This study examines the alignment between Arizona public high school Administrators' expectations of professional school counselors, the ASCA National Model (2005), and the instruments used in Arizona to evaluate professional school counselors. Participants included ten principals and assistant principals, and 103 of the 111 public school districts with at least one high school in Arizona. Data was obtained through semistructured interviews, document, and content analysis. Organizational Role Theory and Leader-Member Exchange Theory guided the qualitative and quantitative analysis. Findings indicate that administrators' expectations of professional school counselors align 62% with the ASCA National Model, while the instruments used in Arizona to evaluate professional school counselors align 13% with administrators' expectations of professional school counselors and 21% with the ASCA National Model. The best predictor of alignment was school district use of a school counselor-specific evaluation instrument. Recommendations focused on the need for clearer communication of role expectations between administrators and counselors, and for more meaningful evaluation practices that align with counseling standards.

It has come to the attention of the researcher while being involved in the tertiary education industry, that the current performance management system for academics is considered ineffective because it: • Does not provide meaningful, timely feedback • Is impossible to administer in an equitable manner • Is driven by numbers • Is focused too closely on rewards The impact of this performance management system is as follows: • It generates low moral • It discourages teamwork • It does not foster trust • It generates avoidance of assessment • It has an adverse effect on productivity • It discourages risk taking • It encourages quest for higher visibility • It produces feelings of being judged rather than being appreciated The study focussed on the question of: • How the performance management system at TSA affects employee attitudes? • How employee attitudes towards the performance management system affects their performance? The objectives of the study are to: • Determine the attitudes of the academics at TSA towards the performance management system • Determine how service delivery might be transformed by implementing an effective PMS • Determine the supporting/preventing factors of the existing PMS at TSA • Identify areas for improvement and produce recommendations for future performance management practice at TSA. / Thesis (MBA)-University of Natal, 2003.

For most organisations the decision to implement performance management is not about introducing a completely new process. Most organisations start with annual appraisals and learn from them what goes well or bad. Because of being under the rule of Britain, Lesotho inherited some of the systems mostly followed by many Commonwealth countries in the public service; some of which were confidential reporting systems for appraising employees. Investigations were made about the existing system at that time and the findings indicated that most of the people did not like it. They said it was subjective, and that it contributed to low morale, and weakened supervision/employee relations. It was realised that a new system was urgently needed. The new system was introduced which was for an open appraisal. Several attempts were made, but they failed because of lack of resources and poor communication and teamwork in the organization. This report sets out the observations and comments on the new system and the findings are discussed together with the implications of the system. The aim of this research is to investigate all the measures concerning the system whether they are being applied correctly, whether all measurements are effectively implemented and if the system is acceptable in the civil service. Finally, whether it fits the culture of the organization. If its not working the way it was expected to, what are the problems and how can such problems be solved?. / Thesis (MBA)-University of Natal, 2003.

Call Centres employ frontline staff commonly known as service consultants who interact with customers within the service oganisation.In order for organizations to ensure that they derive satisfaction from interactions with frontline employees as part of their main objectives, they make use of a human resource practice widely known as performance appraisals or assessments in order to determine if employees’ performance during their interactions with customers produce organization’s desired outcomes i.e. satisfied customers. Organizations use performance appraisals for multiple purposes chiefly amongst them being developmental and administrative. This study sought to investigate perceptions held by employees towards the purposes or objectives of the system employed in their organization to assess their service interactions with customers, their perceptions of fairness of the system, and how such fairness relates to their satisfaction with the assessment outcomes. A survey approach was used to collect data and the instrument used was a self-administered questionnaire. There were 410 questionnaires distributed via email to employees working within service assurance call centres situated in Bloemfontein, Cape Town and Gauteng. A total of 117 questionnaires were returned by the respondents. Data collected was managed and analysed using the SPSS program. The findings of the study indicated that employees perceive the uses of assessing their service interactions with customers as both developmental and administrative, perceive fair outcomes and procedures used in determining the outcomes, they are satisfied with assessment outcomes, view the system used to assess their interactions as effective and trustworthy. The fairness of outcomes and procedural fairness variables were found to be strongly and positively related to satisfaction with assessment outcomes. Both fairness variables were found to have a unique contribution towards the prediction of the satisfaction with assessment outcomes variable. The main recommendation of the study is that management need to consider increasing fairness in the decisions involving employees’ performance as it has been found that such increase results in a positive increase on the employees’ satisfaction with outcomes generated from the assessment or evaluation of their service interactions with customers. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.

