Orientation: For decades, organisations have implemented performance management systems in order to promote an environment focused on performance enhancement and employee development. Performance appraisals have consistently been at the centre of performance management systems. However, they are often perceived as being ineffective or unsatisfactory, resulting in dissatisfaction and contributing to financial and time losses. Performance Appraisal Satisfaction (PAS) amongst employees is, therefore, vital if organisations want to achieve desired outcomes. Limited research was found that explained or described methods which organisations can utilise to increase PAS amongst employees. Research rationale and objectives: As organisations become more global, innovative and employee-focused, the need to cater to individual needs and desires has significantly increased. This study aimed to investigate ways in which PAS can be increased through the individualisation of three performance appraisal aspects namely; number of raters; method of feedback and frequency of feedback. In terms of the individualisation factors, this study has focused on; level of perceived self-efficacy and the Big Five personality dimensions. Research approach: Given the limited pre-existing literature on this topic, the present study used an exploratory research approach to engage with the results in an in-depth manner. Qualitative and quantitative data was collected from employees and Human Resource practitioners in order to establish performance appraisal preferences and the viability of implementing individualised performance appraisals. Composite questionnaires consisting of Likert-type questions, choice-based conjoint tasks and open-ended questions, were distributed utilising a convenient and snowball methodology. Completed questionnaires were analysed by means of descriptive and inferential and statistics, conjoint analysis, as well as by means of a thematic analysis. Semi-structured interviews were conducted with Human Resource practitioners and analysed using a thematic analysis. Main findings: Results from the descriptive and inferential statistics indicate that the level of self-efficacy and personality-type are significant in predicting certain performance appraisal preferences. For example, respondents with increased levels of perceived self-efficacy significantly preferred face-to-face feedback from a manager (p < .05) while respondents with low levels of perceived self-efficacy significantly preferred impersonal feedback (p < .05). Results from the composite questionnaire’s open-ended items indicated that employees prefer performance appraisals which considered their personality type and level of self-efficacy. However, the thematic analysis conducted on the HR practitioner interviews revealed that HR practitioners are hesitant to implement a novel performance appraisal system for reasons including; gaining top-management support and the additional time and administrative burden it would likely impose on the HR practitioners themselves.

This dissertation investigates the question: are mission critical occupations more favored than other occupations in performance appraisals in pay pools? While many types of bias in performance appraisals occur, such as gender or race, occupational bias--favoring or showing preference for one occupation over another in performance appraisals and subsequent ratings-- has not been fully examined. There is a lack of empirical evidence that addresses occupational bias in performance appraisal and ratings in the Federal civil service sector, and more specifically the Department of Defense. The importance of occupational bias in performance appraisals is seen in the cost to organization and taxpayer, the degradation to fairness and trust in the workplace, and the erosion of organizational values. The methodology used to address this dissertation's hypothesis is a quantitative-qualitative inquiry that investigates performance ratings of the engineering occupational series within three Department of Defense (DOD) engineering agencies. The methodology is comprised of three parts: quantitative analysis of pay pool rating data and qualitative analysis of archived documents and expert interviews. Each part of the methodology is intended to be mutually supportive. The quantitative analysis yields a null finding of the hypothesis based on two findings. First, indicators of occupational bias were not found using differences of average occupational performance ratings between engineers and other occupations in three DOD engineering organizations. Second, Fiscal Year 2008 engineer occupational series performance ratings in three Department of Defense engineering agencies did not show statistically significant differences when compared to occupations such as personnel management specialists and accountants. This may be due to privacy act limitations in the data set used. Anecdotal evidence of preferences for mission critical occupations in performance appraisals and ratings was found to support the hypothesis. / Ph. D.

No / This paper aims to evaluate the aims and methods of appraisal, and the difficulties encountered in the appraisal process. The paper uses a review of the literature to evaluate the development of appraisals and argues that the critical area of line management development that was identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance appraisals. The review identifies the lack of theoretical development in appraisal and argues the psychological approach of analysis and a more critical realisation of appraisal, re‐evaluating the challenge to remove subjectivity and bias in judgement of appraisal. Further evaluation of key interpersonal skills is required for appraisal systems to develop performance. The use and design of performance pay in public and private services linked to appraisal have not always improved organisational performance and can contribute to reduced motivation. Little research has evaluated the current increases in using appraisals and the changes in focus from appraisal to performance management. The paper adds value to the existing body of knowledge and offers insights for practitioners and researchers.

