Mass Media has developing rapidly, thus to managers, performance is required in order to earn more profits and increase efficiency. The key factor of success is ¡§person¡¨, especially journalists. The media demands for more capable employees than other enterprises results from the content of the media is their tool for competition, therefore, it is hard to survive without substantial content. As to detain fine journalists, the impartial performance appraisal is bound to be built. The performance appraisal of journalists is different from other walks of life, for there are more abstract ideas which are hard to be presented by statistics. This research aims to examine whether the appraisal of journals meet the criterion with the system which apply to businesses customarily. Also there are opinions form employees who accepted this system. The target of is the journalists in Kaohsiung who are respectively belong to Apple Daily, The Liberty Times, United Daily News and China Times which are regarded as the ¡§four major newspapers¡¨, questionnaire is formulated as to realize their viewpoints. And according to these results, the research conducts interviews to the correspondents or conveners of the ¡§four major newspapers¡¨ in order to know how they give their appraisals. That is, asking objects for answering the questionnaire then pursuing qualitative research. Owing to the journalists and correspondents have mostly covered the news for long in local regions, their opinions can be taken as the reference for the performance appraisal of journalists; moreover, it can also be taken as to examine the difference of performance appraisal between mass media and enterprises. The result shows that, the procedure and distribution of performance appraisal has profound effect on the aspect of working attitude, devotion and promise-making. However, there¡¦s still no convincing criterion for performance appraisal of the domestic ¡§four major newspapers¡¨. As a result, under the drastic pressure of competition in mass media, an acknowledged system should be built in order to cultivate excellent journalists, enforce their promises to organization and favor the management of newspaper offices.

M.P.H., Faculty of Health Sciences, University of the Witwatersrand, 2011 / Background: This study seeks to determine knowledge and attitudes of operational supervisors on the performance management system, at Mopani district hospitals in Limpopo Province. This is owing to the fact that literature indicates that poor management of performance is still found among experienced managers. Employees‟ perception is that managers/supervisors lack proper understanding with regard to implementation of management performance system, due to lack of training and use of predefined ratings. Material and Methods: A cross-sectional descriptive study was carried out in the district hospitals of Mopani district for a period of two months (March to April 2010). The study targets operational supervisors because they directly supervise many employees (5 to 8) and are at the front line of service delivery, interacting daily with community members. Results: A response rate of 54% (88/162) was achieved. Operational supervisors with less than ten years of experience scored higher in both positive attitude and knowledge on performance management system, as compared to supervisors with more than ten years of experience. There is no statistical significance difference with all questions relating to perceptions. Conclusion: The finding of this study has led to the following recommendations being made: a) The provision of regular in-service training on implementation of the performance management system with special attention being given to operational supervisors, to assist in adherence to some form of quality control. b) Setting up of a task team to conduct regular audits on the implementation of performance management system in all departmental institutions hospitals to ensure that quality service delivery is provided to clients.

Prior investigation of a new rater training paradigm, rater variability training (RVT), found no clear empirical distinction between RVT and the more established frame-of-reference training (FOR), (Hauenstein, Facteau, & Schmidt, 1999). The purpose of the present study was to expand upon this previous investigation by including a purpose manipulation, alternative operationalizations of Cronbach's accuracy components, finer-grained distinctions in the rating stimuli, and a second control group receiving quantitative accuracy feedback void of a substantive training lecture. Results indicate that finer-grained distinctions in the rating stimuli result in the best differential elevation accuracy for RVT trainees. Furthermore, RVT may be best suited for improving raters' abilities to accurately evaluate average performing ratees when the performance appraisal is used for an administrative purpose. Evidence also suggests that in many cases, the use of Cronbach's accuracy components obscures underlying patterns of rating accuracy. Finally, there is evidence to suggest that accuracy feedback without a training lecture improves some types of rating accuracy. / Master of Science

Thesis (M.S.)--Boston University / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / 2999-01-01

To assist hotel manager better human-resources practices implement and enhance organization performance, the purpose of this study is to identify the key factors of performance appraisal for restaurant employee in the hotel industry. Starting from reviewing related references and interviewing industry experts to collect information both in theory & actual practice, an indicators list has developed in consensus as result of the first phase. Main factors and sub-factors have identified through AHP process and the weightings as well. Analysis is based on expert questionnaire, which 100 delivered to managers or supervisors of restaurant in hotel, and 26 are valid. The conclusions of the study are listed as below, 1. Established indicators list by reviewing related references, theories and experts interview which consisting 21 key indicators as most suitable indicators for restaurant employee in hotel industry. 2. Personal characteristic indicator is the main factor of performance appraisal in hotel industry identified by the study, followed are result oriented factor and behavioral factor. 3. Established assessment weighting system for the main and sub-indicators by using AHP. 4. Developed a new performance appraisal form for hotel management as a reference, which each indicator consist different weighting of assessment.

