Assessing the ethics of implementing performance appraisal systems

Sillup, George P.; Klimberg, Ronald K.

doi:10.1108/02621711011009063

Cited by 6 publications

(4 citation statements)

References 32 publications

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“…Publications on employee appraisal analyze a diversity of aspects, for example, the architecture of employee appraisal systems, the objectives of employee appraisal, the activity of entities involved in employee appraisal, assessment criteria, supporting tools, and challenges posed by the implementation and management of employee appraisal [cf. Jackson, Schuler 2003;Czubasiewicz 2005;Sidor-Rządkowska 2006;Abu-doleh, Weir 2007;Myrna 2009;Sillup, Klimberg 2010]. The rationale behind the researchers' attempts to analyze employee appraisal in an organization is the fact that its prime goal is to increase a company's effectiveness through the optimum use of employees' potential [Funkcja personalna (…), 2007, Pocztowski.…”

Section: Employee Appraisal As a Tool Of Building Pro-innovative Culturementioning

confidence: 99%

Employee Appraisal as the Tool of the Pro-innovative Organizational Culture Formation in Hospitals³⁶

Jończyk

Buchelt

2015

Journal of Intercultural Management

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Healthcare sector is considered as the knowledge-based sector and because of this innovation and creativity should be regarded as prerequisite for the survival and growth of the organizations which perform their activities within the sector. In this context development of pro-innovative culture within hospitals becomes crucial. In search for tools allowing to create the culture employees appraisal becomes an interesting tool to be further investigated. Due to the fact the main aim of the paper is to investigate the relationships between the employee appraisal system and innovation in the context of the organizational culture in the hospitals. Study was carried in eight public hospitals located in two voivodships in Poland. Not only qualitative but also quantitative data was analyzed in order to identify usefulness of employees appraisal as the tool of pro-innovative culture creation.

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Section: Employee Appraisal As a Tool Of Building Pro-innovative Culturementioning

confidence: 99%

Employee Appraisal as the Tool of the Pro-innovative Organizational Culture Formation in Hospitals³⁶

Jończyk

Buchelt

2015

Journal of Intercultural Management

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“…In the context of performance appraisal, an ethical approach helps performance evaluators to assess employees objectively and accurately. Therefore, having an adequate opportunity to observe employees' performance over the assessment period, having an evaluator who possesses judgment skills and ability to communicate feedback, having a process that is free from judgmental bias, and setting clear objectives and goals have been identified as important criteria for ethical performance appraisal (Sillup & Klimberg, 2010). In essence, the presence of ethical management practices can eventually lead to a variety of desired outcomes (Pucetaik, Lamsa, & Novelskaite, 2010).…”

Section: Justice and Ethical Concerns In The Practice Of Pasmentioning

confidence: 99%

“…Concern over justice substantially brought ethical dimension into the limelight as these two are related (Singer, 2000;Newman, 1993). Ethical approach helps performance evaluators to assess employees objectively and accurately (Sillup & Klimberg, 2010 …”

Section: Justice and Ethical Concerns In The Practice Of Pasmentioning

confidence: 99%

Towards Developing an Integrity Framework in Performance Appraisal System (PAS) in the Malaysian Public Sector: A Preliminary Analysis from Justice and Ethical Perspectives

Jamaiudin

Adnan²,

Aminuddin³

et al. 2018

MOS

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The implementation of Performance Appraisal System (PAS) is seen as a strategic move to foster performance-based work culture in the Malaysia's public sector. Embedded in pay-for performance system, the new appraisal system which was first introduced in 1992 establishes linkage between pay system, performance and competencies development. However, the chain tying pay to performance appears to be weak. Massive disappointment signals poor implementation as the appraisal system was overshadowed by inappropriate instrument design, rater error, inaccurate rating, bias assessment, etc. These major setbacks have evoked concern over ethical and fairness in the practices of PAS. Occurrence of problems in the implementation of PAS signified erosion of justice and ethics in the practices of PAS, thus lead to growing demand for integrity-based performance assessment system. This preliminary analysis therefore seeks to examine the relationship between ethic, justice and the practices of PAS in the Malaysia's public sector. Correlation coefficient results disclosed positive association between variables as the instrument used, process employed are moderately associated with ethics and justice dimensions. The appraisal system is likely perceived to be good if fair assessment and ethical supervision were present and vice versa. This study deliberately discusses the aforementioned issues through integrated framework based on organizational justice and work character ethics theories and proposed framework for integrity enhancement in the implementation of PAS. Significantly, this article makes a theoretical contribution towards developing higher integrity capacity which often requires in HRM practice.