Yes / Based on a robust analysis of the existing literature on performance appraisal (PA), this paper makes a case for an integrated framework of effectiveness of performance appraisal (EPA). To achieve this, it draws on the expanded view of measurement criteria of EPA, i.e. purposefulness, fairness and accuracy, and identifies their relationships with ratee reactions. The analysis reveals that the expanded view of purposefulness includes more theoretical anchors for the purposes of PA and relates to various aspects of human resource functions, e.g. feedback and goal orientation. The expansion in the PA fairness criterion suggests certain newly established nomological networks, which were ignored in the past, e.g. the relationship between distributive fairness and organization‐referenced outcomes. Further, refinements in PA accuracy reveal a more comprehensive categorization of rating biases. Coherence among measurement criteria has resulted in a ratee reactions‐based integrated framework, which should be useful for both researchers and practitioners.

The purpose of this study was to explore the causal relationship between purpose of appraisal and leniency in performance ratings. A model in which rater self-efficacy mediated the relationship between appraisal purpose and leniency was tested. In addition, behavioral recognition accuracy was hypothesized to affect rater leniency. In a laboratory setting, 109 undergraduate raters judged the videotaped performance of a graduate teaching assistant. Results of the study showed that (a) leniency was positively related to task-specific self-efficacy, and (b) behavioral recognition accuracy was positively related to general rating self-efficacy. A purpose of appraisal effect was not observed and the proposed mediational model was not supported. These results were discussed in relation to rater affect, accountability in performance ratings, and information processing. / Master of Science

Application of Knowledge Management on Performance Appraisal and Management System Abstract The goal of competitive strategy is to create competitive advantages and gain the maximum value. On the other hand, competitive advantage lies in differentiation which originates from exclusive ¡§core competence and resource¡¨. In fact, what so called ¡§core competence and resource¡¨ tightly relates to ¡§knowledge¡¨ because to compare with other resource, knowledge has the characteristics of being ¡§scarce¡¨, ¡§difficult to imitate¡¨ ¡§unable to copy¡¨, and ¡§granted with exclusive rights¡¨ (Hsu Shihchun, 2000) and these are the essential elements for a company to remain its competitive advantages. Thus, Knowledge Management (KM) determines powerfully the survival of a company. In terms of business management, the ultimate goal of Performance Management System is to enhance organization efficiency which is built on the integration and improvement of business operation. It is also an important system aiming for improving or strengthening the system of ¡§core competence and resource¡¨ building. This coincides with the nature of knowledge management and benefits each other. Management activities such as production, marketing, R&D, accounting, purchasing, and human resource tie with ¡§the import , capture , retrieval , access , use , sharing , creation of knowledge¡¨ and this evidently indicates the popularity and long existence of KM activities. This study attempted to use KM Process as the base to construct a case study model with theoretical and practical application through the application demand of Knowledge Technology (KT). Before constructing the model, this study first reviewed the previous literature and understood the definition of KM and Performance Appraisal and Management. With the help of diagnosis tool, Six Box Model (Weisbord, 1976), we improved the study model of Knowledge Based Performance Appraisal and Management System (KBPAMS). Meanwhile, we adopted dimensional elements to compile an ideal ¡§Study Form for KBPAMS.¡¨ We also selected certain companies as the cases to examine the existing system and conducted one by one in-depth interviews with employees of chosen companies. Due to the limitations on study time and human resources, random sampling as well as convenience sampling were excluded; purposive sampling was chosen to understand the actual demand and opinions of workers. Next, Flow Chart and handling description were two methods of presentation to construct a simple ¡§KBPAMS¡¨ case study model as the reference for future establishment of information system. In the end, we used the improvement of the ¡§KBPAMS¡¨ case study model. To analyze the six dimensional elements of the ¡§KBPAMS¡¨ and studied it by open-system-view. Four suggestions were offered for conclusion as follows: 1.Returning to the humanity; 2.Integrating business culture and creating business characteristics; 3.long-term Investing on KBPAMS; 4.Gaining full-support from the top-manager. Keywords¡G Knowledge Management (KM), Knowledge Technology (KT), Performance Appraisal and Management, Performance Appraisal System (PAS)

