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8/3/2019 HRM-C10
1/19
HRMAbhijit Talukdar PGP27134
G.Jyothi Prakash PGP27144
Karun Bichauli PGP27154
Mohit Shukla PGP27165
Rakesh Bhunatar PGP27175
Sumeet Choudhary PGP27185
Yarrapalem Vamsee PGP27195
Group C10
[PERFORMANCE APPRAISAL]Prof. Himanshu Rai
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ContentsThe evolution of the performance appraisal process ...................................................................... 3
Performance Appraisal Reappraised: Its not all positive ................................................................ 4
PERFORMANCE APPRAISAL: The Importance of Rater Training ....................................................... 5
Designing effective performance appraisal systems ....................................................................... 6
Assessing quality, outcome and performance management ........................................................... 6
A New Framework for Selection of the Best Performance-Appraisal Method ................................. 8
Discretion and bias in performance evaluation .............................................................................. 9
Performance Appraisal System using Multi factorial Evaluation Model ........................................ 10
A Decision Support System for Performance Appraisal ............. .............. .............. ........ ................ 11
Information: A Critical Factor in the Process of Performance Appraisal ........................................ 12
An implementation case for the performance appraisal and promotion ranking .......................... 13
Performance Appraisal with heterogeneous information ............................................................. 14
The Relationship between Performance Appraisal and Organizational Citizenship Behaviour: the
Mediating Role of Organizational Commitment ........................................................................... 15
The Differences between Appraisal Schemes: Variation and Acceptability ................................... 16
The Study of DEA Method in Performance Evaluation of Project Human Resource Management 17
Conclusion: .................................................................................................................................. 18
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Theevolutionofthe performanceappraisal process
Danielle S. Wiese and M. Ronald Buckley.
Summary:
In this article the author tried to give a historical development of various appraisal
processes and tools. Though for centuries together organizations did well without formal
performance appraisal processes, as organizations evolve toward large organizations with
professional management, a more formal performance appraisal system serves as an asset
in administrative decision making. Researchers have focused on reducing the errors in the
tools and methods. But they were not particularly concerned with the traits they measure,
how and when to measure. This is one of the biggest mistakes and many researchers tried
fine tuning the methods. Historically speaking the performance appraisal finds its roots
from the days of Bible, Hans Dynasty (220BC). In US first tools used were global ratings
and global essays.
In global ratings, the rater provides an overall estimate of performance without
distinctions among any performance dimensions. The next tool widely used was the man-
to-man ranking procedure, developed for the US Army in 1914 The Army used five
scales to rank its officers: physical qualities; intelligence; leadership; personal qualities;
and the general value to the service. While ranking employees does force distinction
between rates, these methods are qualitative, making it difficult to judge how much better
the performance of one employee is over another and nearly impossible to compare
ratings across divisions. The first tool to gain popularity in those days was graphic- or
trait rating scales and they continue to be widely used tools even today. With this tool, the
rater indicates on a numerical scale the degree to which the ratee possesses certain
personality traits. The performance dimensions are usually ill-defined. Coming to the
methods which are used to reduce rater error and increase value, forced-choice method,
[Where a number of sets of statements, phrases or words describing job performance is
presented to the rater] was used.
This was used to reduce raters bias to some factors and create accurate ratings. This
method also made the raters job easier, by focusing on observed behaviours rather than
personality traits or overall evaluations. Some of the other tools that were used are the
critical incident method, where some of the critical factors for success or failure of a
project are identified and rated. Some of the tools that focus on behaviourally-based
ratings are Behaviourally Anchored Rating Scales (BARS) [Which is a very lengthy but
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has many clearly defined factors and hence is a better indicator of observable features],
Mixed Standard Scales (MSS), designed by Blanz and Ghiselli (1972).In this each scale is
designed to measure two performance dimensions, instead of one (as in BARS). Apart
from these major performance appraisal methods, several methods were also designed for
Management by objectives, legal issues.
In the end the author concluded that it should be realized that a single tool cannot be used
over a diverse series of jobs. Also the research focus should shift to matching the
appropriate tools with the desired outcomes.
