• Title & authors

Ristiawansyah, Milna. "Literature Review: the Influence of Work Appraisal on Employee Performance in A Company." West Science Business and Management , vol. 1, no. 01, 2023, pp. 17-30.

Download citation file:

Literature Review: the Influence of Work Appraisal on Employee Performance in A Company Image

Employees are important assets for the company, because the roles and functions of employees aim to help expedite productivity and maximize performance and use time effectively and efficiently. This study aims to determine the effect of work assessment to performance employee in something company and also aim for review the effect of performance appraisal on employees in an organization or company. This study uses the Literature Review method or literature review. Performance appraisal is also known as a performance review, performance evaluation, or employee appraisal which aims to increase employee productivity in a company. The purpose of performance appraisal is as follows: (1) As a basis for decision making. (2) As a basis foresee or estimate performance with method correlate results test with rating result performance. (3) Give bait come back to employee, so that evaluation performance can function as a vehicle for self-development and employee career development. (4) Performance appraisal can help determine the objectives of the training program. (5) Performance appraisal can help diagnose organizational problems. The function of performance appraisal is to encourage performance improvement. Performance appraisal is used as a means of communicating with employees regarding how they work and what means are needed to change behavior and attitudes, as well as a means of developing their skills and knowledge. Good job evaluation is very closely used to evaluate employee performance in accordance with the components of the job evaluation being assessed, for example, attendance, honesty, responsibility, work ability, loyalty, obedience, leadership and cooperation, as well as employee initiatives or ideas. Good, effective and clear performance appraisals will make employees more motivated to continue working diligently, and good work appraisals will have an impact on the enthusiasm of employees in doing work.  

Analysis of Determinants of Village Administrative Service Quality Image

Table of contents

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

  • We're Hiring!
  • Help Center

paper cover thumbnail

Literature review to study effects of performance appraisal

Profile image of Sa Daf

to study effects of eprforamnce appraisal on professional developemnt

Related Papers

Simon mwambi

literature review on performance appraisal

Busola Kehinde

Performance appraisal and performance management were one of the emerging issues since last decade. Many organizations have shifted from employee's performance appraisal system to employee's performance management system. This paper has focused to study the evolution of employee's performance appraisal system, critics the system suffered and how the performance management system came to the practice. The main purpose of this paper is to differentiate these two systems, employee's performance appraisal and management system. This paper uses a review of the literature to evaluate the development of appraisal system and argues the critic areas of appraisal system. The review identified as advancement in the management field and growing complexity in corporate sectors demand more capable HR, so mare appraisal of employee's performance is not sufficient. Employee's contribution should be aligned with organizational objectives and strategy. Performance management eliminates the shortcomings of performance appraisal system to the some extent.

Nadeem Kureshi

Performance Management has been one of the most criticized yet widely implemented HR functional strategy that serves the sole purpose of ensuring the achievement of organizational objectives through the inimitable asset of an organization i.e. Human Resources. This study encompasses the case of National Bank of Pakistan (NBP) with regard to its performance management system called " Annual Performance Appraisal " (APA); detailing its initiation objectives back in 2000; how it evolves through the last decade; operational minutiae of its implementation while identifying the loopholes in the system. Going through the history of APA in NBP and perceptual opinions of our interviewees, distinct and unusually hyped non-popularity of the system is apparent; which was then explored through a data-collection instrument i.e. open-ended face-to-face/telephonic interview in terms of identifying most apparent reasons for this dislike of appraisals prevalent among the employed masses of the Bank, regardless of their position and performance. It has been seen that the system is plagued by different nature of problems ranging from Rater's related problems like biasness (both at conscious & unconscious level), psychological blocks and rating errors to System and Format related issues like criterion problems and lack of proper training and guidance about the system itself, all of which leaves the performance management at the Bank ineffective and unpopular with the employees. Through the conducted interviews and application of concepts of Performance Management, different remedies are being suggested for the Bank to solve the identified issues like planning a frequent feedback providence program, trainings, format and generic system related changes etc. which can lead NBP to build up on an effective linkage between individual performance and the overall strategy of the organization through translating these individual performance data into meaningful signals of performance of the Bank (Smith & Goddard, 2002).

