Abstract This paper examines the use of performance appraisals in the workplace. The three building blocks of performance appraisal are trait based, behavioral based, and rate based, all offer The author evaluates these three methods, and how they are affected by the habits of the supervisors conducting appraisals.
From the paper:
"An organization should be able to teach their supervisors the proper techniques for rating and having the appraisals implemented with high ethical consideration. "Managers, as well as, subordinates, are concerned about the politics and lack of fair treatment, honesty, and truthfulness within a performance review" (Axline, 1996, 44). To give an accurate representation of the performance an employee accomplishes two things should be done. One is that management should require appraisers who give poor ratings to document an outline procedure for improving performance and/or initiate termination."
Abstract This paper discusses the use of performance appraisal in a small company in which performance appraisal is handled by the manager of each sales region and is thought of as an ongoing process. It explores the brief monthly reports, which are based on sales performance and lengthier quarterly appraisals of a more formal fashion. It explains that the general sales manager sends out a simple form to be filled out for each employee indicating sales record and managerial evaluation.
From the Paper "The company being considered is one that is in the business of producing and selling computer equipment. This company has been in business for about five years and has grown rapidly, perhaps too rapidly, and the development of the sales force has been undertaken to date in a rather haphazard fashion. The sales department is the one whose performance appraisal is to be examined. The company was developed as a distributor for a product created in Belgium and imported by this company for sale in the United States. The product allows an office to connect multiple computers to one or two printers, with a buffer so that a number of jobs can be retained at once and then printed out in the order received. The product was sold successfully in Europe by the originating company. The U.S. company also refined the product and improved it before putting it on ..."
Abstract A paper analyzing the performance appraisal system at Vons Grocery Store, reviewing some literature and using them as a base for recommending an efficient appraisal system for the store.
Abstract This paper discusses a survey used to question employees regarding their perception of company performance appraisals. Five employees from the same company were surveyed, and their results have been recorded. These results were then weighed against outcomes and the research. The research is used as an aid in determining the effectiveness of the appraisal system, and recommendations are made for improvements.
From the Paper "Five employees from a local unnamed restaurant were surveyed regarding their latest employee performance appraisal. The unit of measurement in the appraisal system was a written evaluation by the supervisor, which contained a 1 through 5 rating system. When an employee was rated with a 1 the rating was at the lowest end of the system, and when an employee was rated with a 5 the employee had reached the highest end of the rating system. The instrument contained blocks for management comments underneath several headings that included training, attitude, customer service, and work ethic. On a specified date each employee was called into the manager's office and presented with the appraisal. The employees were offered an opportunity to read the appraisal, and then the manager discussed his findings with each employee. "
Abstract This research paper defines a type of work appraisal known as the 360-degree performance appraisal, describes the discomfort typically felt during appraisal periods at work and explains why, in spite of some shortcomings, the 360-degree performance appraisal is better than traditional approaches to performance appraisals. The paper also appends the surveys that were used to conduct this research.
Literature Review of 360-Degree Performance Appraisals Methodology
Factors to be Understood in MTC Vodafone with Respect to 360?
Performance Appraisals Methodology to Understand the Culture
Survey
From the Paper ""'Like falling off a cliff.' These are the words one UK-based manager used to describe the process of 360-degree feedback or, rather, the tangible end result of the process - namely, his personal feedback and what to do with it." (Murphy, 2002) The important part of developing a 360-degree performance program is to allow the individual and the work to identify the best possible areas for improvement and change. "The basic premise behind 360-degree feedback is to draw responses regarding leader effectiveness from upward (i.e. bosses, supervisors, etc.), peer level (i.e. co-workers, team-members, etc.) and downward (i.e. followers, employees, etc.) sources. These ratings are compared to the leader's self-ratings in order to determine disparities or blind spots. It is believed that such information will enhance the self-awareness of those being rated, subsequently leading to improved leadership skills through a better understanding of their own abilities, and others' expectations." (Testa, 2002) Studies indicate that anonymous feedback is more accurate and truthful and also nearer to actual facts when compared to feedback from raters who are known. (Ghorpade, 2000) It is generally observed that this analysis is generally used for management cadre employees who are able create a constant circle of assessment and feedback."
Abstract This paper defines performance appraisal and comments on its value to any organization. Various methods of performance appraisal are described in detail and common errors made by appraisers are also discussed.