Performance Appraisal Reappraised: Itsnotall positive
Todd Grubb (Troy University)
Summary:
Performance appraisal is a counterproductive exercise that is hated by the majority but
still is widely used. It lies at the core of the supervisor-employee relationship, but it does
not produce the results intended and expected. Performance appraisal and performance
management are different. Extrinsic motivation generated through performance pay can
decrease the intrinsic motivation from within, and interest in doing the job itself.
Performance appraisal is a management tool. Essentially it treats people as things,
productive resources. Employees are organized to fit into the production machine.
People are viewed as appendages to the organizational structure and machinery of
producing goods and services. When people are working in a group then there are a lot
of constraints on individual freedom and hence it is very difficult to rate individual
performance judiciously. Performance appraisal promotes the art of sycophancy. It is not
as objective or accurate as it is made to appear. It doesnt reflect the actual capability of
an individual because the so called Poor performers are often some of the most
competent people, but in the wrong jobs or organizational setting.
Aside from occasional deliberate distortions, many measurement difficulties intrude
unconsciously despite best intentions to avoid them. At best, performance appraisal does
not measure the whole person or his/her total work contribution; rather, it merely sums
the results of the individual indicators used in the instrument.
Performance appraisal may give rise to conflict within the organization. It encourages
mediocrity through rewarding those who set safe standards; there is no interest in
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improving the system. Ideally employee performance ratings should fall along a bell
curve; with a very few outstanding and a very few unsatisfactory and all others
distributed in between.
Performance appraisal concept should be abolished and instead Management by
objectives (MBO) along with frequent meetings should be implemented in practice.
When the objectives are collectively decided by the employee & supervisor, the drive to
achieve it will be far more intense.
PERFORMANCE APPRAISAL:The ImportanceofRaterTraining
DSPDev Kumar
Summary:
Performance appraisal, two rather simple words, which often give rise to a raft of strongreactions, emotions, and opinions, when brought together in the organisational context of
a formal appraisal procedure. Performance appraisal is a vital component of a broader set
of human resource practices; it is the mechanism for evaluating the extent to which each
employees day-to-day performance is linked to the goals established by the organisation.
A generation ago, appraisal systems tended to emphasise employee traits, deficiencies
and abilities, but modern appraisal philosophy focuses on present performance and future
goals. Performance appraisal should be informative and motivational, but most of the
time it doesnt serve the purpose. Modern philosophy also stresses employee participation
in mutually goal setting with the supervisor. A number of studies suggest that managers
regularly find the formal appraisal process to be frustrating, political and less than a
meaningful experience, which does not bode well for management development.
Personal preference & preconceived notions can affect performance appraisal
significantly. Knowing how to conduct appraisal interviews needs a lot of personal
training. Through training by experts for performance appraisal it is possible to groom the
supervisor so that there is parity across all evaluation procedure, and this will help to
minimise the occurrence of rating errors and improve reliability and validity.
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Designingeffective performanceappraisalsystems
Deborah F. Boice and Brian H. Kleiner
Summary:
Performance appraisals are most commonly undertaken to let an employee know how
his/her performance compares with the supervisors expectations and to identify areas
that require training or development. Performance appraisals design and administration
must be tailor-made to match employee and organizational characteristics and qualities.
There has to be sufficient interaction between employee and supervisor for that, but
before anything else, organizations objectives, departmental and then individual position
objectives should be clearly defined so that the employee gets to know what is expected
from him and how he/she will be rated.
Coaching and counselling, conflict resolution, setting performance standards, providing
employee feedback should follow subsequently. By conducting reviews frequently, two
situations like selective memory by the supervisor or the employee, and surprises at an
annual review can be eliminated. This also allows for clarification and revision of
objectives. Multiple sources of rating eliminate the problems associated with halo effect
or sycophancy. This in turn lifts the burden of policing from the supervisor and allows
him/her to focus on coaching and developing the employee. There is also a legal aspect to
this where failure to conduct appraisal properly (failing to maintain adequate records,
for example) may result in employees (or their trades unions) taking legal action.
Assessing quality,outcomeand performancemanagement
Dr Javier Martinez
Summary:
Performance management is a practical process closely aligned with other aspects of general
management. Separation between quality-a service outcome and performance-a human
resource outcome does not make sense as both rely on the human resource interventions andboth pursue to deliver better services. The meaning of performance management is evolving
with the times; Initially in 60s and 70s it is a form of merit-rating, then 80s and 90s it is
linked to management paradigms like Management by objectives, performance appraisal,
behaviourally anchored rating scales and performance related pays. While the earliest forms
focussed on the performance management tools the latest approaches emphasized the need to
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combine tools in order to achieve an integrated and coherent management performance
system.