The primary purpose of this study was to examine the practice of formally evaluating Indiana school superintendents and to determine superintendent dispositions toward the process. More specifically, the following issues were analyzed: (a) the extent to which Indiana school superintendents were formally evaluated; (b) the extent to which job descriptions, district policy, or employment contracts were associated with formal evaluations; (c) superintendent opinions regarding criteria, purposes, and methods of evaluation; and (d) the extent to which selected demographic variables were associated with the practice of completing a formal evaluation.A descriptive survey research procedure was used in this study. The survey instrument was adapted from the one developed and used by Simpson (1994) in his study of South Carolina superintendents. Several modifications were made to adjust to current conditions in Indiana. The instrument was divided into two parts: current practices and procedures for formal evaluations and background information about the superintendent and school corporation. The population of this study was all 287 public school superintendents in Indiana. Data were collected in March and April of 1996. A total of 248 usable surveys was returned and analyzed.The findings indicated: (a) more than 78% of the superintendents were being formally evaluated; (b) more than 79% of the superintendents indicated the presence of a written job description, with over 59% of these superintendents indicating they were evaluated using the stated role expectations included in the job description; (c) more than 58% of the superintendents indicated their employment district had a written policy concerning superintendent evaluation; (d) more than 33% reported that a formal evaluation was a provision of their employment contract; (e) a checklist or rating scale was most frequently used in the evaluation process; (f) the most important criterion in evaluation was board and superintendent relations; (g) the primary purpose for superintendent evaluation was to identify areas needing improvement; and (h) the higher the superintendent's salary and the larger the school corporation, the more likely it was that the superintendent received a formal evaluation. In addition, the study offers recommendations for practice and for further research. / Department of Education

This research explored the experiences and perceptions of the performance appraisal systems in place and its value to social workers within the Department: Social Services and Poverty Alleviation: Provincial Government of the Western Cape.

<p>Perceptions of performance management in the South African Public Sector was characterised by high levels of unfairness owing to a bias in favour of those individuals that can write essays well. The essays would provide the evaluation team with an indication of the achievement of the individual as its relates to job performance, knowledge, insight, interpersonal relations and leadership qualities. Although the Performance Management system has changed from what was called the Performance Appraisal System to the Personnel Performance Management System that involves both supervisor and employee inputs, fairness perceptions remain unchanged. This study aimed to ascertain perceptions of fairness toward performance appraisals amongst public service raters and ratees on Level 1 to 12 who are subject to use the Personnel Performance Management System in the office of a public service organisation: National Department of Land Affairs Chief Directorate : Surveys and Mapping.</p>

This thesis critically analyses the definitions of strategy within the management control literature, the relationship between resource-based view of strategy and the balanced scorecard, as well as the impact of these on manager's perceived performance. Contingency theory has been used as the overall framework for this thesis. A longitudinal case study of a technology company was undertaken, with a critical analysis of the implementation of the balanced scorecard at one of the business units. Both qualitative and quantitative research tools were used. The thesis discusses the interaction between changes in management control systems and organisational changes through the use of the Laughlin framework and the three mechanisms of institutional isomorphic suggested by DiMaggio and Powell. / Thesis (PhDBusinessandManagement)--University of South Australia, 2006.

Thesis (Ed.D.)--Georgia Southern University, 2007. / "A dissertation submitted to the Graduate Faculty of Georgia Southern University in partial fulfillment of the requirements for the degree Doctor of Education." Curriculum Studies, under the direction of Grigory Dmitriyev. ETD. Electronic version approved: December 2007. Includes bibliographical references (p. 143-164) and appendices.

Thesis (MTech (Quality))--Cape Peninsula Univeristy of Technology, 2008. / Summary in English. Includes bibliographical references (leaves 116-119). Also available online.