

2018 ◽  
Vol 23 (4) ◽  
pp. 360-381 ◽  
Author(s):  
Seok-young Oh
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Ordinary Least Squares ◽  
Youth Workers ◽  
Perceived Fit ◽  
Intent To Quit ◽  
Socialization Process ◽  
Content Type ◽  
New Employees ◽  
Study Circle

Purpose The purpose of this paper is to identify how three types of socialization tactics – content, context and social tactics – influence fit perceptions, and then how three types of fit perceptions – person–organization (P–O) fit, person–job (P–J) fit and person–group (P–G) fit – mediate the relationship between socialization tactics and positive socialization outcomes: organizational commitment, job satisfaction and intent to quit. Design/methodology/approach Responses from participants – 207 Korean youth workers – were subjected to ordinary least squares path analyses with bootstrapping to test the hypotheses. Findings First, this study found that socialization tactics promote youth workers’ perceived fit with organization, job, and people. Then, the mediation model showed that content socialization tactics do not influence dependent variables (socialization outcomes) through mediators (fits), while context tactics influence through perceived P–O fit and P–G fit for organizational commitment only, and social tactics through perceived P–O, P–J and P–G fit for organizational commitment, job satisfaction and intent to quit. Research limitations/implications The results of this study suggest that institutionalized social tactics can serve as a key socialization method for new employees. In addition, youth organizations need to implement jointly formal and collective training programs with follow-up social workplace learning (e.g. mentoring and study circle) to help newcomers share the values of the organization and integrate well into it. Originality/value This study contributes for understanding the socialization process of new employees working in educational and social work fields and role of fit perception between socialization tactics and their career successes.

scholarly journals Reward and attitudes: The unintended outcomes of an effective performance appraisal

2013 ◽  
Vol 11 (1) ◽  
Author(s):  
Solomon M. Semakula-Katende ◽  
Erik D. Schmikl ◽  
Theuns Gert Pelser
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Structural Equation ◽  
Systems Research ◽  
District Hospitals ◽  
Qualitative Interview Study ◽  
Effective Performance ◽  
Management And Development ◽  
Role Players

Orientation: Focus was on the role of reward and attitudes as major determinants in enhancing the effectiveness of performance appraisal systems. Research purpose: To develop a structural model from the qualitative and quantitative findings from which to address the identified gaps in order to improve the effectiveness of appraisals. Motivation for the study: The attention that role players tended to give to the rewarding of employees during the appraisal process made it appear as the only important determinant of an appraisal’s success. In appraisals in many public institutions, reward has been given unnecessary prominence over other drivers, such as management and development. That led most key role players (leaders, managers and employees) to perceive the current employee performance management and development system (EPMDS) to be purely for monetary (salary increments and cash bonuses) and non-monetary (promotion) purposes, which, in turn, compromised its effectiveness. Research design, approach and method: Structural equation modelling (SEM) was utilised as a statistical technique for testing and estimating causal relations using a combination of statistical data and qualitative causal assumptions. This allowed both confirmatory and exploratory modelling to be undertaken, which is suited to both theory testing and theory development. A triangulation of quantitative (questionnaire) and qualitative (interview) study was conducted. A total of 300 questionnaires were distributed to nine government hospitals in the Free State province, namely Mofumahadi Manapo Mopeli, Dihlabeng, and Boitumelo regional hospitals, as well as Elizabeth Ross, Thebe, Phekolong, Mpumelelo, Reitz and Ficksburg district hospitals. There was a high response rate of 96 per cent, a total of 287 completed questionnaires. Respondents ranged from top executives, middle management, line management, to employees of all categories. Main findings: Reward and attitudes were found to the unintended outcomes of an effective performance appraisal. Practical/managerial implications: Remunerative rewards should be part of a holistic appraisal approach and not simply a one-sided approach. Contribution/value-add: This article addressed the void or the wrong perception regarding the role of reward and attitudes in appraisals, and established that they were outcomes, and not determinants, of appraisal effectiveness.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

scholarly journals Personnel Performance Appraisal Dimensions for Indian Construction Organizations

2019 ◽  
Vol 8 (4) ◽  
pp. 3404-3410
Keyword(s):  
Performance Appraisal ◽  
Individual Performance ◽  
Appraisal System ◽  
Structured Interviews ◽  
Construction Organizations ◽  
Industry Performance ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Performance Dimensions ◽  
Construction Organization