The principle of good performance should be rewarded & bad performance should not be
tolerated came into existence taking efficiency & high productivity as a performance
dimension. Performance evaluation in public sector were based on assessment of value for
money and were conducted usually by external auditors, gradually measures and indicators
of resource usage emerged by setting standards in it. Achievement against set criteria
became a common framework to measure performance and reward. This framework had
slowly moved into health and education sectors in the UK and the US. Performance
management systems moved from usage of tools to system and to process over the time. The
focus became linking of individuals with the organisational targets and monitoring
performances at each level.
Staff appraisal is the most commonly used performance appraisal approach in public sector,
but for many years it is dependent on the interaction between the supervisor and the
employee appraised and it is kept confidential also. Nowadays it has become an open
discussion among teams wherein line and staff managers also participate to discuss about the
targets set. Modern system put more emphasis on the team work. The performance
management has changed from appraisal against outputs to appraisal against inputs-
processes-outputs which ensures to meet the skillset that the individuals need.
Organisational prerequisites are necessary to account for a better performance management
system. Adequate pay, equipment, tools & skills of the staff, incentives to motivate staff is
necessary for god performance management system. Local decision making power is
necessary to avoid unnecessary bureaucracy in dealing with performance appraisal. This
decision making power can be attained by having close relationship between management
and staff. Proper planning of objectives and targets, clear and effective communications
within the organisation plays a very vital role in the performance management. Many
external pressures that had significant impact on performance system which includes political
pressure, decentralisation, financial pressures, client pressure and purchaser/provider split
and service agreements.
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A New Frameworkfor Selectionofthe BestPerformance-Appraisal Method
Mostafa Jafari, Atieh Bourouni and Roozbeh Hesam Amiri
Summary:
One of the basic needs of an organisation is to evaluate employees performance
continuously to know the employees improvement and position in an organisation. Many
methods of performance appraisal methods are suitable for different situations and
different characteristics but they tend not to incorporate goals, strategic needs of business
& personal aspirations of employees. This paper presents a new framework of
performance appraisal and how it can be used. The purpose of comparison can be
classified into two objects namely academic purpose and practical purpose.
According to Decenzo and Robbins, there are three approaches of measuring performance
appraisal. They are Absolute standards, Relative standards and Objectives. Absolutestandards means the employees are compared to a standard and evaluation is independent
of other employees. Essay appraisal, critical incident appraisal, checklist, graphic rating
scale, forced choice, behaviourally anchored rating scales are the methods under absolute
standards. In relative standards appraisal methods, individuals are compared against other
individuals. Methods are group order ranking, individual ranking and paired comparison.
Objectives approach uses a specific set of objectives to measure individual performances.
The approach is referred as Management by objectives (MBO).It is a four step process
and steps include goal setting, action planning, self-control & periodic reviews.
Other than the above mentioned approaches, a latest approach of evaluating performance
is 360 degree feedback appraisal. This approach gathers information from multiple
sources like colleagues, superiors, customers, suppliers and many more. A performance
appraisal objective is to evaluating and nurturing. The most important criteria in an
effective appraisal method are Training needs evaluation, Coincidence with institutes,
Excite staff to be better, Ability to compare, Cost of method and error-free. SAW analysis
is done on all the performance appraisal methods discussed above with respect to the
given criteria. MBO is ranked the most effective appraisal method which is followed by
360 degree feedback and BARS. Human Resource management is also responsible to
improve corporate performance. Communication problems in performance appraisal
feedback among employees, managers and supervisors can be addressed by developing
clear, realistic performance standards.
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Discretionand biasin performanceevaluation
Canice Prendergast and Robert Topel
Summary:
This paper deals with the consequences of subjective performance evaluation for
compensation policies and for the efficiency of employment relations not the usual
quantifiable performance measures like output or sales. Objectives are: First, Importance
of subjectivity of evaluations to understand organisational practices. Second, Study of
subjective performance evaluation and its consistency with what organisations actually
do.
