Performance Appraisal System vis---vis Performance Management System: An Empirical Study

2014 ◽  
Author(s):  
Sandeep Kumar Joshi
Keyword(s):  
Empirical Study ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Performance Management System ◽  
Appraisal System ◽  
Performance Appraisal System

Growing pains: problems in the performance appraisal of China's state-owned enterprises transformed from governmental organizations

2012 ◽  
Vol 2 (8) ◽  
pp. 1-10
Author(s):  
Huang Gui ◽  
Fu Chunguang ◽  
Chen Jingli ◽  
Pan Minting
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Assessment System ◽  
Performance Management System ◽  
Appraisal System ◽  
Content Type ◽  
Governmental Organization ◽  
Growing Pains ◽  
Performance Appraisal System

Study level/applicability This case is suitable for undergraduates, MBA students and students from business administration departments in the teaching of human resources management and performance management. Case overview Luodian Electric Power Construction Corporation Group (LEPCC Group) is a state owned enterprise transformed from a construction unit of Luopu Power Supply Bureau (LPSB), a governmental organization in charge of all the electricity supply in Luopu City. The general manager of LEPCC, Gu Ming tried to set up a modern market-oriented management system for LEPCC. Unfortunately the problems that had accumulated in the past two decades during which LEPCC was a governmental organization made his reforms very difficult. The first headache for Gu Ming was the performance appraisal reform in LEPCC. The existing performance appraisal system seemed to have at least three problems in practice: unclear appraisal objectives, an improper assessment system, a different appraisal standard for similar positions. What should Gu Ming do to build a proper performance appraisal system to help the fast-growing LEPCC Group to make LEPCC a competitive market-oriented player? Expected learning outcomes The first objective of this case is to enable students to understand that the issues of working performance are issues of people first, rather than issues of the management system. If the management focuses on the system instead of on the staff of the company to design the performance management system, the system will be fruitless and inefficient. The second objective is to cultivate students' capability to apply the basic theories of human resource management and the knowledge of performance appraisal in case analysis and practical management. This case, seemingly about performance appraisal, is in fact about the organizational structure and processes of the organization. Reform should start with organizational analysis, job analysis and job descriptions. Only when all these have been done correctly, can the performance management system be designed more reasonably, scientifically and efficiently. Supplementary materials Teaching notes are available; please consult your librarian for access.

A Study On Performance Appraisal Techniques In A Selected Industry

2019 ◽  
Vol 118 (5) ◽  
pp. 66-73
Author(s):  
M. Jayaseely
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
High Performance ◽  
Employee Performance ◽  
Growth Management ◽  
Performance Standards ◽  
Performance Management System ◽  
Appraisal System ◽  
Performance Appraisal System

Performance appraisal system operates in which an individual manager regularly, annually records performance and developments in top down process. It can be argued that perceived defects of appraisal system led to development of more sound concepts of performance appraisal. The provision of challenging assignments and regular performance feedback are included in effective performance management system. At the end of the performance period usually a year the supervisor and employee meet to summarize the accomplishments and challenges of the past year and document the discussion using performance management form. In any organization to be effective the resources should be property maintained. The study concentrates on finding whether the current performance management system followed in organization is effective and how far they are satisfied and whether all the employees all aware of performance standards fixed for them and promotions are given based on performance. It also suggests whether any change is required in the existing system.  Success with performance appraisal system relies on good design and implementation. Managing employee performance is an effective mechanism for developing both employee and organization growth. Management and employee involvement in the design/review of a performance management system is important performance appraisal can be redesigned for betterment of performance. Thus performance appraisal is a shared commitment to high performance.

Performance Management System at Gas Company

2010 ◽  
Vol 14 (01) ◽  
pp. 95-115
Author(s):  
A. K. Siti-Nabiha
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Indicators ◽  
Management System ◽  
Evaluation System ◽  
Parent Company ◽  
Performance Management System ◽  
Appraisal System ◽  
Management Processes ◽  
New System

The case is about the implementation of a performance management system (PMS) in ALPHA, a gas processing company. ALPHA is also a subsidiary of a multinational company based in Malaysia. The new performance management system was imposed on ALPHA by its parent company. The PMS integrates the following key management processes, i.e. strategic planning, portfolio management, resource allocation, performance measurement and reporting and executive compensation in the organization. The ultimate aim of the new system is to ensure that the focus of business activities is on economic value creation. At the heart of this system is the use of key performance indicators (KPIs) for each of the management processes coupled with performance targets for all the KPIs. However, there were various implementation problems in the company. The employees had difficulty in formulating their performance indicators. There was also confusion and anxiety among the organizational members regarding the new system, specifically on how it would impact on their performance appraisal. Consequently, most of the employees formulated two sets of indicators, one to be used for their performance appraisal and another indicator for the performance management system, which is not used in their evaluation system. Ms. Marinah, the General Manager of the Finance Division and also the person responsible for the implementation of the new performance management system needs to make a decision as to whether to continue the usage of two sets of indicators for the parent company or to brief the managers again about the usage of value based indicators for their appraisal system.

