The purpose of this study was to investigate the effects of core self-evaluations (CSEs) and core external-evaluations (CEEs) on performance evaluations. It was hypothesized that people with higher levels of CSEs and CEEs would be more lenient in their performance ratings, when rating neutral performance. The second hypothesis of the study was that people with higher and lower CSEs would engage more in halo when rating neutral performance compared to people with average levels of CSEs. It was further hypothesized that CEEs would moderate the relationship between CSEs and performance ratings given. A total of 129 students from the Middle East Technical University participated in this study. They were given the core self- and external-evaluations scales, as well as two distractor scales (PANAS and Rosenberg Self-Esteem Scale). They were later assigned randomly to either the neutral or the good performance vignette conditions, and asked to rate the performance of a departmental secretary whose performance was described in the vignette using two different performance rating forms that included the relevant performance dimensions and behaviors of the secretary. The first one of these forms is the Behavior Observation Scale (BOS) and the second one is the Graphic Rating Scale (GRS). The results showed that CSEs did not have a significant effect on the performance evaluations given. When the mood of the participants was controlled, however, people who had higher CSEs gave lower performance ratings to neutral performance than people who had lower CSEs, with the GRS as the rating form. Thus, the first hypothesis was not supported and even an opposite effect emerged. The second hypothesis found no support, as the standard deviations of the performance ratings given by people with high, low or average CSEs did not differ significantly from each other for the neutral performance vignette condition, even when the mood of the participants was controlled. However, the standard deviations of the ratings given by participants with average CSEs were higher than that of the participants with low and high CSEs for the good performance vignette condition. Hypothesis three was not supported either, as CEEs were not found to moderate the relationship between CSEs and the performance ratings.

En stor del av befolkningen tillbringar den största delen av sin tid på arbetet. Detta gör arbetsplatsen till en viktig arena att arbeta med för att ökat välbefinnande bland fler människor. Delaktighet och inflytande är faktorer som har stor betydelse för individens välmående, som kan främjas genom ett bra ledarskap och en bra psykosocial arbetssituation. Ett idag vanligt försök till att skapa delaktighet och inflytande på arbetsplatsen är att använda sig av årliga medarbetarsamtal. Beroende på hur det väljer att användas kan det leda till ett viktigt lärande för såväl individ som organisation, men används instrumentet slarvigt riskerar samtalet att förlora sin mening för samtliga inblandade. Syftet med studien är att är att undersöka den psykosociala arbetssituationen för ingenjörer på ett bolag i södra Sverige, och vad medarbetarsamtalet fyller för funktion för medarbetarna. Kvalitativa intervjuer genomfördes med hjälp av en halvstrukturerad intervjuguide som låg till grund för samtalet. För att analysera materialet gjordes en innehållsanalys utifrån vilken innehållet tolkades, kategoriserades och tematiserades. Resultatet visade på en diskrepans mellan arbetsgivarens uttalade försök till att främja delaktighet och kompetensutveckling, genom bland annat utvecklingssamtalet, och medarbetarnas upplevelse av de förutsättningar som gavs i vardagen. Diskussionen tar upp en del viktiga problem och frågor som studien väcker. Konklusionen är att medarbetarsamtalet inte kan ersätta brister i kommunikationen under resten av arbetsåret. Medarbetarsamtalets funktion bör undersökas närmre och vägas mot andra, eventuellt bättre, alternativ. / A large part of the population spends most of their time at work. This makes the workplace a key arena to work on in order to create greater wellbeing among more people. Participation and influence are factors that are important for the individual's well-being. This can be promoted through good leadership and a good psychosocial work situation. One way for the employer to attempt to create involvement and influence among workers in the workplace is the use of annual performance reviews. If the reviews are carried out in a correct manner they can lead to important learning for both the individual and the organization, but if the reviews are performed carelessly they risk losing their meaning for all involved. The purpose of this study is to examine the psychosocial labor situation for engineers at a company in southern Sweden, and what purpose annual performance reviews fills for the employees. Qualitative interviews were conducted using a semi-structured interview guide that was the basis for the interview. In order to analyze the material, a content analysis was made on the basis of which the contents were interpreted, categorized and thematised. The result shows a discrepancy between the employer's stated attempt to promote participation and skills development, and employees' perception of the conditions given in everyday life. The discussion addresses some important issues and questions that the study raises. It is concluded that the annual performance review can not replace the lack of communication during the rest of the working year. The use of annual performance reviews should be further explored and weighed against other, possibly better, option.

This study was a concurrent validation of a paper and pencil test battery used at a national trucking company. Forty-eight driver managers were rated by their immediate supervisors with the performance appraisal covering 12 dimensions of job behavior that was developed by the experimenter. The driver managers were also administered the Wesman Personnel Classification Test, the Watson-Glaser Critical Thinking Appraisal, and the California Psychological Inventory (CPI). A biographical information blank was also developed and validated. Most validity correlations were nonsignificant, with the exception of the Dominance scale r = .25 (p < .05), the Self-control scale r = -.25 (p < .05), the Communanlity scale r = .29 (p < .05), and the Flexibility scale r = -.39 (p < .05), with overall performance.