As the relationships are multi-layered in most of the organisations, supervisors use
subjective information to evaluate subordinates performance and to reward them,
because supervisors are not the residual claimants of their subordinates output. The
chance of supervisors preferences & biasedness to affect rewards is high. Workers face
simple compensation schemes which are not proportional to their performance, reasons
may be difficulty in job monitoring so this should be determined by implicit contracting.
Reneging occurs when contracted performance is not rewarded. When the performance is
not verifiable then there is a chance of the firm not rewarding the employee in order to
save on wages. This dishonest behaviour of firms will act upon their reputation as well.
This will result in higher costs for their recruitment in future. Subjective performance
evaluation increases issues of bias in organisations. The major reasons as attributed for
the biasness are favouritism, own race. This bias will cause the other employees feel
discriminated and they may quit. The major purpose of performance appraisal is to
compensate employees and determine true talents. Most of the times the biasness comes
into picture when it is related to the financial consequences of employees.
Organisations existence depends on this biasness also. So in many blue collar jobs,
supervisors will not be provided with the right to pay or promote but to terminate an
employee from the job. This type of bureaucratic response also has costs like the wrong
workers may be promoted. A solution to overcome the biasness is the job rotation which
again has a trade off with the cost of rotation. Supervisors reluctance to give poor rating
will also affect the appraisal system. Another issue is the fairness of the supervisor in
rating the employee and the employee in doing his work honestly.
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Subjectivity is vital for performance appraisal in most organizations. Important features
of organizations and compensation methods are meant to deal with subjectivity and its
associated incentives. Fair treatment to all the employees is very important for an
organisations growth and reputation.
Performance Appraisal Systemusing Multifactorial Evaluation Model
C. C. Yee and Y.Y.Chen
Summary:
Performance appraisal is a formal management system that provides for the evaluation of
the quality of an individuals performance in an organization. Performance appraisal of
candidates in relation to a particular position is a key task towards managing the human
resources of an organization. Supervisors are concerned with performance appraisal
judgments and evaluations that they have to make on their subordinates. On the other
hand, subordinates are increasingly realizing the importance of performance appraisal,
since it would very much affect their rewards and future career path. Various techniques
are being used to evaluate the performance of an employee like; critical incident;
narrative; and criteria-based, management-by-objectives (MBO), work planning and
review, 360 degree appraisal and peer review. With all the available techniques, it is
essential to understand that different organization might use different technique in
assessing staff performance. As these methods have their own advantages and
disadvantages, most organizations use mix of different techniques performance appraisal
system that can fulfil their organizational needs.
Authors had taken four aspects into consideration when evaluating staff performance and
each aspect was indexed into its sub criteria. Working output (Aspect 1): This aspect
evaluates the quantity, quality and effectiveness of the staffs working output as well as
staffs punctuality. Knowledge and skills (Aspect 2): This aspect evaluates the staffs
knowledge and skills in the working field as well as their effectiveness in communication
and realization of rules. Personal quality (Aspect 3): This aspect evaluates the personalquality appreciated by the organization such as discipline, proactive, innovative,
cooperativeness and independence. Informal Event(s) and Contribution(s) (Aspect 4):
Staffs contribution to the organization, community, state, country and international. This
model follows a systematic step in determining a staffs performance, and therefore, it
creates a system of appraisal which is able to consistently produce reliable and valid
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results for the appraisal process. The method can be adapted by the organizations by
defining the aspects to be evaluated and the weight age for each of these aspects before
implementation.
ADecision SupportSystemfor Performance Appraisal
D.D.Dominic, Abdul Aziz and K.N.Gosh
Summary:
In todays era of extreme competition in which the combined pressures of global
competition, technology, interconnectivity and economic liberalization make life for
organizations tougher than ever before, it is the task of every manager to realize the goals
of the organization by achieving outstanding performance in the area they are responsible
for, they are under great strain to deal effectively with these pressures. The performance
appraisal is also important as a management tool to assess employees efficiency in the
workplace. Consequently, employees are considered as a strategic asset for the
organization, and could determine the organizations survival.