scholarly journals Practice of EVA-Based Balanced Scorecard in the Construction of Performance Evaluation System

2021 ◽  
Vol 2021 ◽  
pp. 1-8
Author(s):  
Dongwen Xie ◽  
Hui Deng
Keyword(s):  
Performance Evaluation ◽  
Performance Management ◽  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Management System ◽  
Evaluation System ◽  
Performance Management System ◽  
Appraisal System ◽  
The Balanced Scorecard ◽  
Performance Evaluation System

In the current era of new economy, the competition between enterprises is becoming increasingly fierce. In many performance evaluation tools, EVA’s balance sheet scorecard has gradually become a more convenient management tool for organizations to implement strategies. The introduction of a balanced scorecard (if used properly) in the company’s performance evaluation will greatly improve the management efficiency of the organization and play a better role in promoting the enterprise to achieve the best resource allocation. This article aims to analyze the status quo of the EVA balanced scorecard in the performance appraisal system and its implementation in the enterprise through an overview of the relevant concepts and basic theories such as the balanced scorecard, combined with the theory of enterprise performance evaluation, such as the balanced scorecard. And strategic performance evaluation theory and other related theories established a series of effective management methods that match the EVA balanced scorecard. Use performance management system model calculation and performance evaluation system design to study the role of EVA-based balanced scorecard in building the performance evaluation system. Exploring the EVA balanced scorecard through experimental research can not only really improve the shortcomings and problems of the single performance appraisal system used by enterprises but also make it more in line with the company’s strategic development requirements and promote the realization of the strategy. The goal of the company: the experimental results of this paper show that 80% of the company’s operating conditions in the EVA-based balanced points performance evaluation have increased year by year and also confirmed that the EVA performance management system is a future-oriented performance management system.

scholarly journals The Role of Rater Motivation and Training in Effective Performance Appraisal System in Public Sector Universities of Khyber Pakhtunkhwa, Pakistan

2020 ◽  
Vol 6 (1) ◽  
pp. 155-166
Author(s):  
Muhammad Asad khan ◽  
Altaf Hussain ◽  
Mohammad Hanif khan
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Performance Management ◽  
Performance Appraisal ◽  
Appraisal System ◽  
Rater Training ◽  
Khyber Pakhtunkhwa ◽  
Performance Appraisal System ◽  
Rater Motivation ◽  
And Performance

Performance appraisal is considered to be the most significant element of performance management but often the former involves controversial practices, among other variables influenced by accuracy and effectiveness. However, it is generally understood that performance appraisal system commonly result into positive organizational outcomes, yet the accuracy of the measuring tools is still an arguable issue with more criticisms. The ongoing matters are measured and tested as a case study approach by paying attention on higher education institutions. Since higher education is progressively playing a vital role in economic competitiveness of a country. Aiming to examine the effect of rater motivation and rater training on performance appraisal process in public sector universities of Khyber Pakhtunkhwa, Pakistan and recognized as a critical contribution to organizational and people’s performance. Thus, this study finds the effects and consequences of rater motivation and rater training on performance appraisal system. This study is survey based, 300 questionnaires in total were distributed among the faculty of public sector universities of Khyber Pakhtunkhwa (KP), Pakistan. Out of which 160 were received back recording response rate of 53%. Findings of this study indicate that there was positive and significant relationship between rater motivation and performance appraisal and also between rater training and performance appraisal in public sector universities of Khyber Pakhtunkhwa, Pakistan. The current study offers researchers with the opportunity to search performance appraisal from a new perspective which has never been explored before in a developing country like Pakistan.

scholarly journals Impact of Performance Management System and Employee Satisfaction towards Employee Retention in a Small Finance Bank

2019 ◽  
Vol 8 (4) ◽  
pp. 12071-12079
Keyword(s):  
Organizational Behavior ◽  
Performance Management ◽  
Performance Appraisal ◽  
Employee Satisfaction ◽  
Management System ◽  
Employee Retention ◽  
Vice President ◽  
Performance Management System ◽  
Senior Vice President ◽  
Executive Vice President

