Analysis of the use of Performance Evaluation theoretical foundations in empirical studies: an investigation in publications aiming at future research questions (original) (raw)
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DEVELOPMENT OF PERFORMANCE EVALUATION THEME: A SYSTEMATIC ANALYSIS OF THE LITERATURE
2019
The objective of this research was to identify the development of literature on performance evaluation. It is an exploratory and descriptive research study, with a quali-quantitative approach through bibliometric analysis, using the ProKnow-C intervention instrument. The analyses showed that the main featured article was by Neely, Gregory and Platts (1995). The most influential article in the portfolio was Bourne et al. (2000), with the highest level of betweenness. There are four large clusters of prominent authors Neely, Bourne, Platts, Kennerley, Franco-Santos, Martinez and Bititci. The field of operations covers 50%; management and strategy cover 42% of the works while accounting covers only 8% of empirical studies. There is great emphasis on performance measurement (55%). The Balanced Scorecard is the tool that predominates in 23% of studies; in 30% of the works, was developed by proposing models based on the literature while in 24% of them it was based on a proposal developed by the authors. The study contributed to broaden the knowledge about the subject in order to allow an overview of the literature, when knowing the main authors working on the theme, periodicals, articles, themes, tools and areas of practice. Emerging views on the subject are also presented.
Alternative paradigms and the study and practice of performance management and evaluation
Human Resource Management …, 2011
Performance management and evaluation (PME) is a well-established element of any organizational system of human resource management. However, the research field for PME is dominated by a one-dimensional approach located within positivist ontology. This paper explores and compares this positivist approach to PME with approaches located in other paradigms, more specifically interpretivism and critical theory. The paper argues that paradigmatic diversity in the study of PME would contribute a multidimensional, more sophisticated and nuanced approach. While research on PME within interpretivist and critical paradigms has been conducted over many years it is largely ignored or rejected in North America where a focus on managerialist prescriptions drives the research agenda. This paper calls for innovation through paradigmatic diversity in PME research and scholarship rather than further, incremental development of prescriptive models.
Journal of Management, 1992
On the surface, it is not readily apparent how some performance appraisal research issues inform performance appraisal practice. Because performance appraisal is an applied topic, it is useful to periodically consider the current state of performance research and its relation to performance appraisal practice. This review examines the performance appraisal literature published in both academic and practitioner outlets between 1985 and 1990, briefly discusses the current state of performance appraisal practice, highlights the juxtaposition of research and practice, and suggests directions for further research. 4 provides an overview of the current state of performance appraisal practice in U.S. organizations, (3) compares the trends in performance appraisal research with the issues emerging in practice, and (4) proposes research to address what appear to be the understudied or overlooked issues.
Effectiveness of Performance Appraisal: An Integrated Framework
International Journal of Management Reviews, 2014
Based on a robust analysis of the existing literature on performance appraisal (PA), this paper makes a case for an integrated framework of effectiveness of performance appraisal (EPA). To achieve this, it draws on the expanded view of measurement criteria of EPA, i.e. purposefulness, fairness and accuracy, and identifies their relationships with ratee reactions. The analysis reveals that the expanded view of purposefulness includes more theoretical anchors for the purposes of PA and relates to various aspects of human resource functions, e.g. feedback and goal orientation. The expansion in the PA fairness criterion suggests certain newly established nomological networks, which were ignored in the past, e.g. the relationship between distributive fairness and organization-referenced outcomes. Further, refinements in PA accuracy reveal a more comprehensive categorization of rating biases. Coherence among measurement criteria has resulted in a ratee reactions-based integrated framework, which should be useful for both researchers and practitioners.
Performance appraisal and management: The developing research agenda
Performance appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrating HR activities and business policies. As a result of this, the research on the subject has moved beyond the limited con nes of measurement issues and accuracy of performance ratings and has begun to focus more of social and motivational aspects of appraisal. This article identi es and discusses a number of themes and trends that together make up the developing research agenda for this eld. It breaks these down in terms of the nature of appraisal and the context in which it operates. The former is considered in terms of contemporary thinking on the content of appraisal (contextual performance, goal orientation and self awareness) and the process of appraisal (appraiser-appraisee interaction, and multi-source feedback). The discussion of the context of appraisal concentrates on cultural diVerences and the impact of new technology. In reviewing these emerging areas of research, the article seeks to explore some of the implications for appraisal practice at both organizational and individual levels.
