Innovation of Employee Performance Appraisal Model Based on Data Mining

Wang, Jingya

doi:10.1007/978-981-16-5857-0_52

Cited by 5 publications

(4 citation statements)

References 10 publications

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“…This could eliminate or reduce the errors due to the over dependency in PAS, and ensures transparency and fairness in evaluations. As it generates objective information periodically, the output from a CPEE model can be used to model and predict employee performance (Alsobaey and Al-Alawi, 2023) and can enable better appraisal deign (Wang, 2022).…”

Section: Resultsmentioning

confidence: 99%

An Exploratory Sequential Mixed Methods Design to Identify Criteria for Continuous Performance Evaluation

S S

2023

ecrm

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An alternative to the ubiquitous annual performance evaluation is continuous performance evaluation that is posed to give more objective, frequent and constructive feedbacks. Despite researchers recommending following a continuous performance evaluation for employees, there are hardly any progress in this regard. One of the hindrances is in identifying the evaluation criteria. Identifying the relevant criteria – both from employers and employee’s perspective – is important for the success of a continuous performance evaluation process. Given its novelty, it calls for an exploration to understand a holistic set of criteria. For this purpose, an exploratory sequential mixed method was adopted in the Information Technology Industry in India. In the first phase, an unstructured interview was conducted among 11 software engineers (employees). Based on the responses, a semi-structured interview was conducted among 52 software engineers. A qualitative content analysis of the interview transcripts resulted in 33 criteria. Criteria that were similar, synonymous and complementary were combined. An acceptable interrater reliability was obtained in the content coding and categorization process (Krippendorff’s α = 0.822). This was followed by a focus group discussion among employers (represented by 15 project managers) and 11 criteria were eliminated and seven were added. In the second phase, the importance of 28 criteria were sought using a questionnaire based survey. A simple random sampling was adopted and 498 responses were received. (Cronbach’s α = 0.786). After elimination for incompleteness and erratic information, responses from 443 participants were considered for quantitative analysis. An exploratory factor analysis was conducted on the responses with 28 criteria subjected to exploratory factor analysis. Two criteria were not included for analysis due to a low mean sampling error value. The 26 most relevant criteria were categorized into six factors based on their factor loading. The main criteria factors were titled: Diagnostic, Dynamic, Proactive, Prompt, Resourceful and Responsible. These factors and the criteria within these factors can be used for continuously evaluating the performance of employees.

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Section: Resultsmentioning

confidence: 99%

An Exploratory Sequential Mixed Methods Design to Identify Criteria for Continuous Performance Evaluation

S S

2023

ecrm

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“…The results of the research that have been carried out, the competence of each employee of Bank Indonesia, especially the DPU is very much needed to support the strategic programs that have been launched and can also encourage the birth of ideas and innovation inputs to make it easier for each work process, considering that the work of critical work units such as DPU, especially in the cashier sector, requires innovations to carry out their duties so that they can be faster and more efficient [49][50][51][52]. The role of leadership, competence, and innovation in a system (simultaneous) has a significant effect on performance, but individually, leadership has no significant effect, this shows that the achievement of Bank Indonesia's employee performance puts more emphasis on competence and innovation, so that leadership in here can be pushed into a decision-making function and the determination of each policy in all matters according to its function and position.…”

Section: Discussionmentioning

confidence: 99%

Influence of Leadership, Competence and Innovation on the Performance of Bank Indonesia Employees in Money Management Department (DPU)

Supriyanto

Soehari

2022

JEMT

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Objective: This study aims to determine the effect of leadership, competence, and innovation on employee performance. Methodology/Technique: The study was conducted using primary data obtained from a survey of 160 employees of Bank Indonesia Department of Money Management (DPU). The data analysis method used is SEM with Lisrel 8.80 statistical software. Findings: Results show that leadership had no positive and significant effect on employee performance, while competency, and innovation had a positive and significant effect on the employee performance of Bank Indonesia. Department of Money Management (DPU). Novelty: Data processing proves that leadership, competence, and innovation simultaneously affect the performance of Bank Indonesia employees (DPU), but leadership does not have a significant impress on employee performance, it shows that the performance of Bank Indonesia employees (DPU) prioritizes the system. From the results of competencies and innovations that show a positive and significant impress, it shows that the achievement performance of DPU employees which is driven by competence and innovation possessed by DPU employees is more dominant and also encourages the birth of breakthroughs that can make the work process more effective and efficient.

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“…As a consequence, the process of performance evaluation tends to become a more scientific approach, lowering the arbitrary nature of artificial scoring. This development contributes to enhanced fairness, authority in assessments, and integrity, as well as simultaneously elevating employee engagement, productivity, and team collaboration [10].…”

Section: Background and Related Workmentioning

confidence: 99%

“…Recent research applying data mining techniques to predict employee performance scores concludes that the most important goal is to minimize the influence of subjective factors and reduce personal biases as well [10]. Diverse performance attributes can direct the selection of appropriate data mining methods, promoting synchronization across multiple areas like business operations, technology, or information science.…”

Section: Background and Related Workmentioning

confidence: 99%

Data Analytics for Optimizing and Predicting Employee Performance

Tanasescu,

Vines,

Bologa

et al. 2024

Applied Sciences

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The need to increase employee performance and productivity has become vital in most companies nowadays, considering the number of changes that processes and people have faced during recent years in many organizations. This becomes even more important as it can sustain the growth of the company, as well as the competitiveness. This work will present multiple methods and comparisons between them for the process of building a machine learning algorithm to predict performance scores for employees in one organization; these methods include pre-processing the data, selecting the best variables, building the best algorithms for the available data, and tuning their hyperparameters. The current research aims to conclude on a collection of practices that will determine the best predictions for the given variables, so that human opinion can become less influential in employee appraisal, increasing objectivity and overall productivity.

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Innovation of Employee Performance Appraisal Model Based on Data Mining

Cited by 5 publications

References 10 publications

An Exploratory Sequential Mixed Methods Design to Identify Criteria for Continuous Performance Evaluation

An Exploratory Sequential Mixed Methods Design to Identify Criteria for Continuous Performance Evaluation

Influence of Leadership, Competence and Innovation on the Performance of Bank Indonesia Employees in Money Management Department (DPU)

Data Analytics for Optimizing and Predicting Employee Performance

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