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Performance Appraisal (performance + appraisal)
Terms modified by Performance Appraisal Selected AbstractsDo Performance Appraisals of Registered Nurses Reflect a Relationship Between Hospital Size and Caring?NURSING FORUM, Issue 1 2004Elizabeth M. Carson EdD PROBLEM Patients and family members expect nurses to demonstrate caring during their contact with patients. If caring is so important, it should be measured on the performance appraisals of registered nurses. METHODS Watson's carative factors. A review of performance appraisals, for evidence of Watson's carative factors, for medical-surgical nurse positions from 87 hospitals in one Midwestern state. FINDINGS Facility size did not seem to be associated with the appearance of Watson's carative factors. Size of facility was only significant between small hospitals and Watson's carative factor two, sustaining faith and hope. CONCLUSIONS Although caring is important to the profession of nursing, it is not measured as a part of nursing performance appraisals. [source] Performance appraisal in an NHS HospitalHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2000Tom Redman First page of article [source] Perceived purposes of performance appraisal: Correlates of individual- and position-focused purposes on attitudinal outcomesHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2007Satoris S. Youngcourt Performance appraisals have traditionally been directed at individuals, serving either an administrative or developmental purpose. They may serve a role definition purpose as well. This study sought to identify and more broadly define the purposes of performance appraisals to include this role definition purpose. Furthermore, this study examined purposes of performance appraisals as perceived by the role incumbent, as opposed to the stated organizational purposes. The relationships between these perceived purposes with several attitudinal outcomes, including satisfaction with the performance appraisal, job satisfaction, affective commitment, and role ambiguity, are reported. Data from 599 retail service employees were used to test the hypothesized relationships. Results suggested support for a model consisting of three performance appraisal purposes having differential relationships with the outcomes examined, suggesting the purpose of the performance appraisal may influence ratees' perceptions of and attitudes toward their jobs. [source] Outsourcing HR: The Impact of Organizational CharacteristicsHUMAN RESOURCE MANAGEMENT, Issue 2 2001Brian S. Klaas This study investigates the relationship between a number of organizational characteristics and the decision to outsource HR. Determinants of the outsourcing of four categories of HR are examined: HR generalists activities (e.g., performance appraisal), transactional activities (e.g., payroll), human capital activities (e.g., training), and recruiting and selection. HR executives in 432 organizations provided data on outsourcing levels and organizational characteristics. Reliance on HR outsourcing was associated with idiosyncratic HR practices, strategic HR involvement, positive HR outcomes, promotional opportunities, demand uncertainty, and pay level. As predicted, however, the impact of organizational characteristics varied among the different types of HR activities outsourced. © 2001 John Wiley & Sons, Inc. [source] Employee performance management across borders: A review of relevant academic literatureINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2009Lisbeth Claus The purpose of this paper is to survey the emerging academic literature on employee performance management (PM) from an international perspective. The primary information source was a search of electronic databases. Two criteria were used to determine which studies to include in the literature survey: (1) those published in an English-language blind refereed academic journal, and (2) those focused on employee PM or performance appraisal (PA) from an international/global perspective. Sixty-four articles, published between 1985 and 2005, met the criteria. A preliminary scheme was developed for classifying the existing academic research into conceptual and empirical articles. The empirical articles were further classified by their foci and themes. In addition to classifying the articles, the paper presents a summary of what can be learned from the major findings of the empirical studies. The major conclusion is that the academic literature on cross-border PM is relatively atheoretical and exploratory in nature and that the design and substance of the research studies are weak. With regard to themes, there are a number of foci in the literature with only scant attention paid to the central concern with the PM of expatriates as expressed by firms. The empirical articles look at the disparate components of PA and are interested mainly in cultural differences as an intervening variable. Several recommendations are presented for researchers to help focus future research on cross-border PM. [source] Perspectives on Models of Job PerformanceINTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 4 2000Chockalingam Viswesvaran Contemporary models of job performance are reviewed. Links between task performance, contextual performance, organizational citizenship behaviors, counterproductivity and organizational deviance are pointed out. Measurement issues in constructing generic models applicable across jobs are discussed. Implications for human resource management in general, and performance appraisal for selection and assessment in particular, are explored. It is pointed out that the different dimensions or facets of individual job performance hypothesized in the literature are positively correlated. This positive manifold suggests the presence of a general factor which represents a common variance shared across all the dimensions or facets. Although no consensus exists in the extant literature on the meaning and source of this shared variance (i.e., the general factor), rater idiosyncratic halo alone does not explain this general factor. Future research should explain the common individual differences determinants of performance dimensions. [source] INTERRATER CORRELATIONS DO NOT ESTIMATE THE RELIABILITY OF JOB PERFORMANCE RATINGSPERSONNEL