Purposes of Performance Appraisal: A Systematic Review and Agenda for Future Research
International Journal of Professional Business Review
Purpose: This study expands the knowledge on theoretical and practical performance appraisal purposes (PAPs) explanations. Theoretical framework: Performance Appraisal (PA) has already demonstrated its peculiar characteristic of being the foundation on which decision-making on other Human Resource (HR) policies is based, such as salary increase, training, identification and separation of poor performance. Despite that, there is a general understanding that among the criteria for measuring performance appraisal effectiveness, PAPs have been little explored by academics and researchers. However, the importance of PAPS in employees' reactions is recognized. Design/methodology/approach: Based on a systematic literature review, we synthesized 24 peer-reviewed journal papers published in the last ten years: 2012-2022. Findings: The descriptive results suggest that there has been a decrease in interest in researching on PAPs. At some time, the thematic results suggest that PAPs h...
Performance appraisal: dimensions and determinants
The International Journal of Human Resource Management, 2019
Performance Appraisal: Dimensions and Determinants * The determinants of the dimensions that shape a formal system of performance appraisal are studied in relation to a sample of Spanish manufacturing establishments. In particular, the factors that influence the measures used to evaluate performance, the person who carries out such appraisal and its frequency are analysed. Our results show that the characteristics of the establishment exert a significant influence on the configuration of performance appraisal. Specifically, we find that the use of practices complementary to performance evaluation and the structural factors of the establishment are found to correlate closely with the dimensions of formal performance appraisal.
Toward Narrowing the Research‐Practice Gap in Performance Appraisal
Personnel Psychology, 1985
Recently, performance appraisal researchers have adopted a cognitive approach to analyzing judgment processes in performance appraisal. While this approach allows researchers to tap a wealth of knowledge applicable to the appraisal context, this line of research is likely to widen the already existing gap between research and practice. We argue that coordination of the talents of researchers and practitioners is essential for narrowing the gap. Specifically, we suggest researchers focus their research on the best methods of ensuring use of relevant and valid data in appraisal, given organizational constraints. We also suggest practitioners focus on determining observable and measurable aspects of performance, and thus, specify appropriate appraisal content. We also note that cognitive process research has promise for increasing raters' ability to judge accurately, but that this approach does not necessarily address the rater's willingness to provide accurate ratings. Organizations continue to express disappointment in performance appraisal systems despite advances in appraisal technology. Appraisal reliability and validity still remain major problems in most appraisal systems, and new (and presumably improved) appraisal systems are often met with substantial resistance. In essence, effective performance appraisal in organizations continues to be a compelling but unrealized goal. Problems associated with performance appraisal are documented in volumes of articles in scientific and trade journals. Both researchers Authors are listed alphabetically.
Missing links in performance appraisal: A conceptual study
International Journal of Advanced Research in Management and Social Sciences, 2015
Thousands of studies on Performance Appraisal (PA) exist in both the academic and practitioner literatures. The intended purpose of many of these works is somehow link PA to performance. The first section of this research aimed in comprehending the broad and complex mix of performance appraisal practices, issues, challenges and pitfalls. The missing links were identified using available literature, theory and practices in different countries, as well as across industries. On the basis of gaps identified, the later section of this paper highlighted that the effectiveness of performance appraisal can be enhanced by designing a performance appraisal system that fits the culture and strategy of the organization and also strongly supports a quality-driven management strategy through which many familiar pitfalls of appraisal programs can be avoided. The holistic approach was adopted to address the issue of missing links and to making PA more effective.
An Integrated And Empirical Model Of Performance Assessment-A Case Study
The Annals of University of Oradea, Economic Series; Tom XIX, vol. 1, pp. 703-708, 2010
In this paper we present a new and competitive personnel assessment procedure, developed and tested on the General Social Care and Child Protection Department of Bihor County. The procedure is based on behavioral anchors evaluation scales and has a seven folded structure, completed by the employee and the hierarchical coordinator. The evaluation of this scale proved valid and also reveled the fact that in assessing the professional performances we cannot use only the self-evaluation, which is under the risk of subjective influence, but in the same time we cannot use only the evaluation of managers because they don't capture specific aspects of behavior on the workplace.