There are three key problems to establish performance appraisal for employees:
i. What to measure;ii. How to measure;
iii. And how to compare between departments.The first obstacle is on what to measure. A number of challenges arise when
determining what to measure for employees. First of all, what is the job description for
workers are essentially a series of statements and a set of responsibilities? However, the
more complex the task and the more flexible structure that an employee has, the less
concrete job description statements that will fit what the employee does. The second
problem is how to measure. There are a couple of items to be considered when deciding
how to obtain performance results from workforce. The subjects of measuring objectivity
and frequency are important. The third problem is how to compare between
departments.It is observed that all approaches and techniques to performance appraisal
measurement are difficult to compare on a standard platform. For example, the research
and development department workers concentrate more on innovating product features
and development of a new product by spending lot of investments on the projects, the
success or failure of the product cannot be predicted.
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It is difficult to compare the performance of this department with other departments. The
authors believe that model based decision support system will enable the organizations or
users to produce results in terms of finding the best department and individual for
promotion, transfer, bonus, and incentive for employees.
Information: A Critical Factorinthe ProcessofPerformance Appraisal
Jin Cheng, Haiqing Bai, Ziping Li
Summary:
Performance appraisal is one of the most important responsibilities for the organizations.
It is an important source of information for executives to make decisions such as: granting
pay, improving employee's work performance, selecting or assigning or terminating
employees, indentifying employees with potential for advancement, and planning for
future human resources needs. On the other hand, it contributes to gain the competitive
advantages of the organization. Citing the example, "How does Wal-Mart do it? They
always ask. The answer is always the somepeople, not only the right kind, but
interested, dedicated, enthusiastic and loyal people. That's what makes Wal Mart
exceptional and what enables them to continually achieve the seemingly impossible . The
performance appraisal is dealing with people: judging people, motivating people and
cultivating people, as is the basis of core competency of the organization. It can
distinguish the top performers from the mediocrities and help to achieve the motivational
effect by rewarding the former reasonably. It helps employee to master the job skills
expected from him or her.
The authors have taken up a case study with Beijing Subway Operation Limited
Company, owned by the Government. Its responsibilities are to guarantee the safety of
the Beijing subway operation and burden the city transportation. The company is in a
fiercely competitive environment. With the extreme addition of the public demand, many
competitors occur and have put great pressure to the company in recent years. To improve
the competition advantages, the company has introduced the 360-degree feedback.In the
360-degree feedback, there were five parties to appraise one department: the leader of the
department, the leaders of related departments (those departments have some business
connections with the department, but not the internal customers), the leaders of parallel
department, the upper leader in charge of the department and the appraisal committee.
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Basis their study, the authors believe that information is a critical factor in the process of
performance appraisal. Comprehensive information enables accurate appraisal and the
one who has information should be included and valued in the appraisal process.
Customers, both internal and external, due to their enough information and powerful
motivation, can enjoy a great consideration in the performance appraisal process.
An implementation case for the performanceappraisaland promotion
ranking
Chiung Moon, Joosung Lee, ChanseokJeong, Jin Lee, SungcheolPark andSiyeong Lim
Summary:
While appraising, the difficulty is to combine objectively the quantitative and
qualitative attributes of applicants to determine the overall acceptability of employees tothe organization. In military organizations, transparent and fair appraisal of personnel is
essential for decisions of promotions and operations. In a process of decision making,
human intuition would favour a fuzzy number with a higher mean value and at the same
time with a lower spread. The system uses a fuzzy set theory and electronic nominal
group technology for fair ranking decision through the multi-criteria performance
appraisal process. In order to
collect and analyze the relative
importance of various
performance evaluation criteria at
different organizational levels,
electronic nominal group
technology is adopted. This
technology can prevent any
particular organizations self-
interests from dominating the
selection and weighting of the
performance evaluation criteria.
A new ranking procedure considering the metric distance and fuzzy mean value is also
proposed, which makes it possible to rank order the performance of the candidates by
aggregating the scores from each evaluator. The system also has a monitoring function
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which uses all performance evaluation data without any removal. This function is to
prevent abnormal evaluation data which could occur when there is an overly influential
member in the evaluators group, or when a particular evaluator gives an incorrect
evaluation result.
