Performance appraisal, justice and organizational effectiveness: a comparison between two universities

Kivipõld, Kurmet; Türk, Kulno; Kivipõld, Lea

doi:10.1108/ijppm-05-2019-0229

Cited by 21 publications

(28 citation statements)

References 103 publications

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“…This may be due to that head nurses perceive that their organizational goals and objectives are clearly defined and are realistic, tries to improve their working conditions, is very productive, distributes the responsibilities in reasonable way, successfully acquired human and financial resources, and they are clearly aware of the demands of their jobs and can complete tasks and achieve goals successfully. This finding supported by Kivipold and Turk (2021) (37) who reported that the mean score of organizational effectiveness was high and mentioned that the majority of workers see their organization to be high effective and place their efforts in that way.…”

Section: Discussionsupporting

confidence: 69%

Relation between Head Nurses’ Talent Management and Their Emotional Intelligence with Organizational Effectiveness

Kassem

Ahmed

2021

Tanta Scientific Nursing Journal

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Background: Organizations that need to continue, develop, sustain their competitive advantage and become more effective will exert effort to attract, hire, develop, improve, as well as retain nurses, particularly those with extraordinary talents and more emotionally intelligent able to manage one's own emotions and to handle others. Aim of the study: Investigate relation of head nurses' talent management and their emotional intelligence with organizational effectiveness at Medical Specialty Hospital Subject and Method: Design: Descriptive correlational design was used. Subject: The study was conducted at Specialty Medical Hospital and the study included all available head nurses (n=95) at the time of data collection. Tools: There are three tools were used which are talent management questionnaire, emotional intelligence self -assessment tool and organizational effectiveness questionnaire. Results: The study results showed that more than half of head nurses showed high level of talent management, emotional intelligence, and level of organizational effectiveness as perceived by head nurses. Talent development was the highest dimension of talent management while talent attraction was the lowest. Regarding emotional intelligence dimensions, the highest mean score was related to self-awareness while, the lowest was social awareness. Finally, according to the mean score of organizational effectiveness dimensions, the highest was related to job satisfaction while, the lowest mean score related to personal relationship. Conclusion: There was statistically significant positive relation between organizational effectiveness and both head nurses talent management and emotional intelligence. Recommendations: To maintain high organizational effectiveness, it is necessary for organization to give more attention and consideration to manage who talents. Equip supervisors and managers with talent attraction innovative strategies to be better at attracting, motivating, and maintaining best talents. Encourage head nurses to enhance social awareness and for continuous personal growth and development.

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Section: Discussionsupporting

confidence: 69%

Relation between Head Nurses’ Talent Management and Their Emotional Intelligence with Organizational Effectiveness

Kassem

Ahmed

2021

Tanta Scientific Nursing Journal

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“…Higher educational institutes are challenged by the requirement to constantly deliver the highest quality in academic work in their faculties and PA is used in ensuring the faculty performances always meet the required standards [42]. In the university sector, performance appraisal is identified as a tool for measuring and developing the performance of staff members of a university on an individual or team basis in terms of their work process and achievements [43]. Therefore, universities have drawn their special attention to developing performance appraisal systems related to both individual and organisational betterment and effectiveness.…”

Section: Performance Appraisal In Higher Educational Institutionsmentioning

confidence: 99%

The Impact of the Performance Appraisal Process on Job Satisfaction of the Academic Staff in Higher Educational Institutions

et al. 2021

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Performance appraisal is one of the key management tools which identifies employees’ strengths and weaknesses. Usually, this is the major mechanism of gathering information for rewarding/training employees based on their performance, and hence a key to achieve organisational goals by creating a satisfied workforce. Therefore, this study was aimed at examining the effects of the Performance Appraisal Process on job satisfaction of the university academic staff. The information collected within one of the largest universities in the UK via questionnaires and semi-structured interviews showed that the existing appraisal process majorly aligned with the requirements of the research-excellence-framework of the UK, which is greatly concerned with research rather than teaching. Furthermore, it was found that there is no clear link between promotions, salary increments, and rewards, etc. with staff performance within the current appraisal process. Eventually, it was realised that the majority of the academic staff of the source university were dissatisfied with the current performance appraisal process, and this could be the situation in the majority of universities in the UK. Therefore, further research in this area is highly recommended to explore extensive information to create a favourable work/study environment for both staff and students within the universities.

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“…Performance appraisal is one of the important steps in the process of performance management, since it is the step to examine real performance and expected performance (Cleveland et al, 2019;Kivipõld et al, 2020). The results of performance appraisal inform related people how to improve employee behaviors or substandard performance, as well as to use the results for benefits in organization management, particularly in human resource management.…”

Section: Components Of Problems In Performance Appraisalmentioning

confidence: 99%

Reliability and validation of an instrument for measuring problems with performance appraisal of automotive parts manufacturing employees

Na-Nan

Joungtrakul

Smith

et al. 2021

IJQRM

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PurposeTo develop and validate an instrument to measure the problems associated with performance appraisal.Design/methodology/approachThe implementation was in two phases. Phase 1 involved the development and validation of an instrument to measure the problems with performance appraisal. Phase 2 involved the exploration and confirm the construct measurement. Data used in Phase 1 were collected from interviews with administrators and employees in the automotive parts manufacturing industry and five experts. In Phase 2, data were derived from questionnaires sent to 320 employees of automotive parts manufacturers in the Eastern Region of Thailand.FindingsProblems concerning performance appraisals were classified into two components as problems with the appraisal process and problems with the appraising person. The concepts, theories and interview results that were used to develop the instrument and assess problems with performance appraisals were consistent with the empirical evidence.Practical implicationsThe developed instrument may be used to measure problem levels of performance appraisals in organizations with high accuracy and reliability. Findings may be used as guidelines for management to effectively reduce problems with performance appraisals. The instrument may also be used for research measurement of organizational problems concerning performance appraisal.Social implicationsFairness, transparency and testability are aspects of effective management. Ignorance of problems in performance appraisals may have negative effects on a conducive working atmosphere and behaviors at the personal, group and organizational levels. Therefore, the findings of this study have social implications for the capability to examine fairness in employees' performance appraisals.Originality/valueThe instrument for measuring problems with performance appraisal was developed based on the combination of concepts, theories and interview and questionnaire data. This instrument facilitates human resource officers, managers and organizations in measuring the levels of problems with performance appraisals.

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Performance appraisal, justice and organizational effectiveness: a comparison between two universities

Cited by 21 publications

References 103 publications

Relation between Head Nurses’ Talent Management and Their Emotional Intelligence with Organizational Effectiveness

Relation between Head Nurses’ Talent Management and Their Emotional Intelligence with Organizational Effectiveness

The Impact of the Performance Appraisal Process on Job Satisfaction of the Academic Staff in Higher Educational Institutions

Reliability and validation of an instrument for measuring problems with performance appraisal of automotive parts manufacturing employees

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