shagufta moghal

CHALLENGES IN TEACHER APPRAISAL

OKRONIPA Ahiadorme Gabriel

International Journal of Human Resource Management

Amit Dhiman

Appraisee's perception of appraisal politics (APAP) is conceptualized to be formed by three perceptual dimensions. First is appraiser's manipulation of ratings to achieve their self-serving ends such as own reputation, maintaining good relationships, building in-groups, and handling dependency threats from appraisees. Second dimension constitutes fellow appraisees' upward influence behaviors to get higher ratings and rewards. Third dimension relates to the outcome of appraisal, i.e. pay and promotion decisions that can be discriminatory when performance is ignored. Such actions are detrimental for good performers and performance culture. Drawing from the organizational justice theories, it is proposed that APAP can be mitigated by those appraisal-related structural (e.g. criteria), process (e.g. voice) and contextual antecedents (e.g. relation with appraiser) that enhance appraisee's perceived control, understanding, and prediction of appraisal decision and process. These hypotheses were tested in the Indian family-owned organizations. The data were collected using survey questionnaire method from six organizations. Multivariate and structural equation modeling (SEM) analyses revealed that overall APAP had significant negative correlation with downward communication, and appraiser–appraisee relations. Importantly, these are appraiser-centric or appraiser-driven variables, thus implying appraiser's criticality in influencing perceptions. Post hoc SEM analysis revealed that communication processes (such as feedback) mediated effect of structural variables (such as criteria relevance), implying criticality of procedures over structural variables. The significance of communication processes implemented by appraiser implies that understanding cultural context is important when studying perceptual reactions such as APAP. Interestingly, post hoc analysis revealed that downward communication mediated the effect of voice on APAP, a result that may be idiosyncratic to the Indian cultural context. Specifically, higher appraiser–appraisee power distance in the Indian context may influence the perceived relevance and utility of processes such as voice (e.g. appeal), which may put appraisee in a slightly adversarial situation with appraiser. Further, higher paternalistic orientation may make processes like downward communication more desired by appraisee because these processes project superior as a guide and a coach, who is keen to handhold and support their subordinates. The implications of these results for practitioners are discussed.

Euro Asia International Journals

In this dynamic and ever exponentially changing global market, nothing can be measured with accuracy because business world made market attributes volatile. In the complex business world, human beings are the most valuable assets. Human resources attitude is also volatile as subjected to many experiences and situations. In such scenario, one needs to measure how Human Resources perform for the purpose of reward, assessment and knowledge. The tools & techniques innovated for measuring human productivity and performance with respect to the required capability, intellect and experience is under an umbrella named Performance Appraisal System. No single Performance Appraisal system can assure the reliability of its results. PAS can only be performed as impartial as possible by choosing the best fit method out of trending ones. Performance appraisal process is a continuous process to monitor the actual performance of the employee i,e the work done by the employees throughout the year. In this stage careful selection of the appropriate techniques of measurement such as personal observation, statistical reports, and written reports for measuring the performance is needed. This paper attempts to explain PAS followed in Indian IT companies.

British Academy of Management

Mark Camilleri

The performance appraisal (PA) is one of the performance management tools that is widely used to measure the productivity of academic employees in different contexts. Therefore, this paper has two main objectives. Firstly, it critically reviews the extant literature on performance management, including; Kaplan and Norton’s Balanced Scorecard Approach, among others. Secondly, it presents a qualitative research that explores the performance appraisal system in a higher education institution. The researcher has conducted semi-structured interview sessions with academic employees to analyse their opinions and perceptions toward their annual PA. The research participants revealed the costs and benefits of their PA exercise. They were aware that their educational leaders could pragmatically employ the PA’s metrics to improve their performance outcomes, in terms of stakeholder engagement, internal processes, organisational capacity and innovation, among other areas. This research implies that the PA instrument could lead to significant benefits for both the institution as well as for the personal development of individual academics.

