The association between performance appraisal systems, work-related attitudes and academic performance

2017 ◽  
Vol 33 (4) ◽  
pp. 356-372 ◽  
Author(s):  
Sophia Su ◽  
Kevin Baird
Keyword(s):  
Academic Performance ◽  
Performance Appraisal ◽  
Work Related ◽  
Appraisal Systems

Participation in the development of performance appraisal systems: A quasi-experiment

2010 ◽  
Author(s):  
Dan Ispas ◽  
Alexandra Ilie ◽  
Russell E. Johnson ◽  
Dragos Iliescu ◽  
Walter C. Borman
Keyword(s):  
Performance Appraisal ◽  
Appraisal Systems ◽  
Quasi Experiment

scholarly journals The correlation between polygamy and educational achievement of children

2021 ◽  
Vol 58 (1) ◽  
pp. 2532-2539
Author(s):  
Aeshah saif Alahmadi, Najla Mohamed Alqhtani
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Work Performance ◽  
Management Practices ◽  
Educational Achievement ◽  
Recent Past ◽  
Appraisal System ◽  
Managerial Decision ◽  
Appraisal Systems

Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.

scholarly journals Still a Deadly Disease? Performance Appraisal Systems in Academic Libraries in the United States

2018 ◽  
Vol 79 (3) ◽  
pp. 366-400 ◽  
Author(s):  
Glenn Ellen Starr Stilling ◽  
Allison Byrd ◽  
Emily Mazza ◽  
Shawn Bergman
Keyword(s):  
United States ◽  
Performance Appraisal ◽  
Academic Libraries ◽  
The United States ◽  
Deadly Disease ◽  
Appraisal Systems

Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gyorgy Hajnal ◽  
Katarina Staronova
Keyword(s):  
Performance Appraisal ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Individual Performance ◽  
Content Type ◽  
Public Service Organizations ◽  
New Public ◽  
Appraisal Systems

PurposeThe purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.Design/methodology/approachThe literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.FindingsFirst, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.Practical implicationsThe authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.Social implicationsCitizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.Originality/valueThe paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.

The Past, Present, and Future of Performance Management

2020 ◽  
pp. 318-342
Author(s):  
Kevin R. Murphy
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Case Studies ◽  
Management Systems ◽  
Organizational Strategies ◽  
Research Strategies ◽  
Performance Management Systems ◽  
Trade Offs ◽  
Appraisal Systems ◽  
Traditional Performance

Performance management developed out of, and in part in reaction to, traditional performance appraisal systems. Despite frequent claims in the business press that performance appraisal is dying, fairly traditional appraisal systems are still common in work organizations. However, there is evidence of an ongoing shift toward performance management systems that differ from traditional performance appraisal systems in several important ways. The types of performance management systems exemplified in the case studies included in this volume place more emphasis on frequent, informal evaluation; real-time feedback; and alignment with organizational strategies and goals than is common in traditional appraisal systems. These types of performance management systems have a lot to offer, and the case studies illustrate the potential advantage of modern approaches to performance management. Unfortunately, these case studies also exemplify a deeply worrying trend in performance management: a frequent failure to even ask whether (much less to demonstrate that) performance management has any real effect on performance or effectiveness. Some recommendations are made regarding research strategies for evaluating performance management; several of the most pressing challenges in this endeavor are identified, notably the problematic status of feedback and the trade-offs involved when moving from formal appraisal systems to systems built around informal feedback.

Assessing the ethics of implementing performance appraisal systems

2010 ◽  
Vol 29 (1) ◽  
pp. 38-55 ◽  
Author(s):  
George P. Sillup ◽  
Ronald Klimberg
Keyword(s):  
Performance Appraisal ◽  
Appraisal Systems

Appraising the appraisals: computerized performance appraisal systems

1999 ◽  
Vol 4 (2) ◽  
pp. 94-100 ◽  
Author(s):  
Nelda Spinks ◽  
Barron Wells ◽  
Melanie Meche
Keyword(s):  
Performance Appraisal ◽  
Appraisal Systems
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