PSYCHOLOGY, Issue 4 2000KEVIN R. MURPHY Interrater correlations are widely interpreted as estimates of the reliability of supervisory performance ratings, and are frequently used to correct the correlations between ratings and other measures (e.g., test scores) for attenuation. These interrater correlations do provide some useful information, but they are not reliability coefficients. There is clear evidence of systematic rater effects in performance appraisal, and variance associated with raters is not a source of random measurement error. We use generalizability theory to show why rater variance is not properly interpreted as measurement error, and show how such systematic rater effects can influence both reliability estimates and validity coefficients. We show conditions under which interrater correlations can either overestimate or underestimate reliability coefficients, and discuss reasons other than random measurement error for low interrater correlations. [source] Effects of a Psychologically Based Management System on Work Motivation and ProductivityAPPLIED PSYCHOLOGY, Issue 3 2000Uwe Kleinbeck Introducing group work as a principle of work organisation to increase productivity in organisations operating in a globalising economy requires new methods of measuring performance in groups. This study describes the introduction of a measurement instrument as part of a participative productivity management (PPM) system in a medium sized factory producing rubber compounds. Using a simple quasi-experimental design, the PPM intervention was found to produce an increase in productivity and was also related to goal clarity, but not to higher group cohesion. It is concluded that PPM helps to increase productivity mainly by increasing task and goal clarity, and that increases in productivity can only be reached reliably when no competing system of performance appraisal exists besides PPM. L'introduction du travail en groupe comme principe de structuration du travail pour ame´liorer la productivite´ d'organisations e´voluant dans une e´conomie globalise´e impose de nouvelles me´thodes pour mesurer la performance dans les groupes. Cet article de´crit l'application d'un instrument de mesure comme e´tant un e´le´ment du syste`me de gestion participative de la productivite´ (PPM) dans une usine de taille moyenne produisant des composants en caoutchouc. En faisant appel a` un plan quasi expe´rimental, l'intervention PPM a ame´liore´ la productivite´ tout en e´tant relie´e a` la clarte´ des objectifs, mais pas a` une meilleure cohe´sion des groupes. On en conclut que la PPM accroit la productivite´ surtout grâce a` une meilleure transparence des objectifs et des tâches, mais que ces gains de productivite´ ne peuvent être obtenus avec certitude si un syste`me concurrent d'e´valuation de la performance fonctionne en paralle`le avec la PPM. [source] HRM Practices and Organizational Commitment: Test of a Mediation ModelCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 4 2000John P. Meyer This study was conducted to examine the mechanisms involved in observed relations between human resource management (HRM) practices and employee commitment. Employees (N = 281) from several organizations completed a survey that included measures of (a) the quality of HRM practices pertaining to performance appraisal, benefits, training, and career development used in their organizations, (b) procedural justice and organizational support, and (c) affective, continuance, and normative commitment to the organization. Structural equation modeling analyses revealed that relations between employees' evaluations of HRM practices and their affective and normative commitment were largely mediated by perceptions of organizational support and procedural justice. These findings support previous claims that, although HRM practices can be valuable tools in the establishment and maintenance of employee commitment, their effects are neither direct nor unconditional. Résumé Cette étude avait pour but d'examiner certains mécan-ismes intervenant dans le lien entre les pratiques de ges-tion des ressources humaines et l'engagement des employés. Des employés (N=281) de plusieurs organisations ont rempli un questionnaire incluant des mesures de: (a) qualité des pratiques de gestion des ressources humaines en matière d'évaluation du rendement, de compensation, deformation et de développement profes-sionnel, (b) justice en matiere de procedure et soutien organisationnel, et (c) engagement organisationnel affectif, continuation, et normatif. Des analyses basées sur la modélisation d'équations structurelles ont révélé que les liens entre l'évaluation par les employés des pratiques de gestion des ressources humaines et leur engagement affectif et normatif étaient en grande partie médiatisés par leur perception du soutien organisationnel et de justice en matière de procedure. Ces résultats corroborent le fait que malgré l'importance des pratiques de gestion des ressources humaines dans l'étab-lissement et le maintien de l'engagement des employés, leurs effets ne sont ni directs ni inconditionnels. [source] Perceived purposes of performance appraisal: Correlates of individual- and position-focused purposes on attitudinal outcomesHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2007Satoris S. Youngcourt Performance appraisals have traditionally been directed at individuals, serving either an administrative or developmental purpose. They may serve a role definition purpose as well. This study sought to identify and more broadly define the purposes of performance appraisals to include this role definition purpose. Furthermore, this study examined purposes of performance appraisals as perceived by the role incumbent, as opposed to the stated organizational purposes. The relationships between these perceived purposes with several attitudinal outcomes, including satisfaction with the performance appraisal, job satisfaction, affective commitment, and role ambiguity, are reported. Data from 599 retail service employees were used to test the hypothesized relationships. Results suggested support for a model consisting of three performance appraisal purposes having differential relationships with the outcomes examined, suggesting the purpose of the performance appraisal may influence ratees' perceptions of and attitudes toward their