Employees Perception Of Performance Appraisal System A Case Study

Topics: Feedback, Performance appraisal, Error Pages: 26 (10111 words) Published: April 12, 2015
Employees' Perception of Performance Appraisal System: A Case Study

http://search.proquest.com/pqcentral/docview/932073648/99B150A1E6DC4850PQ/10?accountid=44753

Boachie-Mensah, Francis O; Seidu, Peter Awini. International Journal of Business and Management7.2 (2012): 73-88. Turn on hit highlighting for speaking browsers by selecting the Enter button Abstract (summary)

TranslateAbstract
Performance appraisals are essential for effective evaluation and management of staff. Since perceptions influence people's judgement and attitudes towards particular phenomena, it could be expected that the staff of an educational institution might hold diverse opinions about the performance appraisal system in the institution. This study focused on employees' perceptions of performance appraisal biases or errors, and examined the implications for developing and implementing an effective appraisal system in a polytechnic in Takoradi, Ghana. The study also sought to identify pragmatic ways to ameliorate any appraisal biases that may be present in the institution's appraisal system. Data was collected from 140 employees of the institution, which included both academic and administrative staff who had worked in the institution for at least two consecutive years, and whose work had been appraised previously. A content validated semi-structured interview schedule was used to interview the respondents. The data collected was analysed, using descriptive statistics, in order to address the research questions. The results of the study indicate that employees of the institution perceive that the performance appraisal system of the institution is affected by subjectivity, and is influenced by some major errors. The findings have serious managerial implications for training, motivation and provision of resources for effective performance appraisal. A major limitation of the study is that, due to financial constraints, it was conducted in only one institution. Therefore, the findings may not be described as a reflection of the general state of affairs in the other educational institutions in the country. [PUBLICATION ABSTRACT] Full Text

TranslateFull text

Headnote
Abstract
Performance appraisals are essential for effective evaluation and management of staff. Since perceptions influence people's judgement and attitudes towards particular phenomena, it could be expected that the staff of an educational institution might hold diverse opinions about the performance appraisal system in the institution. This study focused on employees' perceptions of performance appraisal biases or errors, and examined the implications for developing and implementing an effective appraisal system in a polytechnic in Takoradi, Ghana. The study also sought to identify pragmatic ways to ameliorate any appraisal biases that may be present in the institution's appraisal system. Data was collected from 140 employees of the institution, which included both academic and administrative staff who had worked in the institution for at least two consecutive years, and whose work had been appraised previously. A content validated semi-structured interview schedule was used to interview the respondents. The data collected was analysed, using descriptive statistics, in order to address the research questions. The results of the study indicate that employees of the institution perceive that the performance appraisal system of the institution is affected by subjectivity, and is influenced by some major errors. The findings have serious managerial implications for training, motivation and provision of resources for effective performance appraisal. A major limitation of the study is that, due to financial constraints, it was conducted in only one institution. Therefore, the findings may not be described as a reflection of the general state of affairs in the other educational institutions in the country. Keywords: Appraisal error, Attribution, Perception, Performance appraisal 1....