Shadman Shakib

Politics is a trouble of administrative systems such as performance appraisals. It not only debilitates the system " s credibility in the eyes of various stakeholders, but also negatively affects the employees " morale and the organizational effectiveness. While admitting that rooting it out completely is impossible, it is in the organizational interest that it is mitigated to a large extent. In case of performance appraisals, appraisee and appraisers, both try to influence appraiser " s performance rating to advance self-interests. This research aims to investigate the link among anterior of appraisal politics and appraisee perception of appraisal politics. This study is primarily centered on empirically investigating the issue: influence of appraisal politics in organization and business performance for Bangladeshi company. Regression analysis, beta coefficient would be employed to analyze the data collected and it is envisaged that there would be a significant link between anterior of appraisal politics, appraisee perception of appraisal politics, and the organization " s performance. The reliability test expressed how much reliable each of the variable is. And finally spearman hypothesis testing had tried to find out the state of relation for each variable.

Joseph Attiah

This study seeks to investigate the assertion that staff performance appraisal was not being effectively implemented in the Local Government Service of Ghana. The East Mamprusi District Assembly was used for the case study. The rationale was to ascertain the truth or otherwise of this assertion and to make appropriate recommendations where necessary since it is believed that there is some correlation between staff performance appraisal and productivity. The data for the investigation was collected using questionnaire and interviews. Two sets of questionnaire were used, one for the appraisers and the other for the appraisees. The data obtained from the questionnaire was analysed using percentages because it lends itself to easy interpretation and also because figures can easily be presented either graphically or in percentiles. The study found out that generally, staff performance appraisal was not done regularly and systematically as should be the case at the Assembly. This was because while some members of staff were appraised in a particular year, others were not. According to the findings, only the members of staff, especially the senior staff, who were due for promotion interviews, were those who initiated appraisal for the purpose of the promotion interviews. Purposes such as target setting, performance review, training and rewards were all virtually ignored. The study recommends that management of District Assemblies, Organisations, Decentralised Departments and Institutions should effectively administer and appraise employees regularly. Key words: Performance appraisal system (PAS), appraisers, appraisees, productivity

RELATED PAPERS

fisseha deresse

IJMSBR Open Access Journal

ABDUL-RAZAK ABUBAKARI

IJSRP Journal

Adeola Olayiwola

mohamad mehdi karimpour

Zeinab NasserEddine

Dennis Tourish

Texas State PA Applied Research Projects

mulatu dessie

Abusi Opuada

yetsedaw yihunie

NANA BOAKYE ANIM A H

Muthu Kumaran

Cecilia Meilian

samuel owusu-ansah

Akintoye Akamoh , Toye Akamoh

OLUBIYI OLAYIWOLA S

IOSR Journals

Khalil Al-Jammal (Professeur Titre)

Dr. Nalla Bala Kalyan

endalu tigist

IOSR Journals publish within 3 days

International Journal

  •   We're Hiring!
  •   Help Center
  • Find new research papers in:
  • Health Sciences
  • Earth Sciences
  • Cognitive Science
  • Mathematics
  • Computer Science
  • Academia ©2023

International Journal of Professional Business Review

Purposes of Performance Appraisal: A Systematic Review and Agenda for Future Research

  • Ivan do Carmo Lameque https://orcid.org/0009-0006-9849-568X
  • Maria João Perdigão Velez https://orcid.org/0000-0002-9220-8524
  • Carlos Manuel Demony Almeida Botelho https://orcid.org/0000-0002-9171-4273

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 have been operationalized as an independent variable.

Research, Practical & Social implications : Our findings broaden the understanding on PAPs in different cultural and organizational contexts, especially in Asia and Africa. On the other hand, this article can help to improve the perception of appraisers and appraisees on the usefulness of the appraisal system. This way, helping to reduce the prevailing perception that RH practices are not efficient and effective.

Originality/value: The line of investigation on PAPs is aligned with previous research whose prevailing domain of administrative and development purposes is still a reality in studies on the topic. However, the novelty in this study is the growing concern with the accuracy and reliability dimension of PAPs.