jobs. [source] The relationship between performance appraisal criterion specificity and statistical evidence of discriminationHUMAN RESOURCE MANAGEMENT, Issue 2 2003H. W. Hennessey Jr. Plaintiffs' expert witnesses in EEO cases involving performance appraisals often claim that adverse impact is a result of the type of rating format used. Their theory is that more specific rating criteria will lead to lessened adverse impact. We tested that theory by comparing data from a simple category-based rating system against data from a standards-based Work Planning and Review appraisal system with over 248,000 performance appraisals of state employees. Using logistic regression and statistical definitions of prima facie discrimination, we found no support for the hypothesis that adverse impact is materially affected by criterion specificity. © 2003 Wiley Periodicals, Inc. [source] Expecting the worst: circumstances surrounding pregnancy discrimination at work and progress to formal redressINDUSTRIAL RELATIONS JOURNAL, Issue 3 2008Paula McDonald ABSTRACT This study explored the details of 318 cases of alleged workplace pregnancy discrimination reported to a community advocacy organisation in Australia. Circumstances surrounding pregnancy discrimination included derogatory comments about physical appearance, changed working conditions, denial of access to opportunities and less favourable work performance appraisals. Dismissal or constructive dismissal was often reported. The study also highlights the complexity and difficulty in navigating formal complaints processes and examines some of the outcomes for women who chose this course of action. [source] Evaluation of 360 degree feedback ratings: relationships with each other and with performance and selection predictors,JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2001Terry A. Beehr Feedback from 360 degree ratings based on competency principles and used for developmental purposes was investigated for interrelationships among the ratings and for its relationships with performance and selection data. Relationships among: (1) feedback ratings from supervisors, peers, and self; (2) feedback ratings and selection test data; and (3) feedback ratings and performance appraisals on about 2000 employees of a Midwestern insurance company were examined. The 360 ratings by peers and managers were related to performance appraisals. All significant correlations of manager and peer ratings with selection tests were positive, but significant correlations of 360 degree self-ratings with selection tests were negative. Copyright © 2001 John Wiley & Sons, Ltd. [source] The Impact of Human Resource Practices and Compensation Design on Performance: An Analysis of Family-Owned SMEsJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 4 2006Dawn S. Carlson A sample of 168 family-owned fast growth small and medium enterprises (SMEs) was used to empirically examine the consequences of five human resource practices on sales growth performance. The results suggest that training and development, recruitment package, maintaining morale, use of performance appraisals, and competitive compensation were more important for high sales-growth performing firms than for low sales-growth performing firms. In addition, we examined the use of incentive compensation in the form of cash, noncash, and benefits and perks for four different levels of employees in family-owned SMEs. The findings suggest that high sales-growth performing firms used more cash incentive compensation at every level in the organization. [source] Do Performance Appraisals of Registered Nurses Reflect a Relationship Between Hospital Size and Caring?NURSING FORUM, Issue 1 2004Elizabeth M. Carson EdD PROBLEM Patients and family members expect nurses to demonstrate caring during their contact with patients. If caring is so important, it should be measured on the performance appraisals of registered nurses. METHODS Watson's carative factors. A review of performance appraisals, for evidence of Watson's carative factors, for medical-surgical nurse positions from 87 hospitals in one Midwestern state. FINDINGS Facility size did not seem to be associated with the appearance of Watson's carative factors. Size of facility was only significant between small hospitals and Watson's carative factor two, sustaining faith and hope. CONCLUSIONS Although caring is important to the profession of nursing, it is not measured as a part of nursing performance appraisals. [source] Performance Management Design and Effectiveness in Quality-Driven OrganizationsCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 2 2004Victor Y. Haines III Performance management practices, such as performance appraisals, are often considered incompatible with the principles of quality management. If designed appropriately, however, performance management systems could support rather than hinder quality. This study investigates the alignments of performance management system components to a strategic emphasis on quality. Findings from a sample of 312 organizations generally support the idea that organizations are adapting their performance management systems in ways that are compatible with a quality emphasis. In addition, the study shows that a greater alignment of quality and performance management is associated with greater perceived effectiveness of the performance management system. Résumé Les pratiques de gestion du rendement, comme les évaluations du rendement, sont souvent considérées incompatibles avec les principes de la gestion de la qualité. Cependant, si elles sont développées correctement, les systèmes de gestion du rendement peuvent soutenir plutôt que nuire à la qualité. La présente étude s'intéresse aux alignements entre les composantes des systèmes de gestion du rendement et l'emphase stratégique sur la qualité. Les analyses réalisées avec un échantillon de 312 organisations indiquent une certaine cohérence entre les systèmes de gestion du rendement et l'emphase stratégique sur la qualité. Les organisations semblent donc adapter leurs systèmes de gestion du rendement aux exigences de la qualité. De plus, une plus grande cohérence entre la stratégie qualité et la gestion du rendement est associée avec des perceptions positives à l'égard de l'efficacité du système de gestion du rendement. [source] | |||||||||||||