Phd Thesis Performance Appraisal

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.

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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.

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.

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.By using our site, you agree to our collection of information through the use of cookies. Google(); req('single_work'); $('.js-splash-single-step-signup-download-button').one('click', function(e){ req_and_ready('single_work', function() ); new c. 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.The conceptual framework for this study was rooted in organizational justice and motivational theory.Research questions examined the perceptions of employees of performance appraisals on job satisfaction.The interview transcripts were analyzed through the lens of path-goal theory and contingent decision making.Data analysis revealed themes offering insight into the shared experiences of the participants.Qualitative data were collected in this multiple case study using face-to-face interviews of 20 participants.Data were organized, coded, and analyzed for emergent themes and patterns that aligned with the research questions.


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