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."

Tags:Technology, appraisals, performance, problems, evaluation, employee, production, supervisor, data, manager

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. "

Tags:performance, appraisals, business

Abstract
This paper discusses four basic goals for performance appraisals with an emphasis on the human resources department of the public government sector. Goals include evaluation of empoloyee performance in terms of the organization's goals and objectives and employees' own career goals.

From the Paper
"In the public government sector, the four basic goals of the human resources department's performance appraisals should be to evaluate employee performance in terms of the organization's goals and objectives, to assess how well the employee is meeting his or her own career goals, to discuss the employee's goals for the next year and how they can be met, and to provide praise and recognition for the employee's special contributions. Each of these goals benefits both the employee and the organization..."

Tags:performance appraisals, goals, praise, government sector, human resources, career

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."

Tags:review, variables, ethic, tasks, measure

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 ..."

Abstract
This paper discusses the utilization of performance appraisals within human resource management. The paper discusses what should be included in performance appraisals and when and why they should be used. The paper stresses the importance of following guidelines to use performance appraisals and suggest that improperly used, they can demotivate employees and cause them to seek better employment opportunities elsewhere.

Table of Contents:
Introduction
Review and Discussion
Conclusion

From the Paper
"Every person is, of course, unique, and people recognize intuitively when others are faking it when it comes to individual and intimate exchanges such as performance appraisals. In this regard, Kennedy and Dresser (2001) report that, "We don't come to the appraisal process with the same expectations. Each of us brings our own set of values and beliefs, with resulting differences in what we deem acceptable, outstanding, marginal or dare we say it, just plain old good" (p. 8). In fact, the need to keep performance appraisals from "getting stale" and depersonalized has become even more pressing with the introduction of computer-based methods of delivering performance appraisals. According to Dutton (2001), notwithstanding the potential disadvantages of using performance appraisal software because of this tendency towards the repetition of "boiler-plate" types of evaluations, these programs do offer some advantages to the HR manager that should be taken into account. "The problem is," she advises, "that many software programs have a generic set of questions that too often aren't customized for the jobs being evaluated" (p. 76). Given the fact that some 5 years has transpired since this article was written, though, it can reasonably be assumed that the state of the art has become more sophisticated and refined, and that the software applications described by Dutton will be even more useful today."

Tags:HR, employee, motivation

Abstract
Discusses role of performance appraisals in personnel management. Research on the topic. Various purposes including identification of employee talents and behavioral tendencies; useful feedback; control of employee behavior. Beneficial influence on human relations of an organizatioin. Negative aspects such as job dissatisfaction. Performance appraisals & litigatrion. Value of effective performance appraisals.

From the Paper
"Performance Appraisals

Performance appraisal has long been one of the most hotly debated topics in personnel management circles and fortunately has also been the subject of a great deal of research. Gabris and Ihrke (2001) believe that performance appraisal serves many purposes within organizations, among which the provision of periodic, formal feedback to individual staff members figures significantly. A second and somewhat more debatable purpose of the performance appraisal is management s attempt to control employee behavior and results. Most performance appraisal instruments, in the view of Gabris and Ihrke (2001) are designed around managerial objectives and the types of behavior that management would prefer to routinize in employees. A final purpose of the performance appraisal rests upon its use as a ..."

Abstract
This paper begins by explaining what a performance appraisal is, what its function is and why performance appraisals can be useful to both employers and employees. The paper then discusses the performance appraisal method developed by president of Iezzi Management Group, John Iezzi, and how it can be used as a model for employee evaluations in any organization. Next, the paper discusses five steps that should be included in performance evaluations and explains what effective performance appraisals should ultimately accomplish.

From the Paper
"The majority of companies have a formal or informal performance appraisal system, which, if done correctly, will recognize and appreciate successes as well as address and offer suggestions on how to make improvements. An appraisal is a structured procedure of facilitated personal reflection that permits employees to review their professional responsibilities and outcomes and identify strengths and weaknesses. These evaluations are a valued educational process that establish the foundation for enhancing personal development and contribute to partnerships between a worker and his/her employer. They provide companies with the opportunity to measure their personnel's organizational assistance and determine where they would work best as part of a larger team effort. When completed appropriately, the performance appraisal includes a standard evaluation form, performance measures, feedback guidelines, and disciplinary procedures."

Tags:professional, services, production, profitability, prospects, future, reviews

Abstract
This paper examines how, in these times of increased global competition, rapidly changing technology and services, and increased importance of customer satisfaction, it is imperative that companies employ personnel who have the necessary skill base, feel comfortable in making suggestions to better the company and their position, and enjoy their work. It discusses the benefits of regular performance appraisals and looks at how increasing numbers of businesses and their employees recognize that appraisals offer a valuable opportunity to focus on work activities and goals, to identify and correct existing problems, and to encourage better future performance.

From the Paper
"Grensing-Pophal says that this motivation is possible in several ways: First, the company should make the appraisals worthwhile and meaningful. Encouragement must start at the top of the organization. "The boss, president, CEO or whoever needs to be in tune, obviously. If they aren't doing it, the motivation level is low for managers to do it." The president also has to make it clear how important such evaluations are to the future of the company, and thus to the future of everyone's livelihood. Second, this means that the company has to devote resources in developing a specific performance methodology and training everyone in implementation. This has to be a team effort where all people buy into the process. Third, this necessitates input from the managers, themselves, in the ways and means of the employee evaluation."

Tags:performance, motivation, goals

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."

Tags:analysis, organization, ratings, identify, competency, evaluation, developmental