A New Framework for Selection of the Best Performance Appraisal Method

Performance appraisal is one of the most important processes in human resource management, because it has a great effect on both the financial and program components of any organization. There is a verity of methods for the appraisal of employees' performance. Obviously, no method can claim that it has an integrated approach in performance appraisal. Therefore, human resource managers should select an appraisal method which is most efficient in their organizations. In this paper, we propose a framework for the selection of appraisal methods and compare some performance appraisal methods in order to facilitate the selection process for organizations. The value of this framework is that, with use of it, organisations can evaluate their performance appraisal method with respect to the key features of it before implementing any method as well as expending extra costs. This framework is theoretical in nature, and is build based on a review of related literature.

[1]  E. Grifell-Tatjé,et al.  Centre De Referència En Economia Analítica Barcelona Economics Working Paper Series Working Paper Nº 231 Internal Performance Evaluation: the Case of Bank Branches Internal Performance Evaluation: the Case of Bank Branches , 2022 .

[2]  Frank H.M. Verbeeten,et al.  Performance management practices in public sector organizations: Impact on performance , 2008 .

[3]  M. Austin,et al.  Assessing change: can organizational learning “work” for schools? , 2008 .

[4]  Shruti Shrestha,et al.  Improving Employee Performance Appraisal Method through Web-Based Appraisal Support System: System Development from the Study on Thai Companies , 2007, IEICE Trans. Inf. Syst..

[5]  P. N. Smith,et al.  FLEXIBLE AGGREGATION IN MULTIPLE ATTRIBUTE DECISION MAKING: APPLICATION TO THE KURANDA RANGE ROAD UPGRADE , 2006, Cybern. Syst..

[6]  John Simmons,et al.  Bridging the conceptual divide: lessons from stakeholder analysis , 2005 .

[7]  Rodney McAdam,et al.  Performance management in the UK public sector: Addressing multiple stakeholder complexity , 2005 .

[8]  Jacqueline Ann Blackmore.  A Critical Evaluation of Peer Review via Teaching Observation within Higher Education. , 2005 .

[9]  Hsi-An Shih,et al.  Expatriate performance management from MNEs of different national origins , 2005 .

[10]  Deborah K. Ford.  Development of a performance appraisal training program for the Rehabilitation Institute of Chicago , 2004 .

[11]  F. Analoui,et al.  Innovative management model for performance appraisal: the case of the Palestinian public universities , 2004 .

[12]  Deidra J. Schleicher,et al.  A field study of the effects of rating purpose on the quality of multisource ratings. , 2003 .

[13]  A. Martey.  Appraising the performance of library staff in a Ghanaian academic library , 2002 .

[14]  Gary E. Roberts.  Employee Performance Appraisal System Participation: A Technique That Works , 2002 .

[15]  John W. Boudreau,et al.  Separating the Developmental and Evaluative Performance Appraisal Uses , 2002 .

[16]  Charles E. Pettijohn,et al.  Characteristics of performance appraisals and their impact on sales force satisfaction , 2001 .

[17]  Charles E. Pettijohn,et al.  Are performance appraisals a bureaucratic exercise or can they be used to enhance sales-force satisfaction and commitment? , 2001 .

[18]  Evangelos Triantaphyllou,et al.  Multi-criteria Decision Making Methods: A Comparative Study , 2000 .

[19]  John P. Wilson,et al.  Performance appraisal: an obstacle to training and development? , 2000 .

[20]  J. Boudreau,et al.  Employee satisfaction with performance appraisals and appraisers: The role of perceived appraisal use , 2000 .

[21]  Fred S. Azar,et al.  Multiattribute Decision-Making: Use of Three Scoring Methods to Compare the Performance of Imaging Techniques for Breast Cancer Detection , 2000 .

[22]  M. Buckley,et al.  The evolution of the performance appraisal process , 1998 .

[23]  Angela Baron,et al.  Performance Management : The New Realities , 1998 .

[24]  I. M. Jawahar,et al.  WHERE ALL THE CHILDREN ARE ABOVE AVERAGE: THE PERFORMANCE APPRAISAL PURPOSE EFFECT , 1997 .

[25]  Michael J. Kavanagh.  I Simply Want to Know How Well I am Doing! , 1997 .

[26]  Gary E. Roberts,et al.  Performance Appraisal Participation, Goal Setting and Feedback , 1996 .

[27]  T. Ingham.  Management by objectives – a lesson in commitment and co‐operation , 1995 .

[28]  David E. Smith,et al.  A FIELD STUDY OF PERFORMANCE APPRAISAL PURPOSE: RESEARCH‐ VERSUS ADMINISTRATIVE‐ BASED RATINGS , 1995 .

[29]  Joseph Murphy,et al.  Performance Appraisals for Improved Productivity , 1995 .

[30]  Randall S. Schuler,et al.  International Human Resource Management , 2008 .

[31]  Michael M. Harris.  Rater Motivation in the Performance Appraisal Context: A Theoretical Framework , 1994 .

[32]  Walter W. Tornow,et al.  Perceptions or reality: Is multi-perspective measurement a means or an end? , 1993 .

[33]  David E. Avison,et al.  Information Systems Development: Methodologies, Techniques and Tools , 1988 .

[34]  Ching-Lai Hwang,et al.  Multiple Attribute Decision Making: Methods and Applications - A State-of-the-Art Survey , 1981, Lecture Notes in Economics and Mathematical Systems.

[35]  Robert J. Wherry,et al.  A Study of Leniency in Two Rating Systems , 1951 .