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“…First, PM emerged in the late 19 th century, when work was mainly physical and worker's performance could be measured by the quantity produced or similar outputs (Risher, 2011;Sillup & Klimberg, 2010). However, over time employees changed substantially from primarily blue-collar workers to a more knowledge-based labour force which needs different skills and competencies, such as the abilities to work in teams, create value for stakeholders or solve problems (Gruman & Saks, 2011).…”

Section: Challenges In Performance Managementmentioning

confidence: 99%

Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

Weber¹

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<p>Many non-profit organisations (NPOs) are highly dependent on volunteers to achieve their mission, and while volunteers tend to be motivated by altruistic reasons, performance management (PM) likely plays a key role in facilitating their commitment and directing their efforts to achieving their goals and the organisation’s mission. Therefore, the purpose of this study is to investigate the PM process as applied to volunteers in an NPO in New Zealand. Moreover, the similarities and differences between PM practices used for employees and volunteers are examined. Extant non-profit research has focused on individual management practices, but largely ignored the holistic PM process, whereas existing for-profit literature has concentrated on performance appraisals and evaluations, rather than PM. This study contributes to the limited research on PM processes by drawing together research from both sectors to develop an updated PM process model which is based on current PM trends and includes the steps goal-setting, feedback, training/development, and rewards/recognition. Due to the dearth in research on volunteer PM, a qualitative approach was deemed appropriate for this study to gain a deeper understanding of contextual factors and the research problem. A single case study was chosen to collect rich and in-depth data about the perceptions and experiences of managers and volunteers regarding PM. The New Zealand Cancer Society’s Otago Southland Division (OSD) was selected as case study organisation and 19 semi-structured interviews were conducted with ten managers and nine volunteers. The interviews were held in late 2016 in four locations, the Cancer Society’s national office in Wellington and the OSD’s three main offices, Dunedin, Invercargill, and Queenstown. The findings show that managers and volunteers struggle with the concept of PM in relation to volunteers because of its poor reputation and perceived unsuitability due to the special characteristics of volunteering. The individual practices, however, generated interest among participants as most practices are already used for volunteers in the OSD, albeit in an informal, ad-hoc manner and under the designation ‘volunteer management’. The interviews revealed a pattern of accepted (rewards/recognition), unaccepted (goal-setting) practices and a “grey area” of practices which allow for further development (feedback, training/development). Volunteers’ motivation and the frequency of use of the practices in the OSD influence if participants perceived them as accepted, unaccepted or as practices with potential (grey area). Based on the outcomes of this study, the updated PM process model was adapted to reflect the OSD’s PM practices for volunteers. Some inconsistencies in the participants’ perceptions and experiences of PM and a lack of clear volunteer PM procedures were detected. The findings revealed that managers are reluctant to formalise the management practices for volunteers out of fear of losing them and, thus, hide certain practices behind social events which blurs the boundaries between the practices. The findings, therefore, suggest that PM is a valuable concept for the management of volunteers in NPOs, but that a semantic problem exists which prevents the further engagement with PM. Resulting implications are proposed which include a terminology change of PM in NPOs to conceal the managerial character of this concept.</p>

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Assessing the ethics of implementing performance appraisal systems

Cited by 6 publications

References 32 publications

Employee Appraisal as the Tool of the Pro-innovative Organizational Culture Formation in Hospitals³⁶

Employee Appraisal as the Tool of the Pro-innovative Organizational Culture Formation in Hospitals³⁶

Towards Developing an Integrity Framework in Performance Appraisal System (PAS) in the Malaysian Public Sector: A Preliminary Analysis from Justice and Ethical Perspectives

Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

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Assessing the ethics of implementing performance appraisal systems

Cited by 6 publications

References 32 publications

Employee Appraisal as the Tool of the Pro-innovative Organizational Culture Formation in Hospitals36

Employee Appraisal as the Tool of the Pro-innovative Organizational Culture Formation in Hospitals36

Towards Developing an Integrity Framework in Performance Appraisal System (PAS) in the Malaysian Public Sector: A Preliminary Analysis from Justice and Ethical Perspectives

Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

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Product

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About

Employee Appraisal as the Tool of the Pro-innovative Organizational Culture Formation in Hospitals³⁶

Employee Appraisal as the Tool of the Pro-innovative Organizational Culture Formation in Hospitals³⁶