Abdullah, S. A., Hussein, I. A., & Mejbel, M. K. (2023). Evaluating the Performance of People in the Central Bank of Iraq (Cbi) According To the European Excellence Model. International Journal of Professional Business Review, 8(2), 1–21. https://doi.org/10.26668/businessreview/2023.v8i2.657

Abunaila, A. S. H., & Kadhim, S. M. (2022). Improve the Competitive Advantage Through Human Resources Management Practices in the Iraqi Banking Sector. International Journal of Professional Business Review, 7(6), 1–20. https://doi.org/10.26668/businessreview/2022.v7i6.e891

Adams, J. S. (1963). Toward an understanding of inequity. Journal of Abnormal and Social Psychology, 67, 422-436. https://doi.org/10.1037/h0040968

Adler, S., Campion, M., Colquitt, A., Grubb, A.,Murphy, K., Ollander-Krane, R., & Pulakos, E. D. (2016). Getting rid of performance ratings: Genius or folly? A debate. Industrial and Organizational Psychology: Perspectives on Science and Practice, 9(2), 219–252. https://doi.org/10.1017/iop.2015.106

Aguinis, H. (2014). Performance management. Pearson Prentice Hall.

Ahmed, U., Kura, K. M., Umrani, W. A., & Pahi, M. H. (2020). Modelling the link between developmental human resource practices and work engagement: The moderation role of service climate. Global Business Review, 21(1), 31–53. https://doi.org/10.1177/0972150919837813

Ameen, A., & Baharom, D. (2019). Effect of performance appraisal system on employee performance in Nigerian civil service. Journal of Social Sciences and Humanities, 16(5), 1823–1841.

Aslam, S., Khan, M. B., & Ullah, N. (2017). Perceived performance appraisal purposefulness failure and in-role performance and retaliation : Testing injustice as mediator in public sector of Pakistan. European Journal of Bussiness and Management, 9(31), 57–68.

Barbieri, M., Micacchi, L., Vidè, F., & Valotti, G. (2021). The performance of performance appraisal systems: A theoretical framework for public organizations. Review of Public Personnel Administration, 0(0). https://doi.org/10.1177/0734 371X211043560

Bawole, J. N., Hossain, F., Domfeh, K. A., Bukari, H. Z., & Sanyare, F. (2013). Performance appraisal or praising performance? The culture of rhetoric in performance management in Ghana civil service. International Journal of Public Administration, 36(13), 953–962. https://doi.org/10.1080/01900692.2013.773030

Beckner, D., Highhouse, S., & Hazer, J. T. (1998). Effects of upward accountability and rating purpose on peer-rater inflation and delay: A field experiment. Journal of Organizational Behavior, 19(2), 209–214. https://doi.org/10.1002/(SICI)1099-1379(199803)19:2 <209::AID-JOB880>3.0.CO;2-O

Blau, P. M. (1964). Justice in social exchange. Sociological inquiry, 34(2), 193-206. https://doi.org/10.1111/j.1475-682X.1964.tb00583.x

Brown, T. C., O’Kane, P., Mazumdar, B., & McCracken, M. (2019). Performance management: A scoping review of the literature and an agenda for future research. Human Resource Development Review, 18(1), 47–82. https://doi.org/10.1177/153 4484318798533

Cambon, L., & Steiner, D. D. (2015). When rating format induces different rating processes: The effects of descriptive and evaluative rating modes on discriminability and accuracy. Journal of Business and Psychology, 30(4), 795–812. https://doi 10.1007/s10869-014-9389-y

Campbell, J. P., & Wiernik, B. M. (2015). The modeling and assessment of work performance. Annual review of organizational psychology and organizational behavior, 2(1), 47-74. https://doi: 10.1146/annurev-orgpsych-032414-111427

Cardy, R.L., and Dobbins, G.H. (1994). Performance appraisal: A consideration of alternative perspectives. Cincinnati.

Cheng, S. Y. (Cheryl). (2014). The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment. In International Journal of Human Resource Management 25(8), 1131–1148. https://doi.org/10.1080/09585192.2013.816864

Chiang, F.F.T. and Birtch, T.A. (2010). Appraising performance across borders: an empirical examination of the purposes and practices of performance appraisal in a multi-country context. Journal of Management Studies, 47, 1365–1393. https://doi.org/10.1111/j.1467-6486.2010.00937.x

Cleveland, J.N., Murphy, K. R. & Williams, R.E. (1989). Multiple uses of performance appraisal: prevalence and correlates. Journal of Applied Psychology, 74(1), 130-135. https://doi.org/10.1037/0021-9010.74.1.130

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Plenum Press.

Denisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management : 100 Years of Progress? Journal of Applied Psychology Performance 102(3), 421–433. https://doi.org/10.1037/apl0000085

DeNisi, A. S., Cafferty, T. P., & Meglino, B. M. (1984). A cognitive view of the performance appraisal process: A model and research propositions. Organizational Behavior and Human Performance, 33(3), 360–396. https://doi.org/10.1016/0030-5073(84)90029-1

Dorfman, P.W., Stephan, W.G., & Loveland, J. (1986) Performance appraisal behaviors: Supervisor perceptions and subordinate reactions. Personnel Psychology, 39 (3), 579-597. https://doi.org/10.1111/j.1744-6570.1986.tb00954.x

Duarte, N.T., Goodson, J.R. and Klich, N.R. (1994). Effects of dyadic quality and duration on performance appraisal. Academy of Management Journal, 37, 499–521. https://doi.org/10.5465/256698

Eyoun, K., Chen, H., Ayoun, B., & Khliefat, A. (2020). The relationship between purpose of performance appraisal and psychological contract: Generational differences as a moderator. International Journal of Hospitality Management, 86, 102449. https://doi.org/10.1016/j.ijhm.2020.102449

Farh, J.L., Cannellajr, A. A., & Bedeian, A.G. (1991). Peer ratings: the impact of purpose on rating quality and user acceptance. Group & Organization Studies, 16 (4), 367-386. https://doi.org/10.1177/105960119101600403

Fedor, D. B., & Bettenhausen, K. L. (1989). The impact of purpose, participant preconceptions, and rating level on the acceptance of peer evaluations. Group & Organization Management, 14(2), 182–197. https://doi.org/10.1177/1059601189 01400207

Galvão, M. C. B., & Ricarte, I. L. M. (2019). Revisão sistemática da literatura: conceitualização, produção e publicação. Logeion: Filosofia Da Informação, 6(1), 57–73. https://doi.org/10.21728/logeion.2019v6n1.p57-73

Garengo, P., A. Sardi, & S. S. Nudurupati. (2021). Human resource management (HRM) in the performance measurement and management (PMM) domain: A bibliometric review. International Journal of Productivity and Performance Management. 71(7), 3056-3077. https://doi.org/10.1108/IJPPM-04-2020-0177

Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123–136. https://doi.org/10.1016/j.hrmr.2010.09.004

Hajnal, G., & Staronova, K. (2021). Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model. International Journal of Public Sector Management, 34(7), 748–764. https://doi.org/10.1108/IJPSM-02-2021-0051

Hansen, A. (2021). The purposes of performance management systems and processes: a crossfunctional typology. International Journal of Operations & Production Management, 41(8), 1249-1271. https://doi.org/10.1108/IJOPM-04-2021-0245

Hofstede G (1980) Culture’s consequences: International differences in work related values. SAGE Publications.

Ikramullah, M., Shah, B., Khan, S., ul Hassan, F. S., & Zaman, T. (2012). Purposes of Performance Appraisal System: A perceptual study of civil servants in District Dera Ismail Khan Pakistan. International Journal of Business and Management, 7(3), 142–151. http://dx.doi.org/10.5539/ijbm.v7n3p142

Ikramullah, M., Van Prooijen, J-W., Iqbal, M. Z., & Ul-Hassan, F. S. (2016). Effectiveness of performance appraisal: developing a conceptual framework using competing values approach. Personnel Review, 45(2) 334 - 352. https://doi.org/10.1108/PR-07-2014-0164

Iqbal, M. Z. (2012). Expanded dimensions of the purposes and uses of performance appraisal. Asian Academy of Management Journal, 17(1), 41–63.

Iqbal, M. Z., Akbar, S., & Budhwar, P. (2015). Effectiveness of performance appraisal : An integrated framework. International Journal of Management Reviews 17 (4), 510–533. https://doi.org/10.1111/ijmr.12050

Iqbal, M. Z., Akbar, S., Budhwar, P., & Shah, S. Z. A. (2019). Effectiveness of performance appraisal: Evidence on the utilization criteria. Journal of Business Research, 101, 285–299. https://doi.org/10.1016/j.jbusres.2019.04.035

Jacobs, R., Kafry, D., & Zedeck, S. (1980). Expectations of behaviorally anchored rating scales. Personnel Psychology, 33(3), 595–640. https://doi.org/10.1111/j.1744-6570.1980.tb00486.x

