Literature Review

Literature review.
Performance appraisal
Performance Management system is now widely recognized as a significant vehicle for improving performance and productivity of both employees and organizations. Therefore many organizations are reexamining their current performance management systems. This research evaluates the efficacy of current performance appraisal systems and then identifies the significance and implications of the introduction of 360 degree feedback as a form of appraisal and its impact on the productivity of employees in Pakistans Banking Sector. For this purpose, qualitative research was conducted through questionnaires. The findings of the survey revealed that ranking method and management by objectives are the two most commonly used appraisal systems in the industry, but a strong preference has been observed for implementation of the 360 degree feedback system. However, most of the respondents felt that 360 degree feedback will lead to no or very small increase in productivity.
Pr Zehra Roofi BUDHWANI ([email protected]) (Bahria University Karachi Campus, Pakistan)
Dr. Amanat Ali JALBANI ([email protected]) (SZABIST, Pakistan)
http://ideas.repec.org/a/sgv/gjsg01/v2i2p66-81.html Henderson, R.I. (1984), Practical Guide to Performance Appraisal, Reston Publishing, Virginia. Stoner and Freeman (1992) further stated that performance appraisals serve four primary purposes. These purposes included: (1) to let subordinates know formally how their current performance is being rated; (2) to identify subordinates who deserve merit raises; (3) to locate individuals who need additional training; and (4) to identify candidates for promotion ( p. 392). Latham and Wexley (1994) define performance appraisal a . . . any personnel decision that affects an employees retention, termination, promotion, demotion, transfer, salary increase or decrease, or admission into a training program (p. 4). Latham, G.P. and Wexley, K.N. (1994), Increasing Productivity Through Performance Appraisal, Addison-Wesley, Reading, MA.
However the factors, employee training, Performance based pay, and management by objectives were the key factors that influenced Employee performance as indicated by the respondents whereby the rated the three to a great Extent. However, the factor, competence, assessment and development could not be ignored since it was rated to a moderate extent by the employees an indication that it also contributed a lot to employee performance. Employee performance The first thing to remember is that employee performance does not occur in a vacuum. We have to take a systems perspective and look not only at our employees, but also at the environments in which we expect them to perform. It has been said that if we put good performers in bad systems, the systems will win every time. We know that behavior in any facet of our lives is a function not only of the person, but also of the environmentmore specifically, of the interaction of the person and the environment. Behaviors at work, then, are a function of the interaction of our employees (with their person factors) and the work environment (all the organizational systems factors). And it is behaviors thOnce we are sure a solid basic HR foundation is in place, there are two more issues for HR organizations and HR Managers who wish to be key players in improving employee performanceand who wish to do more than provide the traditional HR solutions. The first is to understand the methodology for diagnosing human performance problems and designing and implementing performance improvement interventions. The second is to forge effective partnerships with line managers. at lead to performance. the factors, employee training, Performance based pay, and management by objectives were the key factors that influenced Employee performance relationship The research revealed that competence, assessment and development, management by Objectives, performance based pay and employee training all had an effect on employee Performance. Performance appraisal is one of the most problematic components of human resource (HR) management (e.g. Allen and Mayfield, 1983). All involved parties supervisors, employees, and HR administrators typically are dissatisfied with their organization's performance appraisal system (Smith et al., 1996) One factor that contributes to an effective performance appraisal system entails ensuring that the system
focuses on performance variables as opposed to personal traits (Smither, 1998). All businesses use pay, promotion, bonuses or other types of rewards to encourage high levels of performance (Cameron and Pierce, 1977).
One of the most important functions of management is to evaluate the performance of the organizations employees (Stoner and Freeman, 1992). Stoner and Freeman (1992) further stated that performance appraisals serve four primary purposes. These purposes included: (1) to let subordinates know formally how their current performance is being rated; (2) to identify subordinates who deserve merit raises; (3) to locate individuals who need additional training; and (4) to identify candidates for promotion ( p. 392).

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Literature review.

Pr Zehra Roofi BUDHWANI ([email protected]) (Bahria University Karachi Campus, Pakistan)

Dr. Amanat Ali JALBANI ([email protected]) (SZABIST, Pakistan)

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