Functions and Implementation of Performance Appraisal Systems in New Zealand Organizations

Abstract

Mills for their assistance with the data collection and coding. The constructive comments of two anonymous reviewers are appreciated. _

Culture and Performance Appraisal Processes and Practices: Critical Insights from the South African Public Sector

“…The major purposes of performance appraisals are: first, to ensure that public servants perform their assigned roles efficiently and effectively; second, to assess the overall performance and effectiveness of development and delivery strategies adopted by different departments; and third, to ensure that scarce resources are used efficiently (O'Driscoll 1993;Umihanic and Cebic 2012).…”

Teachers and Principals’ Views on Performance Appraisal in Public Primary Schools in Cape Coast Metropolis, Ghana

“…Bowles and Coates (1993)'s study found that the main use of the performance appraisal was to achieve work goals as well as accountable and control mechanism aimed at the individual employees and not as a training tool to benefit the employees. Taylor and O'Driscoll (1993) conducted a study to investigate how and why New Zealand organizations undertake appraisal process, and what difficulties they encounter during implementation. They found that the primary function of performance appraisal system is to provide performance feedback to employees, recognize good performance and identify strengths and weaknesses; to serve administrative and developmental purposes; to link it with pay; and to make decisions concerning termination, layoffs, transfers and new assignments.…”

Predictors of Participation in Performance Appraisal: A Voluntary System in a Blue‐Collar Work Environment

“…While knowledge or awareness can be obtained through proactive information-seeking behaviour or passively through mere coincidence or chance, the role of the organisation in the distribution of information cannot be underestimated. Information regarding initiation of PA must be clearly specified and understood by workers (Taylor and O'Driscoll 1993). Thus, awareness of performance review and the procedures required in the undertaking of a performance review were included as variables in this study.…”

“…Introduction P erformance appraisal (PA) is becoming increasingly popular within organisations with its uses extending from the provision of performance feedback, to the identification of worker strengths and weaknesses (Murphy and Williams 1989;Taylor and O'Driscoll 1993), as well as for making salary administration decisions (Cleveland et al 1989;Nankervis and Penrose 1990), rewarding and recognising valued performance, and motivating employees through tangible incentives (Fedor, Eder and Buckley 1989;Nemeroff and Wexley 1979;Northcraft and Earley 1989). Benefits associated with effective performance feedback include improved productivity (Baron 1988;Pritchard, Jones, Roth, Stuebing and Ekeberg 1988), goal acceptance (Vance and Collela 1990;Erez and Zidon 1984), performance satisfaction (Podsakoff and Farh 1989) and correcting improper work practices (Erez 1977;Vroom 1964).…”