Justin M.A., E. and Joy, M.M. (2022). Managing the most important asset: a twenty year review on the performance management literature. Journal of Management History, 28(3), 428-451. https://doi:10.1108/jmh-04-2021-0023

Khan, M. H., Hussain, A, & Khan, M. A. (2020). The Importance of organizational justice, appraisal purposes and employee satisfaction in performance appraisal system in academic sector of Pakistan. Journal of Accounting and Finance in Emerging Economies, 6(1), 191–200. https://doi.org/10.26710/jafee.v6i1.1079

Kim, T., & Holzer, M. (2016). Public Employees and performance appraisal: A study of antecedents to employees’ perception of the process. Review of public personnel administration, 36(1), 31–56. https://doi.org/10.1177/0734371X14549673

Krats, P., & Brown, T. C. (2013). Unionised employee’s reactions to the introduction of a goal-based performance appraisal system. Human Resource Management Journal, 23(4), 396–412. https://doi:10.1111/j.1748-8583.2012.00205.x

Lester, S. W., Standifer, R. L., Schultz, N. J., & Windsor, J. M. (2012). Actual versus perceived generational differences at work: An empirical examination. Journal of Leadership & Organizational Studies, 19(3), 341–354. https://doi.org /10.1177 /1548051812442747

Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57, 705-717. https://doi.org/10.1037/0003-066X.57.9.705

Lu, H., Yue, A., Han, Y., & Chen, H. (2018). Exploring the effect of different performance appraisal purposes on miners’ organizational citizenship behavior: the mediating role of organization identification. Sustainability, 10(11), 4254. https:// doi.org/10.3390/su10114254

Maley, J. (2013). Hybrid purposes of performance appraisal in a crisis. Journal of Management Development, 32 (10), 1093-1112. https://doi.org/10.1108/JMD-03-2012-0036

Morley, M. J., Murphy, K. R., Heraty, N., Mccarthy, J., & Cleveland, J. N. (2021). Home and host distal context and performance appraisal in multinational enterprises : A 22 country study. Human Resource Management, 60(5), 715-736. https://doi.org/10.1002/hrm.22056

Murphy, K. R. (2020). Performance evaluation will not die, but it should. Human Resource Management Journal, 30(1), 13–31. https://doi.org/10.1111/1748-8583.12259

Nazaruddin, I., Sofyani, H., Hayati, S. R., Suryaningrum, E., & Putri, C. M. (2020, November). Lecturers’ Perception of the Purpose of Performance Appraisal System [Paper presentation]. 8th International Conference of Entrepreneurship and Business Management Untar (ICEBM 2019), Kuala Lumpur, Malaysia.

Ohemeng, F. L. K., Zakari, H. B., & Adusah-Karikari, A. (2015). Performance ppraisal and Its use for individual and organisational improvement in the civil service of Ghana: The case of much ado about nothing? Public Administration and Development, 35(3), 179–191. https://doi.org/10.1002/pad.1718

Palaiologos, A., Papazekos, P., & Panayotopoulou, L. (2011). Organizational justice and employee satisfaction in performance appraisal. Journal of European Industrial Training, 35(8), 826–840. https://doi.org/10.1108/03090591111168348

Poursafar, A., Rajaeepour, S., Seyadat, S. A., & Oreizi, H. R. (2014). The relationship between developmental performance appraisal, organizational support, organizational commitment and task performance: Testing a mediation model. International Journal of Human Resource Studies, 4(2), 50. http://dx.doi.org/10.52 96/ijhrs.v4i2.5765

Pulakos, E. D., Mueller-Hanson, R., & Arad, S. (2019). The Evolution of Performance Management: Searching for Value. Annual Review of Organizational Psychology and Organizational Behavior, 6(June 2018), 249–271. https://doi.org /10.1146/annu rev-orgpsych-012218-015009

Qiu, M., Hu, B., Xu, Z., & Li, Y. (2015). Employees’ psychological ownership and self-efficacy as mediators between performance appraisal purpose and proactive behavior. Social Behavior and Personality, 43(7), 1101–1110. https://doi.org/10.22 24/sbp.2015.43.7.1101

Quinn, R. and Rohrbaugh, J. (1983), “A spatial model of effectiveness criteria: towards a competing values approach to organizational analysis”, Management Science, 29 (3), 363-377. https://doi:10.1287/mnsc.29.3.363