From the paper:
?In an increasingly competitive global market place, organizations are dedicated to continual individual and organisational improvement. Performance appraisal is considered to be an important tool in accomplishing this improvement. In a study conducted by the American Productivity and Quality Center and Linkage Incorporated several organizations declined to participate in performance appraisal research as they believed their performance appraisal system to be a source of competitive advantage. One executive compared the revealing of his organization's performance management strategies to Coca-Cola supplying their recipe.?
Abstract This paper discusses the various forms of appraisal systems which exist which managers could use. There are three traditional performance appraisal techniques - rating, ranking and critical incident. Recently, some companies have begun using "360-Degree" performance appraisal. The paper examines the various difficulties associated with performance appraisal and the importance of employee appraisals to companies. It looks at some employment evaluation techniques and discusses the benefit of a good evaluation process. The paper mentions the importance of identifying areas for employee improvement and concludes with stressing the importance of a good appraisal system for the entire company.
From the Paper "Performance appraisals occur in every organization, even when the formal process may be no more than continuing to issue paychecks to employees on a regular basis. The most productive companies are those which put a significant amount of resource toward improving the skills of their managers in conducting performance appraisals, and which work with employees so that the entire organization receives the maximum benefit possible from the process. There are three traditional performance appraisal techniques which are commonly used: rating, ranking and critical incident; recently, some companies have begun using "360-Degree" performance appraisal. This latter technique seeks to incorporate not just the supervisor's opinion on how a particular employee is performing, but also seeks feedback from customers, peers and others who interact with the employee. This can help provide the company--and the employee--with a better understanding of the strengths, weaknesses and areas for improvement on which the employee should focus."
This paper is a research study of the effectiveness of performance appraisals, a term used for evaluating performance of employees in an organization, and the issues accompanying performance appraisals.
Abstract This paper is a research project which used a review of literature and previously completed research projects to evaluate if the achievement of organizational goals and objectives can be measured in part by effective performance appraisals. The paper reports that all of the studies confirm that effective and proper performance appraisals do result in better job performance, measuring performance effectively and enhancing care for work ethic. The author believes that an individual performance evaluation plan increases the employee's specific understanding of his jobs and the specific tasks that make up those jobs.
Table of Contents
Introduction
Statement of Problem
Hypothesis
Research Questions
Assumptions
Literature Review
Causes of Performance Appraisal Steps Leading to Performance Appraisal Performance Appraisal Research Methodology
Variables
Results
Data Analysis and Interpretation
Discussion
Conclusion
Recommendations
Conclusion and Implications
From the Paper "Till the end of 80s, though there was a large body of research in aspects of performance appraisal concerning accuracy of measurement, employee participation, types of performance measurements and other areas, there was no substantial research that specifically linked increased job performance and effective performance measurement with the performance appraisals. Then in 1994, a study conducted by Bruns and McKinnon, studied the following hypotheses and determined the link between performance appraisals and increased job performance through them. The first hypothesis stated that employees in organizations with well-defined, regular performance appraisal systems have more knowledge of their daily activities in more specific, precise terms than employees in corporations where this is not the case. The study further concluded that these organizations hence experience increased employee performance. The second hypothesis stated that employees in companies with well-defined and periodic performance appraisal systems concentrate their tasks on areas on which they are evaluated. In other words, such performance appraisals effectively measure the employee performance. This study has further been used throughout this paper as a recent step in this evolutionary process with the previous studies taken as classics."
Abstract This paper attempts to identify the strengths and weaknesses of performance appraisal approach in theory and in practice and to determine to what extent performance appraisal is conditioned by cultural factors as demonstrated in a typical Japanese bank. The author uses a historical/case study approach, a process by which the historian seeks to test the truthfulness of the reports of observations that are provided by others, and secondary research. The paper relates results that Japanese employees are motivated by many of the same factors that influence their American counterparts but by differing degrees: All employees recognize that hard work, loyalty and their commitment to organizational goals are aspects of their jobs, which should be evaluated; however, what appears to be the most glaring difference between Japanese and American employees is the extent to which such performance appraisal results are expected to be used in developing compensation levels. Tables and Charts.
