Performance appraisal: a review and case study

Shahzileh, Zahra Honarmand; Aghajan, Ali Mashhadi

doi:10.1504/ijbex.2015.071279

Cited by 3 publications

(3 citation statements)

References 33 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The merits and demerits of some of the widely practiced processes are studied and are still being studied by the community. There are no clear winners or losers when it comes to a particular PA process (Shahzileh and Aghajan, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Improving relative performance evaluation process of employees within a peer group

Apte,

Chirputkar,

Lele

2023

IJPPM

View full text Add to dashboard Cite

PurposeRelative performance evaluation (RPE) is a widely practiced employee appraisal process in the services industry. In a global delivery model, teams are spread across different geographical locations. The team members work on various tasks under the guidance of different managers and at times under more than one manager for performing the same task. Such complexities make RPE of the team members quite challenging. The paper proposes a methodical step-by-step approach to simplify the evaluation process without compromising on the rigour.Design/methodology/approachRPE has followed three different approaches. First is the traditional way, wherein evaluators had a common meeting to discuss and arrive at relative evaluation and ranking of members of the peer group employees. In the second, the number of evaluators and employees in a peer group were split in to 2 subgroups. The evaluators provided independent ratings and rankings. Simple mathematical tool then derived the combined ranking. In the third approach, each evaluator evaluated each employee in the peer group and provided the relative ranking for each employee. Again, mathematical tools provided the final ranking considering inputs from all evaluators. All the three evaluation approaches were analysed through an inter-rater agreement method.FindingsAll the three approaches for evaluation provided similar results giving confidence that less time-consuming methods could be adopted by evaluators without compromising on the rigour of the evaluation. The outcome of the exercise proved effective as the complaints reaching the ombudsmen reduced as compared to the earlier years. Considerable evaluation time was also saved. The study described in this paper is carried out in a non-unionized, Indian private sector services firm. Its effectiveness in other set ups is yet to be tested.Research limitations/implicationsThe research is carried out in the Indian Engineering services firm operating in the Knowledge based sector. Though study results are encouraging, the adaptability of methodology across different sectors and geographies is yet to be tested. More broad based studies are needed to evaluate suitability across firms and regions.Practical implicationsRelative evaluation exercise is challenging for evaluators. Although openness in evaluation is desired, it also makes evaluators uncomfortable in appearing to be taking sides or being opposing a candidate's ranking. The proposed approach brings in anonymity to each evaluator without scarifying individual evaluation.Social implicationsThe proposed methodology can be deployed across different services industries as the proposed methodology is business domain agnostic. It can be easily ported and tailored to align with an individual organization's evaluation philosophy. The suitability and effectiveness of the method can be studied under various types of firms like manufacturing, private, public, NGO, labour oriented, etc. As the proposed method reduces efforts, the stake holders can focus on understanding the relation between employee performance measurement, employee engagement, and long-term outcomes related to employee performance evaluation.Originality/valueThe proposed employee evaluation method leverages inter-rater reliability and agreement tool as a consensus approach to the relative performance ranking exercise. Such an approach to relative performance ranking is original as no prior studies with such an approach are found in the existing Literature.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Improving relative performance evaluation process of employees within a peer group

Apte,

Chirputkar,

Lele

2023

IJPPM

View full text Add to dashboard Cite

show abstract

“…Complementarmente, tal prática deve permitir que sejam identificados os pontos fracos e fortes dos funcionários (DONATO et al, 2013), além de suas capacidades atuais e potenciais (AKINBOWALE; LOURENS; JINABHAI, 2014), auxiliando os gestores na tomada de decisão envolvendo a área de gestão de pessoas (SHAHZILEH; AGHAJAN, 2015), que inclui questões como remuneração e promoção (CAPPELLI; CONYON, 2018;FREDERIKSEN;LANGE;KRIECHEL, 2017), planejamento, transferência, seleção, treinamento (BOHLANDER et al, 2009) e demissão de pessoal (CAPPELLI; CONYON, 2018).…”

Section: Referencial Teóricounclassified

Avaliação de desempenho nas organizações: Um estudo multicasos

Ceribeli¹,

Pereira²,

Rocha³

2019

Pretexto

View full text Add to dashboard Cite

show abstract

“…Also, the PMS is instrumental to the development, implementation, and improvement of organisational strategy, as it fosters the alignment of key organisational capabilities and processes (Srimai et al, 2011;Taylor and Taylor, 2013;Oyewobi et al, 2015). The presence of a PMS tends to facilitate employees' awareness of the organisations strategic goals and objectives through the enhancement of the communication process (Tung et al, 2011;Belkasseh and Lemtaoui, 2015;Shahzileh and Aghajan, 2015).…”

Section: Relevant Literaturementioning

confidence: 99%

Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices

Gomes

Yasin

2017

IJBEX

View full text Add to dashboard Cite

This research mainly examines the relationship among competitive methods, performance measures, and strategic orientations utilised by 68 Portuguese manufacturing organisations from different industries. The findings reveal that the surveyed organisations appear to be following a hybrid-mixed strategy. The group with the best results adopted the most balanced strategic approach, as it emphasised most of the different strategic dimensions. The examination of the strategic orientations, performance dimensions, and most utilised performance measures reveals inconsistencies among the surveyed organisations, which clearly indicates that the strategic choices and performance measures and measurements are misaligned. This study has direct practical implications to executives of manufacturing organisations, as they attempt to integrate their organisational systems in pursuit of effective strategic competitive performance. Based on the results of this study, a conceptual framework is proposed to facilitate the alignment among the competitive methods, performance measurement, and selected strategy.

show abstract

Performance appraisal: a review and case study

Cited by 3 publications

References 33 publications

Improving relative performance evaluation process of employees within a peer group

Improving relative performance evaluation process of employees within a peer group

Avaliação de desempenho nas organizações: Um estudo multicasos

Toward promoting effective strategic performance: the relevance of the alignment of performance measurement and competitive strategic choices

Contact Info

Product

Resources

About