Salgado, J. F., & Moscoso, S. (2019). Meta-analysis of interrater reliability of supervisory performance ratings: Effects of appraisal purpose, scale type, and range restriction. Frontiers in Psychology. https://doi.org/10.3389/fpsyg.2019.022 81

Selvarajan, T. T., & Cloninger, P. A. (2012). Can performance appraisals motivate employees to improve performance? A Mexican study. International Journal of Human Management, 23(15), 3063–3084. https://doi.org/10.1080/09585192.2011 . 637069

Sharma, A., & Sharma, T. (2017). HR analytics and performance appraisal system: A conceptual framework for employee performance improvement. Management Research Review, 40(6), 684–697. https://doi.org/10.1108/MRR-04-2016-0084

Sutton, A. W., Baldwin, S. P., Wood, L., & Hoffman, B. J. (2013). A Meta-Analysis of the Relationship Between Rater Liking and Performance Ratings. Human Performance, 26(5), 409–429. https://doi.org/10.1080/08959285.2013.836523

Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management, 14, 207–222. https://doi.org/10.1111/1467-8551.00375

Tsai, C. J., & Wang, W. L. (2013). Exploring the factors associated with employees’ perceived appraisal accuracy: A study of Chinese state-owned enterprises. International Journal of Human Resource Management, 24(11), 2197–2220. https: //doi.org/10.1080/09585192.2012.723019

Vidè, F., Micacchi, L., Barbieri, M., & Valotti, G. (2022). The Renaissance of Performance Appraisal: Engaging Public Employees Through Perceived Developmental Purpose and Justice. Review of Public Personnel Administration, 1–29. https://doi.org/10.1177/0734371X221116584

Vroom, V.H. (1964). Work and motivation. John Wiley & Sons.

Youngcourt, S. S., Leiva, P.I. & Jones, R. G. (2007). Perceived purposes of performance appraisal: correlates of individual- and position-focused purposes on attitudinal outcomes. Human Resource Development Quarterly, 18(3), 315-43. https://doi.org/10.1002/hrdq.1207

Zimmerman, R. D., Mount, M. K., & Goff, M. (2008). Multisource feedback and leaders’ goal performance: Moderating effects of rating purpose, rater perspective, and performance dimension. International Journal of Selection and Assessment, 16(2), 121–133. https://doi.org/10.1111/j.1468-2389.2008.00417.x

literature review on performance appraisal

How to Cite

  • Endnote/Zotero/Mendeley (RIS)

Copyright (c) 2023 Ivan do Carmo Lameque, Maria João Perdigão Velez, Carlos Manuel Demony Almeida Botelho

Creative Commons License

This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License .

Authors who publish in this journal agree to the following terms: the author(s) authorize(s) the publication of the text in the journal;

The author(s) ensure(s) that the contribution is original and unpublished and that it is not in the process of evaluation by another journal;

The journal is not responsible for the views, ideas and concepts presented in articles, and these are the sole responsibility of the author(s);

The publishers reserve the right to make textual adjustments and adapt texts to meet with publication standards.

Authors retain copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Atribuição NãoComercial 4.0 (http://creativecommons.org/licenses/by-nc/4.0/), which allows the work to be shared with recognized authorship and initial publication in this journal.

Authors are allowed to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (e.g. publish in institutional repository or as a book chapter), with recognition of authorship and initial publication in this journal.

Authors are allowed and are encouraged to publish and distribute their work online (e.g. in institutional repositories or on a personal web page) at any point before or during the editorial process, as this can generate positive effects, as well as increase the impact and citations of the published work (see the effect of Free Access) at  http://opcit.eprints.org/oacitation-biblio.html

Crossref

Make a Submission

Current issue.

literature review on performance appraisal

             VISITORS

literature review on performance appraisal

  • Practicable Vocational and Entrepreneurial Skills Acquisition for job Creation and Poverty Alleviation Among Nigerian Youths 95
  • The Power of Artificial Intelligence in Recruitment: An Analytical Review of Current AI-Based Recruitment Strategies 81
  • The Impact of Training on Improving Employee Performance: A Case Study on Employees in the Directorate of Education of Ma'an District 76
  • A Study on Effect of Employee Diversity on Organizational Performance 71
  • A Perspective of Digital Marketing in Rural Areas: a Literature Review 44

Intern. Journal of Profess. Bus. Review ( e-ISSN: 2525-3654)

E-mail Contact: [email protected] and [email protected]  

OPEN ACCESS PUBLICATIONS LLC.