Table of Contents
Introduction (Background)
Research Aim
Research Objectives
Research Questions
Background and Overview
Strategic Human Resources Management
Importance of Performance Appraisals Influence of Cultural Factors on Performance Appraisals Research Methodology
Types of Data to be Used in the Research
Criteria for Selection of Articles
Advantages and Disadvantages using Secondary Data
Evaluating Secondary Data Sources
Research Analysis, Findings and Discussion
Case Study One: Japanese Financial Services Firms and Banks in New York City by Beechler and Yang (1994)
Case Study Two: TSDAL in New York City by Noriya Simiharta (1999)
Conclusions
Recommendations
Project Limitations
Further Research
Reflection
Appendix: General Steps to Improve the Performance Appraisal Process
From the Paper "Following World War II, the military leadership of the U.S. forces occupying Japan imposed American-style labor laws and industrial relations practices under the belief that they would help ensure that Japan would not fall back into a militaristic or totalitarian state; by the 1980s the situation had reversed. Consequently, many American experts called for adoption of Japanese management practices in hopes of achieving the same high productivity, quality, and cooperative labor-management relations found in leading Japanese firms. In both of these instances some practices were successfully transplanted to the other country. For instance, free trade unions and collective bargaining did evolve in postwar Japan (although not in the same fashion as they did in the U.S.). At any rate, the success of Japanese management caused many American businesses to reassess their own policies and practices and to focus on the Japanese system. This has been particularly true in American manufacturing industries. In the automobile industry, for example, the success of Japanese "transplants" (Japanese-managed plants operating in the United States and staffed with American workers) has reinforced the efficacy of the approach with American auto executives."
Abstract This paper emphasizes that, because performance appraisal is a means of determining these rewards, it is crucial that employees receive fair appraisals, that employees understand the performance appraisal, and that employees are measured against their job description and not on arbitrary criteria. This paper states that the survey of the performance appraisal system suggests the real estate office is currently operating with an appraisal system that exists 'for show', while achieving few real benefits. The author suggests that the real estate office upgrade and implement a performance management system to solve the problems, to help ensure that employees are motivated to achieve suitable results, and that employees receive the feedback they need to work effectively.
From the Paper "Employees were next asked whether they strongly agree, agree, disagree, or strongly disagree with the statement ?I received a fair performance appraisal.? Three employees answered that they disagreed and two answered that they agreed. This indicates that the process is not considered fair by over half of employees. When it is considered that the performance appraisal system is linked to employee rewards, this creates a major problem. Expectancy theory creates the link between motivation and rewards, with expectancy theory described as a theory suggesting, "that motivation depends on the individuals" expectations about their ability to perform tasks and receive desired rewards? (Daft, 1997, p. 536). If the performance appraisal system is not fair then an individual does not see their actions as allowing them to receive the rewards they deserve."
Abstract This paper identifies the role of performance appraisal as a management tool to increase productivity of an employee and the organization as a whole. The paper contends that performance appraisals and reviews can be used in conjunction with various other management tools such as Total Quality Management (TQM) to improve the overall performance. The paper examines the salient features of performance appraisal and the role it plays in quality awards such as the Malcolm Baldrige award in the United States, the Deming Award in Japan, and the EFQM in Europe. Performance appraisal approaches, both in theory and practice, are not without flaws. Japan has been selected for a study of the strengths and weaknesses of the performance appraisal approach, and special focus is placed on the effect of culture on the use of this tool.
From the Paper "Japanese products enjoy high demand all over the world and industries in Japan are constantly looking for ways and means of improving their competitive advantage with respect to the other Asian countries. Many of the Japanese industries also have "transplant manufacturing sector" all over the world where similar products are manufactured in different environments. (Munday and Peel, 1997) Performance appraisals and worker reviews are not new to Japan. An empirical study conducted with respect to performance appraisals revealed "the development and subordinates express purposes were not currently practiced extensively, while documentation was found to be among the most highly used purposes. Pay is based primarily on seniority; the pay-purpose was found to be related to appraisal effectiveness." (Milliman et al., 1995) Excessive use of this tool has however created a negative impact on the worker. (Kleeman, 1992)"
Abstract This paper presents a review of the performance appraisal process in relation to performance and feedback. The paper contends that the purpose of a performance appraisal is to help the employee perform better, accomplish more and be motivated to work toward making an organization more successful.