This paper provides an explanation on how performance management system affects employee satisfactionand employee retention. The study here is done to explore relationships between them in Banking Industry. The responses taken showed direct and through relation among themselves including common dependence on some human resource management factors. Impact of Performance Management System on organizational behavior has been under investigation but there are some findings which say that Performance Appraisal plays crucial role on employee satisfaction, performance and retention. More the employee satisfaction level the more is the intention of employees to stay in organization. The responses gathered were 40 from different grades like MT(Management Trainee), AT(Apprentice Trainee), A1(Executive), A2(Senior Executive), A3(Assistant Manager), B1(Deputy Manager), B2(Manager), C1(Senior Manager), C2(Assistant Vice President), C3(Deputy Vice President), D1(Vice President), D2(Senior Vice President 1), D3(Senior Vice President 3), E1(Executive Vice President), E2(President), G(Group Head) and F(Executive President). It was found that R value of Employee Retention is 57.7% and the most contributing factor is Employee Satisfaction than Performance Management System.

scholarly journals Employees’ perceived effectiveness of the performance management system at a North-West provincial government department

2019 ◽  
Vol 17 ◽  
Author(s):  
Pheagane I. Modipane ◽  
Petrus A. Botha ◽  
Tonja Blom
Keyword(s):  
Performance Management ◽  
Management System ◽  
Provincial Government ◽  
The Body ◽  
Theory And Practice ◽  
Performance Management System ◽  
Perceived Effectiveness ◽  
Appraisal System ◽  
North West ◽  
Government Department

Orientation: The implementation of the performance management system (PMS) within a specific North-West provincial government department appears to be ineffective.Research purpose: To measure employees’ perceived effectiveness of the PMS.Motivation for the study: Employees’ experiences of employee PMSs may be different from that which it intends. The motivation for this study was to quantify employees’ perceptions of PMS effectiveness.Research approach/design and method: The researchers used a quantitative research approach and collected data using self-administered e-mail questionnaires on a total population of 247 employees at a North-West provincial government department.Main findings: Utilising two measurement constructs, namely, performance management accuracy and fairness, the study revealed that employees perceived the PMS as effective. However, some deficiencies were identified. The major shortcomings related to the lack of coaching provided and manager’s non-compliance with procedural, distributive and procedural justice principles. The overall mean score of the perceived accuracy was slightly above the midpoint of the range, indicating that employees perceived PMS as accurate, and were generally satisfied with the implementation of the system. However, employees perceived the PMS as unfair.Practical/managerial implications: A perception of effective and accurate PMS does not translate into perceptions of fairness. When employees feel unfairly treated during the appraisal system, morale and performance are likely to be adversely affected. Coaching and/or training related to PMS remains imperative.Contribution/value-add: This study contributes to the body of knowledge by quantifying the perceptions of employees regarding the factors that determine the effectiveness of PMS, namely, accuracy and fairness. It contributes towards the theory and practice regarding employees’ perceived effectiveness of the PMS.

scholarly journals Research on Appraisal System of Procurator Performance by Using High-Order CFA Model

2014 ◽  
Vol 2014 ◽  
pp. 1-9 ◽  
Author(s):  
Yong-mao Huang
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Evaluation Method ◽  
Comprehensive Evaluation ◽  
Fuzzy Comprehensive Evaluation ◽  
High Order ◽  
Main Body ◽  
Appraisal System ◽  
Comprehensive Evaluation Method ◽  
Performance Appraisal System

The prosecutor is the main body of procuratorial organs. The performance appraisal system plays an important role in promoting the work efficiency of procurator. In this paper, we establish the performance appraisal system of procurators by high-order confirmatory factor analysis method and evaluate procurators’ performance by fuzzy comprehensive evaluation method based on the 360 degrees. The results have some help to performance management of procuratorial organs.

scholarly journals Overview of Performance Management System with reference to Higher Education in Bahrain

2015 ◽  
Vol 5 (2) ◽  
pp. 104
Author(s):  
Mahmood Asad Ali ◽  
Joma Mahfod
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Employee Relations ◽  
Performance Management System ◽  
Learning And Development ◽  
Management Leadership ◽  
And Performance

This paper focus on the nature, technics and the practice of performance management system applied in the higher education in Bahrain.  Therefore, the chapter covers essential area related such as performance appraisal, promotion, rewards, and specifically: vision, mission, value and strategy; organization; employees’ talent management, leadership development; employee relations; staffing; education, learning and development; and performance management. The scope of this paper is to cover the applications of the performance management system in the Higher Education in Bahrain. The paper demonstrates the main obstacles and provide suggestion for solving the difficulties for the performance management system in higher education in Bahrain. 

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