Forskningsfrågor - Vilka ledarskapsbeteenden uppvisar chefer under medarbetarsamtal? - På vilket sätt kan chefernas beteende i medarbetarsamtalet förklaras med hjälp av aktuella ledarskapsteorier? Syfte Syftet med denna studie är att undersöka vilka ledarskapsbeteenden som chefer manifesterar under medarbetarsamtalet, för att bidra med en fördjupad kunskap kring detta fenomen. Studien använder sig av en teoretisk referensram som grundar sig i etablerade ledarskapsteorier som används för att analysera chefers beteende inom kontexten av medarbetarsamtal, för att undersöka om de etablerade teorier kan förklara dessa beteenden i denna specifika kontext. Metod Studien klassas som en explorativ studie med semistrukturerade intervjuer som datainsamlingsmetod. Tematisk analys med metaforer används som analyseringsmetod. Slutsats I studien har flera beteenden upptäckts som har kategoriserats i tre distinkta metaforer. Dessa metaforer är Guiden, Medlaren och Vårdaren. De tre metaforerna tolkas innebära olika tillvägagångssätt som ledare utnyttjar för att öka ägarskap och eget ansvar av prestation hos sina medarbetare. Medarbetarsamtalet i sig blir en sorts avfyrningsramp varifrån ledare kan sätta tonen för prestationer och medarbetarnas ägarskap av dem i framtiden. Detta kan vara ett enkelt sätt att minska behovet av kontroll och styrning av medarbetare i övrigt. / Research questions - What leadership behaviours do managers' exhibit during performance appraisals? - In what way can the managers' behavior in the employee interview be explained with the help of current leadership theories? Purpose The purpose of the study is to investigate what leadership behaviors managers manifest during performance appraisals, to contribute with an in-depth knowledge of this phenomenon. This study uses a theoretical frame of reference based on established leadership theories used to analyze managers’ behavior within the context of performance appraisals, to investigate whether the established theories can explain these behaviors in this specific context. Method This is an exploratory study with semi-structured interviews as data collection method. Thematic analysis with metaphors is used as an analysis method. Conclusion In the study, several behaviors have been discovered that have been categorized into three distinct metaphors. These metaphors are the Guide, the Mediator and the Caretaker. The three metaphors are interpreted to include different approaches that leaders use to increase ownership and personal responsibility of performance in their employees. The employee conversation itself becomes a kind of launching pad from which leaders can set the tone for performance, and employee ownership of it, in the future. This can be a simple way to reduce the need for control and management of employees in general.

This study provides a comprehensive look at the current state of best practices in performance appraisal systems in the public and private sector. From this, the main objective for this research paper is to investigate the reasons why INGOs are not currently able to properly implement a ‘best practices’ based performance appraisal system. Furthermore, this paper will provide both future research questions, as well as practitioner based recommendations. In addition, it will examine the need for higher levels of accountability in INGOs through appropriate performance appraisal systems.

In 2003, Gauteng Department of Education (GDE) introduced policies on performance management in an endeavour to improve the quality of teaching and learning in schools. With these policies, schools are supposed to be constantly audited, monitored, and supported by district officials. Within district offices, there are unit supervisors who are responsible to manage PMDS to inculcate a performance culture. This performance culture is subsequently cascaded down to schools to yield quality matric results and yet this remains to be seen. Furthermore, the study aimed to explore the experiences and perceptions of supervisors and officials on the PMDS management within districts. With an interpretive paradigm, the researcher was able to analyse data from interviews and questionnaires. The study revealed that PMDS is generally acknowledged and positively perceived albeit with significant challenges to its implementation in the GDE districts. / Educational Leadership and Management / M.Ed. (Education Management )

In 2003, Gauteng Department of Education (GDE) introduced policies on performance management in an endeavour to improve the quality of teaching and learning in schools. With these policies, schools are supposed to be constantly audited, monitored, and supported by district officials. Within district offices, there are unit supervisors who are responsible to manage PMDS to inculcate a performance culture. This performance culture is subsequently cascaded down to schools to yield quality matric results and yet this remains to be seen. Furthermore, the study aimed to explore the experiences and perceptions of supervisors and officials on the PMDS management within districts. With an interpretive paradigm, the researcher was able to analyse data from interviews and questionnaires. The study revealed that PMDS is generally acknowledged and positively perceived albeit with significant challenges to its implementation in the GDE districts. / Educational Leadership and Management / M.Ed. (Education Management )

<p>This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper&nbsp / knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired&nbsp / institution&rsquo / s operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift&nbsp / of the department from a traditional &lsquo / welfarish&rsquo / approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery.</p>

<p>This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper&nbsp / knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired&nbsp / institution&rsquo / s operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift&nbsp / of the department from a traditional &lsquo / welfarish&rsquo / approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery.</p>

Masters in Public Administration - MPA / This research report, explores the challenges contributing to a non-effective implementation of performance and development management system at the Department of Social Development in Eastern Cape. My argument is that although the system has been fully implemented throughout the province and in all the layers of the department, there are still challenges that contribute to its ineffective implementation of this system. This research report debates a range of issues such as: challenges that revolve around the lack of proper knowledge and training in staff, non-alignment of performance contracts with operations of the department, attitudes of officials towards the system itself and the desired institutions operation that may contribute to its performance and achieve its objective of effective service delivery meaningfully. The research report also explores the paradigm shift of the department from a traditional welfarish approach to a one that focuses on social development. This research especially seeks to understand how the department seeks to plan for institutional change that will promote delivery its services to communities more. The reason for this focus derives from department is practice to provide services sectoralyand not in an integrated manner. Hence the critique, in this research is of the roles and responsibilities of all different layers of the department. This, I specifically argue for re-orientation of the department, not merely institutionally, but also strategically by adopting a social development approach to service delivery. / South Africa