Yes / This study examines the relationships between performance appraisal (PA) purposes and immediate and ultimate outcomes. Drawing upon expectancy theory and Greenberg's taxonomy, we explore the roles of multiple mediators as sets of person- and organization-referenced ratee reactions and reveal the multiple why-related aspects of the relationships between PA purposes and PA effectiveness. Our research is based on a questionnaire survey of 563 employees from the telecommunications sector of Pakistan. The results of structural equation modeling analysis suggest that individual-focused PA better serves the employee perspective, whereas position- and organization-focused PA better serves the organizational perspective. These findings indicate that inclusion of role definition and strategic purposes in the PA system is likely to render PA more effective and practical. The findings also corroborate that ratee reactions mediate the relationship between PA purposes and PA effectiveness, albeit to varying degrees. Our findings have theoretical and practical implications.

The use of performance appraisal systems for employees is far from new. It has been recognised that performance has to be managed in order for the organisation or government department to meet its goal effectively. The main objective of this system is to ensure that all employees or jobholders know and understand what is expected of them. It also includes managing poor or unacceptable performance by giving guidance where needed, while still recognising and awarding outstanding performance. However, do employees have a clear understanding of and information about the system and do they real benefit from the system? The researcher conducted this study in order to explore the perceptions of employees with regard to the effectiveness of the performance appraisal system within the Department of Social Development in two districts. Its aim was to make recommendations for improving the system in relation to the most important themes or aspects that the employees (appraisers and appraisees) have highlighted. The proposed research project adopted a qualitative research approach and was exploratory in nature. A multiple case study research design was used. Participants consisted of employees of the Department of Social Development from two districts in the Free State who are appraisers and appraisees. Purposive sampling, which is a type of non-probability sampling, was used to select appraisers, while convenience sampling was used to select appraisees. A semi-structured interview schedule was used in one-to-one interviews to explore issues and gather information. The main findings of the study are that Social Development employees understand the importance of implementing a performance appraisal system in the workplace. They revealed that they still want the system to continue in the Department. However, their main concern is the practical implementation of the system, and they reported that it needs to be improved. They have suggested many areas that need to be improved in order for the system to be more effective and to achieve its main purpose within the Department.

The majority of empirical research on responses to negative feedback has focused on affective responses to negative feedback, which have largely been adverse. The purpose of this study was to examine how negative feedback enhances motivation. A key feature of this study is the conceptualization of motivation using Edward Deci and Richard Ryan’s self-determination theory. Self-determination theory proposes a continuum of motivation, based on one’s regulation, or contingency for performance. Goal orientation and social dominance orientation are proposed as two moderators of the negative feedback-regulation relationship. Two studies were conducted to examine the relationship between negative feedback and regulation. Study 1 used a survey-based instrument with a work sample after a performance appraisal was conducted (N = 221), and Study 2 took place in a psychology statistics undergraduate course (N = 156). Negative feedback yielded a decrease in obligated motivation in Study 1. Mastery prove goal orientation and performance prove goal orientation were consistent significant moderators of the negative feedback-regulation relationship, such that individuals with high levels of Mastery prove goal orientation increased their autonomous regulation at higher levels of negative feedback, while individuals with high levels of performance prove goal orientation decreased their autonomous regulation at higher levels of negative feedback. Implications for feedback delivery are discussed. This study contributes to the literature by being the first to examine the effects of negative feedback on all forms of regulation, and is the first to use goal orientation and social dominance orientation as moderators of the negative feedback – regulation relationship. Further, this study demonstrated the positive motivational effects of giving positive feedback as well as setting mastery prove based goals.

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The purpose of this study was to determine the effectiveness of and the subjects' overall satisfaction with the implementation of an internally created performance appraisal system. The system was implemented at a major technology consulting firm in the US. The subjects of this study were manager level employees of the firm. An employee survey conducted annually at the firm included questions relating to the implementation of the performance appraisal system. Eight years of managers' responses to six key questions in the Career Development category were analyzed. Managers' perceptions of their contribution to the firm, their understanding of what career paths are available to them, their understanding of the requirements for promotion, as well as their overall satisfaction with the implementation of the performance appraisal system were captured by this survey. Trend analysis indicates that managers at the firm perceived their career path knowledge improved and their understanding of promotion criteria improved as a result of the implementation. Overall satisfaction with the implementation did not improve enough to site confidence in managers' perceptions for the period immediately after the implementation; managers' responses to the actual implementation were disagreeable to neutral. Managers did not feel their impact on the organization improved as a result of the implementation.