Number of the company L22000259354

1191 E Newport Center Dr. #103 Deerfield Beach, FL 33442 - Florida United States of America

Licença Creative Commons

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

literature review on performance appraisal

IMAGES

  1. Review of Literature on Performance Appraisal by Writing a Literature

    literature review on performance appraisal

  2. Critical essay: 360 degree performance appraisal literature review

    literature review on performance appraisal

  3. Literature review on performance appraisal doc by candacefanfa

    literature review on performance appraisal

  4. Literature Review on Performance Evaluation

    literature review on performance appraisal

  5. (PDF) Performance appraisal of employees: a literature review

    literature review on performance appraisal

  6. ⇉Literature Review of Performance Appraisals and Motivation Theories

    literature review on performance appraisal

VIDEO

  1. Literature Review Tip 7 I Dr Dee

  2. Literature Review (Part 2)

  3. Top Performance Appraisal Tips for Employees

  4. Literature Review| National Workshop on Research Methodology| RES

  5. Traditional Methods of Performance Appraisal

  6. Employee Performance Appraisal

COMMENTS

  1. Common Mistakes to Avoid When Conducting Employee Performance Appraisals

    Employee performance appraisals are a crucial tool for evaluating and improving the performance of your workforce. However, when not conducted properly, they can do more harm than good.

  2. What Is a 360-Degree Performance Appraisal?

    A 360-degree performance appraisal is an employee evaluation tool that includes feedback from a supervisor, subordinates, colleagues and customers. The supervisor’s assessment is similar to a top-down evaluation.

  3. How Do You Write a Rebuttal to a Performance Appraisal?

    To write a rebuttal to a negative performance review, an employee should quote the erroneous sections of the review that need rebuttal. The individual should keep a positive tone throughout the letter and express optimism regarding the reso...

  4. A LITERATURE REVIEW ON PERFORMANCE APPRAISAL

    Shendge Rajendra, A Literature Review On Performance. Appraisal Methods/ Techniques , Palarch's Journal Of Archaeology Of. Egypt/Egyptology 18(8), 4279-4283.

  5. A REVIEW OF LITERATURE ON THE PERFORMANCE APPRAISAL

    Performance appraisal is frequent review of the performance of the employees in their job and their contribution to the organisation. These appraisals will

  6. Literature Review: the Influence of Work Appraisal on Employee

    This study uses the Literature Review method or literature review. Performance appraisal is also known as a performance review, performance evaluation, or

  7. Chapter 3: Literature Review

    Performance appraisals are most commonly undertaken to let an employee know how his/her performance compares with the supervisor's expectations, whether they

  8. performance appraisal systems and implementations: a literature

    In recent years, a number of works have been published on different aspects of performance appraisal. Some of these works make literature review on.

  9. (PDF) Performance appraisal of employees: a literature review

    Abstract. The amount of research regarding the topic "Performance Appraisal" is so vast. ... Introduction: Organization are run and steered by

  10. (PDF) Review of Related Literature on Performance Appraisal, Self

    appraisals have greatly influenced teacher performance. ... Performance. ... only one dimension i.e., salary & compensation. ... and job satisfaction

  11. 5 CHAPTER 2 LITERATURE REVIEW AND THEORITICAL

    2.1 Literature Review. Performance Appraisal can be defined as a system that involves setting employee standards, looking at employees' actual job

  12. A STUDY ON EMPLOYEES PERFORMANCE APPRAISAL ...

    REVIEW OF LITERATURE: Cummings (1973) in an article titled, "A field experimental study of the effects of two performance appraisal system"

  13. Literature review to study effects of performance appraisal

    Throughout the vast amount of journal articles and research on performance appraisal, there is a substantial view that while performance appraisal seems like a

  14. Purposes of Performance Appraisal: A Systematic Review and

    Performance management: A scoping review of the literature and an agenda for future research. Human Resource Development Review, 18(1), 47–82.