Performance Appraisalwithheterogeneousinformation
R. de AndresCalle, J.L. Garca-Lapresta, Jun Liu and L. Martnez
Summary:
During 360 degree appraisal, feedback indicators from different reviewers involve
uncertainty and might have different nature (qualitative or quantitative).These different
appraisers can have different expertise and degree of knowledge about the indicators used
and evaluated employee. It then seems suitable to offer a flexible framework in which
different expression domains can be used by appraisers to express their assessments. Then
this initial information is unified in a common domain. The proposed method will
conduct all assessments provided by reviewers as fuzzy sets in the common domain to
compute such global evaluation that will allow to the management team to make the final
decision. A Fuzzy Model of Performance Appraisal is defined with the following phases:
Heterogeneous Evaluation Framework:The model will deal with information assessed by
means of numerical, interval-valued or linguistic assessments.
Aggregation Process: To obtain a global value of each employee, all information
provided by the appraisers must be aggregated. Due to the fact that the framework is
heterogeneous this process is carried out in two phases
Unification Information Phase - To operate with non-homogeneous information assessed
in different domains (numerical, interval-valued and linguistic) first of all we have to
conduct the inhomogeneous information provided by the different collectives into an
unique expression domain.
Aggregation Phase - The aim of this phase is to obtain a value that assess the performance
of the evaluated worker according to the different reviewers collective and the different
criterion.
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RatingPhase: The aim of this phase is ranking evaluated employees. The employees will
be then sorted and ranked according to the corresponding 2-tuples over the BLTS
obtained in each stage of the aggregation phase. The outputs that could be sort and rank
from the aggregation process are:
i. Appraisers collective criteria values, for collectivesii. Global criteria values
iii. Final valueThis contribution has introduced a performance appraisal method that is able to offer a
evaluation framework dealing with different types of information in order to facilitate the
expression of the information to the different appraisers involve in such a process.
The Relationship b/w Performance Appraisal and Organizational
Citizenship Behaviour: the Mediating Role of Organizational
Commitment
Li Hai and Zhang Mian
Summary:
Organizational commitment and organizational citizenship behaviour are two important
constructs in organization behaviour (OB) field. Mowday (1998) argued that
organizational commitment maybe a key mediating construct linking human resource
management practices with performance constructs.
The authors in this paper
developed and tested a structural
model in which organizational
commitment mediates between
performance appraisal and self-
reported organizational citizenship
behaviour. The model was tested on
the basis of 777 valid responses from people belonging to various groups. The main
findings are as follows:
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a) Performance appraisal including system and process facets had significant effecton organizational commitment.
b) Organizational commitment leads to organizational citizenship behaviour.c) Organizational commitment plays fully mediating role between performance
appraisal system and organizational citizenship behaviour. Organizational
commitment plays partially mediating role between performance appraisal process
and organizational citizenship behaviour.
The Differences between Appraisal Schemes: Variation and
Acceptability
C.M. Fisher
Summary:
In this article the author tried to focus on Hidden agendas and objectives of Appraisal
Schemes, Classifying the Variations between Appraisal Schemes,Types and Purposes of
Appraisal Schemes, Design Features of Appraisal Schemes, Classifying and Describing
Appraisal Schemes. Talking about the hidden agendas author concentrated on the cultural
and political aspects of the appraisal schemes. It was observed by the author that in some
of the institutions, staff saw appraisal as an attempt by management to replace collegial
relations between staff with a hierarchical, managerial, line relationship. The nature of an
appraisal scheme will reflect the different discourses engaged in by different
organizations. It will also, of course, reflect any competing discourses within any one
organization. Explaining about the variations of appraisal scheme author suggested that a
structure is needed to analyze the diversity of appraisal schemes in the organizations. He
suggested that once has to take care whether the appraisal is to be focused on
accountability or development. Also whether the appraisal is to be carried out by someone
hierarchically superior to the appraise or by a peer. In addition to choosing the type or
types of appraisal to be delivered there are other features that are to be taken care like
Links between Appraisal and Performance-related Pay, Focus of control, Structure of
Interpretation or Judgment, appraisal frequency, method of implementation etc. On the
whole this article focused on taxonomy of the differences between appraisal schemes.