References: Anthony, W. P., Perrewe, P. L., & Kacmar, K. M. (1999). Human resource management: A strategic approach. New York: Harcourt Brace.
Antonioni, D., & Park, H. (2001). The relationship between rater affect and three sources of 360-degree feedback ratings. Journal of Management, 27(4), 479-495. http://dx.doi.org/10.1016/S0149-2063(01)00104-0
Armstrong, M
Bernadin, H. J., & Beatty, R. W. (1984). Performance appraisal: Assessing human behaviour at work. Boston MS: Kent.
Bernadin, H. J., Cooke, D. K., & Villanova, P. (2000). Conscientiousness and agreeableness as predictors of rating leniency. Journal of Applied Psychology, 85(2), 232-239.
Bersin, J. (2008). The business case for performance management systems: A handbook for human resource executives and managers. Bersin and Associates Research Reports, 10, 9-22.
Bohlander, G., & Snell, S. (2004). Managing human resources. Mason, Ohio: South-Western.
Brett, J. F., & Atwater, L. E. (2001). 360-degree feedback: Accuracy, reactions, and perceptions of usefulness. Journal of Applied Psychology, 86(5), 930-942. http://dx.doi.org/10.1037//0021-9010.86.5.930
Brown, M., & Benson, J
Cleveland, J. N., Murphy, K. R., & Williams, R. E. (1989). Multiple uses of performance appraisal: Prevalence and correlates. Journal of Applied Psychology, 74(1), 130-135. http://dx.doi.org/10.1037//0021-9010.74.1.130
Corbett, B., & Kenny, B
DeNisi, A. S., & Peters, L. H. (1996). Organisation of information in memory and the performance appraisal process: Evidence from the field. Journal of Applied Psychology, 81(6), 717-737. http://dx.doi.org/10.1037//0021-9010.81.6.717
Dessler, G
Digh, P. (1998). The next challenge: holding people accountable. HR Magazine, 43, 19-25.
Dirks, K.T., & Ferrin, D. L. (2001). The role of trust in organisational settings. Organisation Science, 12(4), 450-467. http://dx.doi.org/10.1287/orsc.12.4.450.10640
Duarte, N
Furnham A., & Stringfield, P. (2001). Gender differences in rating reports: female managers are harsher raters, particularly of males. Journal of Managerial Psychology, 16(4), 281-288. http://dx.doi.org/10.1108/02683940110392020
Gay, L
Gendersen, D. E., & Tinsey, D. B. (1996). Empirical assessment of impression management biases: The potential for performance appraisal error. Journal of Social Behaviour and Personality, 11(5), 57-77.
Gilbert, C. A. (1994). Performance Appraisal: A Process Analysis of Existing Methods and Trends. [Online] Available: http://home.fuse.net/cgilbert/appraise.htm (April 19, 2006)
Goss, W
Grote, D. (1996). The complete guide to performance appraisal. New York: American Management Association.
Gurbuz, S., & Dikmenli, O. (2007). Performance appraisal in public organisations: An empirical study. Magazine of Management Practice, 13(1), 108-138.
Hedge, J. W., & Teachout, M. S. (2000). Exploring the concept of acceptability as a criterion for evaluating performance measures. Group and Organisation Management, 25(1), 22-44. http://dx.doi.org/10.1177/1059601100251003
Hennessey, H
Hurley, S. (1998). Application of team-based 360-degree feedback systems. Team Performance Management, 4(5), 202-210.
Jawahar, I.M., & Williams, C. R. (1997). Where all the children are above average: The performance appraisal purpose effect. Personnel Psychology, 50 (4), 905-925. http://dx.doi.org/10.1111/j.1744-6570.1997.tb01487.x
Johnson, D
Keeping, L. M., & Levy, P. E. (2000). Performance appraisal reactions: measurement, modeling, and method bias. Journal of Applied Psychology, 85(5), 708-723. http://dx.doi.org/10.1037//0021-9010.85.5.708
Klimoski, R., & Inks, L
Kosgaard, M. A., & Roberson, L. (1995). Procedural justice in performance evaluation: The role of instrumental and non-instrumental voice in performance appraisal decisions. Journal of Management, 21, 657-669.
Levy, P. E., & Steelman, L. A, (1997). Advances in interdisciplinary studies of work teams: Team implementation issues. Greenwich, CT: JAI.
London, M. (2003). Job feedback: Giving, seeking and using feedback for performance improvement. Mahwah, NJ: Lawrence Erlbaum.
London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 80-100. http://dx.doi.org/10.1016/S1053-4822(01)00043-2