Outline
Introduction
Accessing Performance
Appraising Effectively
Following up after the Appraisal Performance Appraisal Techniques
Provide Feedback
Conclusion
From the Paper "Performance appraisal is the evaluation of an employee job performance in order to determine the degree to which the employee is performing effectively. Appraisals are important. The organization's objectives are achieved by the successful accomplishment of individual objectives. To do this, employees need feedback and help. In some small organizations, performance appraisal takes place when the owner tells an employee "You are doing a good job". In a larger organization, performance appraisals are designed to show more precisely how well workers are doing their jobs. Typically, the appraisal process involves a written assessment issued on a regular basis."
This paper focuses on the importance of employee evaluations and performance appraisals in the workplace while also discussing the differences between the two.
Abstract This paper defines an employee's performance appraisal as a formal, structured system that compares employee performance to established standards set up by the managing staff in the workplace. This paper discusses the manner in which both appraisal and evaluation of job performance are shared with the employees. The writer of this paper contends and explains why employee appraisals are beneficial not only to the organization but to the employee as well. This paper, presented from the writer's personal point of view, details the various elements in a performance appraisal which are specifically tailored to the organization's employees, jobs and structure. This paper examines the various research studies done on this particular subject while also detailing the results and findings of these studies. This paper also includes an annual performance review form with detailed instructions on how to effectively appraise one's employment performance.
From the Paper "Some experts in human resources or management say that performance reviews are a waste of time, since they only create confusion and ill will. They believe that nstead of annually, evaluations should be part of the everyday routine--reviewing what is being done, has been accomplished and still needs to be acted on. That would be great if everyone had the opportunity to meet for a few minutes each day. However, with the amount of work and everyone's busy schedules, this is impossible. As I noted above, it would be nice to meet formally more often, but every day or even once a week is unrealistic. Overall, I believe that the performance reviews help both the company and the employee if used correctly. The company has the opportunity to lead the personnel in the direction that will provide the best support."
Abstract This paper reviews the literature with regards to performance appraisal systems in the banking industry in public and private sector banks in India. It provides a historical overview of the banking industry in India and looks at a future view of its banking industry. The paper then discusses reforms and management issues in banking in India and the need for performance appraisal.
Table of Contents:
Historical Overview Of Banking Industry In India
Future View Of Indian Banking Industry
Reform And Restructuring Of Banking Hr Management
India Banking Sector Reforms
Challenge-Management In The Banking Industry
Innovation HRM In A 'Hyper-Competitive Environment
People-Centric HR Management In Banks
New Emphasis On HRM Related Practices
Banking Sector Technology Deployment
India Banking Industry HRM Report (2000)
Intensive Bank Restructuring Program: State Bank Of India
Performance Management & Appraisal Systems
Talent-Management In The India Banking Industry
Limitations And Scarcity In Performance Appraisal In Banking HRM
Recent Studies In HRM Performance Appraisal Methods
Summary Of Literature Reviewed
From the Paper "Stated to be a good measure of devolvement was an increase in proactivity in personnel function in the past five years and in both the Indian and British interviews relating to involvement another measure was revealed stating to be "continuous feedback from line managers." (Budhwar and Sparrow, 2002) It is held that this is "an important measure of devolvement as it helps to evaluate whether things are working according to plans or not, and what changes will be required in the future." (Budhwar and Sparrow, 2002) An expectations that such type examinations might reveal "the extent to which managerial cognition of strategic HRM actually relate to practice. Similarly, the influence of possible new dimensions of national culture, as suggested by both Indian and British managers' viewpoint should be examined. The thinking of personnel specialists and different levels of employees from other sectors, regarding their function, should also be examined." (Budhwar and Sparrow, 2002)"
Abstract Discusses need for successful employee appraisals. Improving the skills of managers to conduct performance appraisals. Three traditional performance appraisal techniques. Difficulties associated with appraisals. The four categories of evaluation techniques. Benefits of good evaluation processes. Identifying areas for employee improvement. Importance of supervisors understanding tasks.
From the Paper "Introduction
Performance appraisals occur in every organization, even when the formal process may be no more than continuing to issue paychecks to employees on a regular basis. The most productive companies are those which put a significant amount of resource toward improving the skills of their managers in conducting performance appraisals, and which work with employees so that the entire organization receives the maximum benefit possible from the process.
There are three traditional performance appraisal techniques which are commonly used: rating, ranking and critical incident; recently, some companies have begun using "360-Degree" performance appraisal. This latter technique seeks to incorporate not just the supervisor's opinion on how a particular employee is performing ..."