The Master's Thesis is focused on the analysis of the employee performance appraisal system in the selected company. The aim of the thesis is to identify a strengths and weaknesses of the performance appraisal system and based on the discovered facts to suggest suitable solutions for increasing the efficiency of the evaluation system. The theoretical part deals with fundamental theoretical concepts and also with personal activities related to the employee performance appraisal. In the practical part is found out how the system of the employee performance appraisal is perceived through the questionnaire survey. Based on the survey results are identified shortcomings of the current system and proposed the measures for streamline the performance system.

This study deals with the employee perception on the effectiveness of the performance management and performance appraisal system fairness at the National Security Agency, Department of Training. Organisational factors such as (appraisal knowledge), were used as a guide for assessing effectiveness of the system and its fairness. The quantitative approach/method was used to gain and understand employee perceptions on the system based on their personal experiences of the organisation's performance management system. The research chosen was Quantitative, which is the most appropriate approach to the study. The survey used self-administered e-mailed and hand delivered questionnaires to gather data from the respondents. The questionnaires had a brief overview of the research methodology, to give a reader a clear picture of the processes and procedure that were followed. The data was analysed quantitatively by using SPSS system. The overall findings show that many employees perceive the system not effective and not fair. / Thesis (MBA) North-West University, Mafikeng Campus, 2014

Master of Science / Department of Psychology / Satoris S. Culbertson / Prior research has suggested there are negative consequences for missing work for both the individual and the organization. These consequences, such as lower ratings of performance, may exist regardless of the reason for the absence, and may be influenced to some extent by stereotypes held by others, such as supervisors and coworkers. The purpose of this study was to determine if absence from work for a stereotypically male or female task would affect supervisor and coworker ratings of performance, organizational commitment, and likelihood of performing organizational citizenship behaviors (OCBs). It was expected that workers who violated a gender role stereotype (males missing work for a stereotypically feminine task or females missing work for a stereotypically masculine task) would be sanctioned by supervisors and coworkers through lower ratings of performance, lower ratings of perceived organizational commitment, and lower ratings of the likelihood of performing OCBs than those who did not miss work or who missed work without violating a gender role stereotype. One hundred and seventy-four undergraduate psychology students at a large Midwestern university read descriptions of employee performance and attendance and then rated the employee’s performance and perceived organizational commitment and likelihood of performing both altruism and generalized compliance OCBs. Results revealed that an absence from work resulted in lower ratings of all four criteria, but that the interaction between the employee’s gender and reason for absence (i.e., whether they violated a gender role stereotype) had no effect. Implications and future directions are discussed.

Master of Science / Department of Psychological Sciences / Patrick A. Knight / Despite the functional importance of performance appraisals in organizational settings, rating inaccuracies persist and have been a widely researched topic for decades. Contemporary efforts to explore the problem have turned to components of accuracy to foster a more detailed understanding of the influence of situational factors and individual biases. In particular, a great deal of research has examined the role of rating purpose (e.g., administrative, developmental) on subsequent accuracy, consistently revealing greater leniency for administrative ratings than for developmental ratings. On the basis of spreading activation theory, rating purpose was conceptualized as a priming event, and in combination with rating strategy priming, was expected to prompt predictable enhancements to specific components of accuracy. Participants for this experimental study were 160 undergraduate students. Participants were randomly assigned a rating purpose with “real-world” implications, and exposed to a strategy priming task designed to promote specific rating cognitions. Students viewed video-recorded competitive marching band performances, and rated them. Participants’ ratings were compared to those made by experienced raters to compute accuracy estimates. Results were largely non-significant, but in the directions expected. Limitations and future research opportunities are discussed.