Perceived purposes of performance appraisal: Correlates of individual‐ and position‐focused purposes on attitudinal outcomes

Youngcourt, Satoris S.; Leiva, Pedro I.; Jones, Robert G.

doi:10.1002/hrdq.1207

Cited by 72 publications

(94 citation statements)

References 65 publications

(64 reference statements)

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“…With regards to clarifying reasons for performance appraisal, Youngcourt et al (2007) assert that perceived reasons for appraisal will influence employees' attitudes towards performance appraisal irrespective of intended purpose. They therefore suggest that there should be a clear purpose behind establishing performance appraisal and it must be achieved.…”

Section: Performance Appraisal and Its Purposementioning

confidence: 99%

The Impacts of Performance Appraisal on Employees’ Job Satisfaction and Organizational Commitment: A Case of Microfinance Institutions in Ghana

Agyare¹,

Yu-hui²,

Mensah³

et al. 2016

IJBM

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Performance appraisal is credited by researchers as a tool for spurring employees towards the attainment of organizational goals. Considering employees' attitudes as a vital component in the attainment of organizational goals, this study investigated the impacts of performance appraisal on the job-satisfaction and commitment of employees. The study used a descriptive research design. A stratified random sampling was used to sample 200 respondents from Microfinance organizations in Ghana. The study used questionnaires as its data collection instrument. Regression Analysis and correlations were used to analyze the data collected. The study revealed that employees' job satisfaction is positively related to and impacted by fairness in the appraisal system, linking appraisals with promotion, clarity of roles and feedback about their performance. The study also revealed that employees' commitment is positively related to and impacted by the linkage of appraisals with salary, identification of training needs, clarity of performance appraisal purpose and employee involvement in the formulation of appraisal tools. The study recommends that organizations comply with rewards systems linked to performance levels, provide training to employees identified to be in need of training so as to further enhance the relevance of performance appraisal, and also instigate and/or maintain communication between management staff and their subordinates especially with regards to their performance.

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Section: Performance Appraisal and Its Purposementioning

confidence: 99%

The Impacts of Performance Appraisal on Employees’ Job Satisfaction and Organizational Commitment: A Case of Microfinance Institutions in Ghana

Agyare¹,

Yu-hui²,

Mensah³

et al. 2016

IJBM

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show abstract

“…Consequently, the research trend and implementation of performance appraisal has moved away from evaluation and psychometrics issues toward motivational and developmental themes (Levy and Wiliams, 2004;Kuvaas, 2007;Felcher, 2001;Milward, 2005). In spite of the fact that individuals' performance improvement and development is considered as an important goal of performance appraisal (Sherman et al, 2000 ;Rayan et al,2005;Youngcourt et al, 2007;Kuvaas,2007), few research has been conducted regarding developmental performance appraisal which results in individuals' motivation and improvement (Felcher,2001;Boswell and Boudreau,2002;Kuvaas,2007). Developmental performance appraisal is related to any attempt made to improve individuals' attitudes, experiences and skills leading to their performance improvement and potentially creates motivation and commitment at the workplace (Kuvaas, 2007).…”

Section: Introductionmentioning

confidence: 99%

The relationship between developmental performance appraisal, organizational support, organizational commitment and task performance: Testing a mediation model

Poursafar¹,

Rajaeepour²,

Seyadat³

et al. 2014

ijhrs

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Abstract:The goal of the present research was to examine how organizational support and organizational commitment influence the relationship between developmental performance appraisal and the employees' task performance. A number of 217 formal employees working at Gas Company in Gilan, Iran with a degree of diploma and beyond were selected to answer a questionnaire in a stratified random manner. The research method was a cross-sectional survey type (structural equation model). Research instruments adopted in this study included Questionnaire of Developmental Performance Appraisal (Kuvaas, 2007), perceived Organizational Support scale (Rhoades et al., 2001), Organizational Commitment Questionnaire (Balfour andWechsler, 1996), as well as Task Performance Questionnaire (Williams and Anderson, 1991). To evaluate the suggested model, structural equation modeling through PASW Statistics22 and Amos Graphics21 software package were used. Moreover, the indirect effects were tested by Bootstrap procedure. The results revealed that the research suggested model enjoyed a good fitting with data. The findings does not support direct path of developmental performance appraisal and task performance .The research findings showed that indirect path of developmental performance appraisal, organizational commitment and organizational citizenship behavior was meaningful, while the indirect path of developmental performance appraisal, organizational support and task performance were not supported. Eventually, Implications and directions for future research are discussed.

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“…Contrary to this finding, Ikramullah, Khan, & Zaman (2012) found out in Pakistan that there is a high degree of perception from the employees that the performance appraisal system of the organisation is not used to record their performance accurately. Hence, Youngcourt, Leiva, & Jones (2007) emphasised that for PAS to be effective, AEP's perception about their performance appraisal system should form part of a larger examination of the effectiveness of the appraisal system of the organisation.…”

Section: The Perception Of Aep About the Purpose/reasons For Annual Smentioning

confidence: 99%

Agricultural Extension Personnel (AEP) perception of performance appraisal and its implication on the commitment to the job in Ogun State agricultural development program, Nigeria

Bolarinwa

2017

S Afr. Jnl. Agric. Ext.

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Perceived purposes of performance appraisal: Correlates of individual‐ and position‐focused purposes on attitudinal outcomes

Abstract: Over two decades ago, Bernardin and Beatty (1984) identified many interdependent purposes of performance appraisal, including to improve the use of resources and serve as a basis for personnel actions. Similarly, Cleveland and

Cited by 72 publications

References 65 publications

The Impacts of Performance Appraisal on Employees’ Job Satisfaction and Organizational Commitment: A Case of Microfinance Institutions in Ghana

The Impacts of Performance Appraisal on Employees’ Job Satisfaction and Organizational Commitment: A Case of Microfinance Institutions in Ghana

The relationship between developmental performance appraisal, organizational support, organizational commitment and task performance: Testing a mediation model

Agricultural Extension Personnel (AEP) perception of performance appraisal and its implication on the commitment to the job in Ogun State agricultural development program, Nigeria

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