Longenecker, C
Mani, B. G. (2002). Performance appraisal systems, productivity, and motivation: A case study. Public Personnel Management, 31(2), 141-159.
Mayer, R. C., & Davis, J. H. (1999). The effect of performance appraisal on trust for management: A field quasi-experiment. Journal of Applied Psychology, 84(1), 123-136. http://dx.doi.org/10.1037//0021-9010.84.1.123
Mero, N
Miceli, M. P., Jung, I., Near, J. P., & Greenberger, D. B. (1991). Predictors and outcomes of reactions to pay-for-performance plans. Journal of Applied Psychology, 76(4), 508-521. http://dx.doi.org/10.1037//0021-9010.76.4.508
Milkovich, G
Mullins, L. J. (2005). Management and organisational behaviour. London: Prentice Hall.
Murphy, K. R., & Cleveland, J. N. (1995). Understanding performance appraisal: Social, organisational and goal-based perspectives. California: Sage, Thousand Oaks.
Newman, W. L. (2003). Qualitative and quantitative approaches (5th ed.). New York: Pearson Education Inc.
Osuala, E. C. (2005). Introduction to research methodology. Onitsha: African First Publishing Ltd.
Robbins, T. L., & DeNisi, A. S. (1998). Mood versus interpersonal affect: identifying process and rating distortions in performance appraisal. Journal of Business and Psychology, 12(3), 313-325. http://dx.doi.org/10.1023/A:1025075430010
Roberts, G
Roberts, G. E., & Reed, T. (1996). Performance appraisal participation, goal-setting and feedback: The influence of supervisory style. Review of Public Personnel Administration, 16(4), 29-60. http://dx.doi.org/10.1177/0734371X9601600404
Roch, S
Sarantakos, S. (2005). Social research. Australia: MacMillan Press Ltd.
Schuler, R. S. (1995). Managing human resource. Min St. Paul: West Publishing.
Scullen, S. E., Mount, M. K., & Judge, T. A. (2003). Evidence of the construct validity of developmental ratings of managerial performance. Journal of Applied Psychology, 88(1), 50-66. http://dx.doi.org/10.1037/0021-9010.88.1.50
Shore, T
Sims, H. P., Gioia, D. A., & Longenecker, C. O. (1987). Behind the mask: The politics of employee appraisal. Academy of Management Executive, 1(3), 183-193. http://dx.doi.org/10.5465/AME.1987.4275731
Sinclair, R
Solomonson, A., L., & Lance, C. E. (1997). Examination of the relationship between true halo and halo error in performance ratings. Journal of Academic Applied Psychology, 82(5), 665-674. http://dx.doi.org/10.1037//0021-9010.82.5.665
Starcher, R
Steelman, L. A., Levy, P. E., & Snell, A. F. (2004). The feedback environment scale: Construct definition, measurement, and validation. Educational and Psychological Measurement, 64(1), 165-184. http://dx.doi.org/10.1177/0013164403258440
Struthers, C
Tziner, A., & Kopelman, R. E. (2002). Is there a preferred performance rating format? A non-psychometric perspective. Applied Psychology, 51(3), 479-503. http://dx.doi.org/10.1111/1464-0597.00104
Varma, A., & Stroh, L
Villanova, P., Bernadin, H. J., Dahmus, S. A., & Sims, R. L. (1993). Rater leniency and performance appraisal discomfort. Educational and Psychological Measurement, 53(3), 789-799. http://dx.doi.org/10.1177/0013164493053003023
Waldman, D
Wayne, S. J., & Liden, R. C. (1995). Effects of impression management on performance ratings: a longitudinal study. Academy of Management Journal, 38(1), 232-260. http://dx.doi.org/10.2307/256734
Welbourne, T
Wiese, D. S., & Buckley, M. R. (1998). The evolution of the performance appraisal process. Journal of Management History, 4(3), 233-249. http://dx.doi.org/10.1108/13552529810231003
Williams, J
Tel: 233-243-322-945 E-mail: peter.awini@yahoo.com
Received: September 22, 2011 Accepted: October 11, 2011 Published: January 16, 2012
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • performance appraisal system of milma Essay
  • A Case Study of Performance Appraisal Essay
  • Performance Appraisal Essay
  • Performance Appraisals Essay
  • Human Resource Management
  • Developing a Performance Appraisal System Essay
  • Developing A Performance Appraisal System Essay
  • Performance Appraisal System Essay

Become a StudyMode Member

Sign Up - It's Free