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The Study of DEA Method in Performance Evaluation of Project Human Resource
Management
CHENG Yan-jiang and FAN Xiao-ming
Summary:
This paper is mainly focused on the human resources and evaluation methods in
Construction Projects. For the purpose of general guidelines the author has assumed that
Performance is the result of behaviour, "performance evaluation" is evaluating the result
of behaviour. He also assumed that Performance evaluation is a widely used concept, it is
generally considered comparable performance is objective and it is possible to be
considered fair or impartial rely on performance evaluation. He took two different
indexes of Work Attitude Work Ability and Team Spirit to evaluate the construction
workers performance. Then the author took the DEA model [The two basic models of
DEA are C2RS2 and C2R] in order to come to the final conclusions as indicated below
[In Authors words]
This paper base on previous studies, it absorbs the results of previous studies and do
some positive work.
(1) It deeply analysis the content of human resources performance evaluation in
construction projects, analysis the characteristics of human resources performance
evaluation in construction projects and expound the important role to the success of
construction projects.
(2) It build a more comprehensive human resource performance evaluation index system
from the dimensions of work performance, work ability, work attitude and team spirit
(3) It construct the DEA performance evaluation model by combiningC2GS2 model with
AHP method, and confirm that the improvedDEA model is effective and scientific by a
case.
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Conclusion:
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. Usage of performance appraisal dates back to 220 B.C. and the first two
tools used in U.S. for performance appraisal were global ratings and global essays.Performance appraisal systems began as simple methods of income justification. That is,
appraisal was used to decide whether or not the salary or wage of an individual employee was
justified. We look at a number of tools which have been used in history and realize that there
isnt one solution to fit all needs. Therefore, human resource managers should select an
appraisal method which is most efficient in their organizations. MBO is ranked the most
effective appraisal method which is followed by 360 degree feedback and BARS. We can use
the discussed framework for the implementation of performance appraisal and in particular
the need for appropriate training for supervisors, raters and employees, a system for the
frequent review of performance, accurate record keeping, a clearly defined measurement
system, and a multiple rater group to perform the appraisal.
Performance appraisals design and administration must be tailor-made to match
employee and organizational characteristics and qualities. Coaching and counselling, conflict
resolution, setting performance standards, providing employee feedback should follow
subsequently. Looking at how important the performance appraisal is one can see how
important it is to train the appraisers. Without these critical competencies, the organizational
appraisal process cannot achieve its desired objectives.
Subjectivity is central to performance appraisal in most organizations. Two related
issues have been emphasized: a tendency towards uniformity of treatment and the potential
for bias in performance appraisals. We also saw the proposed performance appraisal system
using multifactorial evaluation model in dealing with appraisal grades which are often
express vaguely in linguistic terms. Information has been identified as a determinant of
accurate performance appraisal. Comprehensive information enables accurate appraisal and
the one who has information should be included and valued in the appraisal process.
To deal with this performance appraisal business process, Decision Support System
(DSS) which consists of a mathematical model is used to evaluate the performance appraisal
for individual and for departments in an organization. Also to keep the process fair objective
and transparent we have a framework which allows determination of the most qualified
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candidate by considering both quantitative scores and qualitative characteristics of his or her
performance. It ensures fairness, objectivity and transparency since evaluators first determine
the metrics of performance evaluation as well as the weighting among the metrics before
aggregating the appraisal scores to determine the ranking of each candidate.
In 360 degree evaluation process the reviewers evaluate some indicators related to the
employee performance appraisal. The sets of reviewers involved in the evaluation process
might have different degree of knowledge about the evaluated employee. It then seems
suitable to offer a flexible framework in which different reviewers can express their
assessments in different domains according to their knowledge, i.e., a heterogeneous
evaluation framework. The final aim is to design a performance appraisal model in such a
framework that computes a final evaluation for each employee.
The key findings regarding the relationship between performance appraisal and
organizational citizenship are- firstly, performance appraisal including system and process
facets had significant effect on organizational commitment. Secondly, organizational
commitment leads to organizational citizenship behaviour. Thirdly, organizational
commitment plays fully mediating role between performance appraisal system and
organizational citizenship behaviour, and plays partially mediating role between performance
appraisal process and organizational citizenship behaviour.
One study also suggests that performance appraisal is a widespread, very expensive,
counterproductive exercise. It says that the linkage to reward outcomes reduces or eliminates
the developmental value of appraisals. Rather than an opportunity for constructive review and
encouragement, the reward-linked process is perceived as judgmental, punitive and
harrowing.