Phd Thesis Performance Appraisal

Phd Thesis Performance Appraisal-46
Future research is recommended and implications are shared to contribute to the scholarly and practical community.[The dissertation citations contained here are published with the permission of Pro Quest LLC.

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Business and management researchers have shown that performance appraisals have continued to remain a standard component of the human resource management (HRM) function and play an integral role in contributing to employee performance and job satisfaction levels.

There is a limited knowledge on the meanings, experiences, and perceptions of organizational members regarding performance appraisal and how the various experiences and perceptions are perceived to bear on organizational outcomes.

With this qualitative study, I explored the experiences and perceptions of organizational personnel regarding performance appraisal systems and how these are perceived to bear on work outcomes.

Results of the study revealed five significant themes: (a) essential descriptions of performance appraisal, (b) perceived rewards of performance appraisal, (c) differences and similarities of performance appraisal systems across different organizations, (d) perceived association of performance appraisal systems and work outcomes, and (e) recommended changes in performance appraisal systems.

Employees who have positive experiences with the system associate performance appraisal with something equally beneficial to employees’ improvement and the operational performance of the organization.Research findings showed that employee perceptions of performance appraisals are critical and remain an invaluable component of the human resource function to benefit management executives and should include basic knowledge and employee input in the appraisal design and process.Implications for possible positive social change may include enhanced insights, knowledge, and understanding of the perceptions of performance appraisals that may enhance management decisions through fair, just, and accurate employee appraisals that will positively translate to job satisfaction.The supplemental file or files you are about to download were provided to Pro Quest by the author as part of a dissertation or thesis.The supplemental files are provided "AS IS" without warranty.Using case study as research design, a detailed analysis of semi-structured interview involving organizational personnel (leaders, managers, and frontline employees) who lived in northeastern New York, and working in various disciplines and professions was conducted and recorded.NVivo software was used in generating the major thematic links and invariant constituents of the study.Four revelations emerged from the data: (a) academic leaders empathize and experience role conflict when motivating employees towards meeting job expectations; (b) academic leaders direct faculty performance through structured practices; (c) academic leaders influence faculty performance through empathetic acts; and (d) although academic leaders assess faculty performance, external factors influence decisions.The results demonstrate how academic leaders experience their processes and how they make sense of obligations.By continuing to use this site, you consent to the use of cookies.We use cookies to offer you a better experience, personalize content, tailor advertising, provide social media features, and better understand the use of our services.


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