Main Article Content
Abstract
This comprehensive review examines the impact of performance appraisal systems on employee motivation and organizational success. Performance appraisals, a pivotal component of modern human resource management, are instrumental in evaluating employee performance, guiding HR decisions, and fostering organizational growth. The review highlights the evolution of these systems from simple merit ratings to sophisticated models, such as 360-degree feedback, reflecting the complexity of performance assessment. Key findings demonstrate that robust appraisal systems significantly influence HR functions, including employee development, promotions, compensation, retention, and succession planning. Effective appraisal systems are shown to enhance employee motivation, ensure merit-based career progression, and contribute to organizational efficiency. However, the review also identifies several challenges in implementing performance appraisal systems, including biases in evaluations, inadequate training of appraisers, communication barriers, and resistance to change. These challenges can undermine the fairness and effectiveness of appraisal processes, potentially leading to employee dissatisfaction and decreased morale. The article underscores the importance of addressing these challenges by ensuring objectivity, transparency, and alignment with organizational goals. By integrating well-designed performance appraisal systems into HR practices, organizations can better align their workforce with strategic objectives, thereby enhancing overall performance and achieving long-term success. This review provides valuable insights for HR professionals seeking to optimize their performance management strategies to drive organizational success.
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References
- Aguinis, H. (2013). Performance management (3rd ed.). Pearson. https://doi.org/10.1002/9781118764282.eeltv0300
- Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60(1), 451-474. https://doi.org/10.1146/annurev.psych.60.110707.163505
- Allen, D. G., & Griffeth, R. W. (2001). Test of a mediated performance turnover relationship highlighting the moderating roles of visibility and reward contingency. Journal of Applied Psychology, 86(5), 1014-1021. https://doi.org/10.1037/0021-9010.86.5.1014
- Brown, M., Hyatt, D., & Benson, J. (2010). Consequences of the performance appraisal
- experience. Personnel Review, 39(3), 375-396. https://doi.org/10.1108/00483481011030557
- DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), 421-433. https://doi.org/10.1037/apl0000085
- DeNisi, A. S., & Smith, C. E. (2014). Performance appraisal, performance management, and firm-level performance: A review, a proposed model, and new directions for future research. Academy of Management Annals, 8(1), 127-179. https://doi.org/10.5465/19416520.2014.873178
- Folger, R., & Cropanzano, R. (1998). Organizational justice and human resource management. Sage Publications. https://doi.org/10.4135/9781452231382
- Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (8th ed.). Pearson. https://doi.org/10.1016/0099-1767(91)90021-7
- Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269-288. https://doi.org/10.1002/hrm.20279
- Kuvaas, B. (2006). Performance appraisal satisfaction and employee outcomes: Mediating and moderating roles of work motivation. International Journal of Human Resource
- Management, 17(3), 504-522. https://doi.org/10.1080/09585190500521581
- London, M. (2014). Performance management: A comprehensive approach. Routledge. https://doi.org/10.4324/9781315803186
- Milkovich, G. T., Newman, J. M., & Gerhart, B. (2016). Compensation (12th ed.). McGraw-Hill Education.
- Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers (2nd ed.). Routledge. https://doi.org/10.4324/9780429469231
- Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Fundamentals of human resource management (7th ed.). McGraw-Hill Education.
- Pulakos, E. D., Hanson, R. M., Arad, S., & Moye, N. (2019). Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology, 12(1), 39-44. https://doi.org/10.1017/iop.2018.5
- Rothwell, W. J. (2015). Effective succession planning: Ensuring leadership continuity and building talent from within (5th ed.). AMACOM.
- Tziner, A., & Rabenu, E. (2018). The quest for effective performance appraisal. Human Resource Management Review, 28(1), 17-32. https://doi.org/10.1016/j.hrmr.2017.06.002
References
Aguinis, H. (2013). Performance management (3rd ed.). Pearson. https://doi.org/10.1002/9781118764282.eeltv0300
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60(1), 451-474. https://doi.org/10.1146/annurev.psych.60.110707.163505
Allen, D. G., & Griffeth, R. W. (2001). Test of a mediated performance turnover relationship highlighting the moderating roles of visibility and reward contingency. Journal of Applied Psychology, 86(5), 1014-1021. https://doi.org/10.1037/0021-9010.86.5.1014
Brown, M., Hyatt, D., & Benson, J. (2010). Consequences of the performance appraisal
experience. Personnel Review, 39(3), 375-396. https://doi.org/10.1108/00483481011030557
DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), 421-433. https://doi.org/10.1037/apl0000085
DeNisi, A. S., & Smith, C. E. (2014). Performance appraisal, performance management, and firm-level performance: A review, a proposed model, and new directions for future research. Academy of Management Annals, 8(1), 127-179. https://doi.org/10.5465/19416520.2014.873178
Folger, R., & Cropanzano, R. (1998). Organizational justice and human resource management. Sage Publications. https://doi.org/10.4135/9781452231382
Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (8th ed.). Pearson. https://doi.org/10.1016/0099-1767(91)90021-7
Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269-288. https://doi.org/10.1002/hrm.20279
Kuvaas, B. (2006). Performance appraisal satisfaction and employee outcomes: Mediating and moderating roles of work motivation. International Journal of Human Resource
Management, 17(3), 504-522. https://doi.org/10.1080/09585190500521581
London, M. (2014). Performance management: A comprehensive approach. Routledge. https://doi.org/10.4324/9781315803186
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2016). Compensation (12th ed.). McGraw-Hill Education.
Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers (2nd ed.). Routledge. https://doi.org/10.4324/9780429469231
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Fundamentals of human resource management (7th ed.). McGraw-Hill Education.
Pulakos, E. D., Hanson, R. M., Arad, S., & Moye, N. (2019). Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology, 12(1), 39-44. https://doi.org/10.1017/iop.2018.5
Rothwell, W. J. (2015). Effective succession planning: Ensuring leadership continuity and building talent from within (5th ed.). AMACOM.
Tziner, A., & Rabenu, E. (2018). The quest for effective performance appraisal. Human Resource Management Review, 28(1), 17-32. https://doi.org/10.1016/j.hrmr.2017.06.002