Effective performance management systems current criticisms and new ideas for employee evaluation

Retiring the Golden Hammer: Identifying Situational Practices for Public Strategy Implementation

“…Initiative Priority Prioritized initiatives 1) receive necessary resources and staff (Pinto & Prescott, 1988) and 2) higher scrutiny of implementers (Gliddon, 2004) Inclusion If an organization has a "rainy day fund" or other slack resources, then it can better adapt to unforeseen circumstances and implementation cost overruns (Miller et al, 2007) Unrestricted general fund balance as a % of general fund expenditures, collected from FY 2014 financial audits…”

Procedia of Economics and Business Administration

“…The developmental role of human resources appraisal is bound with improved performance based on continuous learning, abetment, targeting and information where the role of each employee is active and substantive, by participating in all stages of the procedure (Papalexandri and Mpourantas, 2003). Appraisal as a process refers to evaluating the efficiency of each employee in order to improve him/her and to point out (and never punish) his/her mistakes so as not to repeat them in the future (Gliddon 2004).…”

“…Lack of transparency renders unreliable the whole procedure, since no head of a department or above in the leadership could accept a promotion of the total work of an employee, because they are afraid that in the future the promoted employees could supplant and overpass them (Longenecker, 1989). Dissatisfaction with evaluation procedures affects negatively employee performance and behaviour and must be reduced when designing action plans in relation to human resources, because the recognition of each employee's work is linked to its motivation and when organizational support rewards creativity, innovation, promotes simultaneously employees' efficiency (Gliddon, 2004).…”

The impact of Performance Management System on the performance of the employees & the organization

“…A common method of setting goals is to make them SMART: Specific, Measurable, Attainable, Realistic, and Timely, Bowman [4]. SMART goals are necessary in a trait based, behavior-based, or results-based evaluation, Gliddon [5]. Furthermore, PM is a strategic and integrated approach in improving the performance of the employees by developing the capabilities of teams as well as the individuals ultimately leading a sustained success to organizations Armstrong [6].…”