Personnel Performance Appraisal (PPA) is a Human Resource Management (HRM) tool which helps to improve individual performance and there by enhance organization and industry performance at large. However, Personnel performance appraisal practice in construction organizations is poor. This is associated with lack of clear performance measurement dimensions. The purpose of this paper is to identify personnel performance appraisal dimensions for Indian construction organizations. In this study mixed method approach is adopted, different performance appraisal dimensions were identified through literature review and a questionnaire was developed. Also, semi structured interviews with professionals from construction organization was conducted. The survey has identified 7 Key performance dimensions. Additional performance dimensions applied in construction organizations were identified through the interviews and were categorized in to quantitative and qualitative dimensions. The interview findings show that the quantitative measures are given more attention than qualitative measures in the organizations. Effective performance appraisal system needs setting objective dimensions to measure performance. The qualitative and quantitative dimensions identified in this study will help construction organizations to improve their personnel performance appraisal system in particular and the HRM practice in general

scholarly journals Positiewe prestasiebeoordeling

1980 ◽  
Author(s):  
S. W. Krugel
Keyword(s):  
Environmental Factors ◽  
Human Factors ◽  
Special Reference ◽  
Performance Appraisal ◽  
Performance Rating ◽  
Positive Approach ◽  
Effective Performance ◽  
The Subject ◽  
Traditional Performance ◽  
Structural Aspects

In this article a plea is being made for a more positive approach to performance appraisal. The subject is discussed under the following headings: Shortcomings in the traditional performance appraisal methods; Guidelines for better performance rating; and The design of an effective performance appraisal procedure. The conclusion is reached that the solution to performance rating problems lies in the direction of a pursuance of a "systems" or comprehensive approach to rating problems; with special reference to human factors, structural aspects, dynamic aspects, and environmental factors. Opsomming In hierdie artikel word ‘n meer positiewe benadering tot prestasiebeoordeling bepleit. Die onderwerp word onder die volgende hoofpunte bespreek: Leemtes in die tradisionele prestasiebeoordelingstelsels; Riglyne ten opsigte van ‘n meer doeltreffende merieteaanslag; en Die ontwerp van ‘n doeltreffende prestasiebeoordelingsprosedure. Die gevolgtrekking word gemaak dat die oplossing van beoordelingsprobleme geleë is in die nastrewing van ‘n "stelsels-" of komprehensiewe benadering met besondere verwysing na menslike faktore, strukturele aspekte, dinamiese aspekte en omgewingsfaktore.

Functions of the Performance Appraisal System

2012 ◽  
Vol 1 (1) ◽  
pp. 1-15
Author(s):  
Bahrija Umihanic ◽  
Mirela Cebic
Keyword(s):  
Performance Appraisal ◽  
Empirical Research ◽  
Random Sampling ◽  
Sampling Method ◽  
Stratified Random Sampling ◽  
Appraisal System ◽  
Administrative Functions ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Level Of Motivation

In this paper, the authors integrate the analysis of functions of the performance appraisal system and research of their impact on the level of employees’ motivation in the institutions of Bosnia and Herzegovina. They start from the assumption that the purpose of effective performance appraisal system is reflected in linking employees’ activities through the stabilization function and documentary function, using valid and useful information in making administrative decisions about employees and providing feedback to employees which they will use for developing. One of the most important benefits should be enhanced employees’ motivation at work. The hypothesis was tested by stratified random sampling method, and all levels of management were encompassed. Results of empirical research have established that the existing system primarily has documentary and administrative functions, and such as that does not provide raising of level of motivation, and it should be considered in redesigning the performance appraisal system of employees.

Employee Performance Appraisal System Participation: A Technique That Works

2003 ◽  
Vol 32 (1) ◽  
pp. 89-98 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Employee Voice ◽  
Appraisal System ◽  
Conceptual Foundation ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Available Information ◽  
Participatory Performance

Performance appraisal is one of the most complex and controversial human resource techniques. Participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.

Employee Performance Appraisal System Participation: A Technique That Works

2002 ◽  
Vol 31 (3) ◽  
pp. 333-342 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Performance Appraisal ◽  
Employee Performance ◽  
Employee Voice ◽  
Appraisal System ◽  
Conceptual Foundation ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Available Information ◽  
Participatory Performance

A performance appraisal is one of the most complex, and controversial, human resource techniques. The participatory performance appraisal is an essential and proven attribute of an effective performance appraisal system. This article summarizes the conceptual foundation for participation including its intrinsic motivational value, the expansion of available information, and the opportunity to interject employee voice. The moderating role of goal setting and feedback in enhancing participation effectiveness is outlined. The article concludes with factors that attenuate the effectiveness of participation including lack of training, absence of rater accountability strategies, and organizational and supervisory resistance to honest subordinate feedback.

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