Effectiveness of performance appraisal

Abstract

Purpose -The purpose of this paper is to develop a conceptual framework for the effectiveness of performance appraisal (PA) systems by using a competing values approach. Design/methodology/approach -The review employs a three-step approach: first, the paper discusses the existing criteria to determine the effectiveness of PA systems, and presents criticisms of these criteria. Second, the paper reviews the literature on the competing values model of organizational effectiveness. Third, the paper integrates the PA system in the competing values model to develop a comprehensive framework for the effectiveness of PA systems.Findings -A practical model is developed, taking into account the processes and procedures involved in PA systems. Originality/value -The paper is designed to provide a guideline for managers to consider the effectiveness of a PA system. The paper suggests that assessing the effectiveness of a PA system on any single criterion ignores various important aspects of the system. Moreover, the effectiveness of a PA system should be based on the values and preferences of all major stakeholders of the system, i.e., appraisers, appraisees and the organization.

Effectiveness of performance appraisal: Evidence on the utilization criteria

“…More recently, Youngcourt, Leiva, and Jones (2007) introduced positionfocused purposes, i.e., role-definition purposes that refer to the feedback function of PA and that help managers to reinforce the authority structure in organizations. Other studies have introduced organization-focused purposes, i.e., strategic purposes that refer to the goalorientation function in organizations (see Ikramullah et al, 2016). We regard our evidence on the categorization of PA purposes to be a useful addition to the existing literature since it will help PA professionals to achieve organizational effectiveness, which would serve both employee and organizational perspectives, as desired by recent researchers (e.g., Meinecke et al, 2017).…”

“…Over the last three decades, the EPA literature has grown, notably entailing empirical evidence about its measurement criteria (e.g., Iqbal et al, 2015;Ikramullah, van Prooijen, Iqbal, & Hassan, 2016;Cappelli & Conyon, 2018). However, little evidence exists on the utilization criteria of EPA.…”

Performance Management: A Scoping Review of the Literature and an Agenda for Future Research

“…A noticeable point of discussion in this stream concerned elements that should (or should not) be included in assessing performance. For example, as we can see in Table 2, scholars have examined the impact of inclusion (or noninclusion) of aspects like values, competencies, and organizational citizenship behavior (OCB; Bret Becton, Giles, & Schraeder, 2008; Brutus, 2010; Catano et al, 2007; Culbertson & Mills, 2011; Ikramullah, Van Prooijen, Iqbal, & Ul-Hassan, 2016).…”

Competing Values Framework as Decoding Tool: Signature Pedagogy in Teaching Business Communication

“…The competing values framework (CVF) is a classical theory often invoked in the scholarship of management and organization (Quinn et al, 1991). Developed through the lens of leadership communication as competing or paradoxical in complex organizational structures, CVF has, over the years, been developed as a decoding tool for the profiling of human resources at the workplace (Ikramullah et al, 2016), a framework in understanding both leadership challenges (Lindquist & Marcy, 2016) and an approach in interrogating shifts in leadership communication styles (Belasen & Frank, 2010), among others. While the theorization of CVF has contributed extensively to the scholarship of management and organization, it has received little attention, as intended by Quinn et al (1991), as a communicative model among communication scholars and educators.…”