Performance Appraisal and Employees' Perceptions

• Autorzy: Ehtasham Ghauri , Philip A. Neck

Warianty tytułu

Ocena efektów pracy a postrzeganie pracowników

• Języki publikacji: EN

Abstrakty

Tło badań. Niniejsze badania dostarczają empirycznych dowodów w odniesieniu do procedur oceny efektów pracy pracowników sprzedaży i ich postrzegania (PA) w przemyśle farmaceutycznym. Wcześniejsze badania sugerują, że procesy organizacyjne wzmacniają postrzeganie wśród pracowników oraz, że są czynnikami wyzwalającymi zadowolenie pracowników i ich zdolność zapamiętywania, jak również zwiększają tarcia wśród pracowników, które mogą mieć wpływ na zadowolenie klientów i funkcjonowanie organizacji.
Cele badań. Niniejsze badanie identyfikuje czynniki krytyczne dotyczące oceny efektów pracy.
Metodyka. Aby osiągnąć ten cel, zostały przeprowadzone wielokrotne jakościowe pogłębione studia przypadków.
Kluczowe wnioski. W szczególności, stwierdzono siedem czynników odpowiedzialnych za powstawanie większości negatywnego postrzegania u pracowników sprzedaży w odniesieniu do procesu PA oraz organizacji. Idąc dalej, badanie sugeruje potrzebę sformułowania jasnych definicji efektywności organizacyjnej i postawienia celów strategicznych, a także wzięcia pod uwagę takich czynników jak: cele ćwiczenia PA, właściwe mechanizmy informacji zwrotnej związane z procesem oraz ich sprzężenie z jasnym systemem nagród, aby umożliwić organizacjom funkcjonującym w branży uzyskania korzyści proceduralnych i organizacyjnych. Zapewnione wsparcie dla prowadzenia prac terenowych w Pakistanie. (abstrakt oryginalny)

EN

Background. This research provides empirical evidence relating to sales employee perceptions and performance appraisal (PA) procedures in the pharmaceutical industry. Previous studies suggest that organisational processes underpin perceptions among employees, and are trigger factors for employee satisfaction and retention as well as higher employee attrition that can influence customer satisfaction and organisational performance.
Research aims. The study identifies critical factors related to performance appraisal.
Methodology. In order to achieve the aim the multiple qualitative in-depth case studies have been employed.
Key findings. In particular, seven factors were found to account for the majority of negative perceptions among sales employees about the PA process and the organisation. Furthermore, the study suggests the need for clear organisational performance definitions and strategic objectives, and to take into account such factors as, the objectives of a PA exercise, proper feedback mechanisms related to the process and their alignment to a clear reward system to enable organisations in the industry to obtain procedural and organisational benefits. Support for conducting field work in Pakistan is provided. (original abstract)

Słowa kluczowe

PL

Przemysł farmaceutyczny; Zarządzanie zasobami ludzkimi; Ocena efektywności; Efektywność pracy; Studium przypadku

EN

Pharmaceutical industry; Human Resources Management (HRM); Effectiveness evaluation; Work effectiveness; Case study

• Czasopismo: Współczesne Zarządzanie
• Rocznik: 2014
• Tom: 13
• Numer: nr 2
• Strony: 8-22

Twórcy

autor

Ehtasham Ghauri

• Southern Cross University, Australia

autor

Philip A. Neck

• Southern Cross Business School, Australia

Bibliografia

• Allen, R.E. (2007). Perception, in The Penguin English Dictionary, Penguin, Retrieved 12th November 2013, Retrieved from: http://www.credoreference.com.ezproxy.scu.edu.au/entry/penguineng/perception
• Armstrong, M., & Baron, A. (2000). Performance management. In R. Dransfield (Ed.), Human Resource Management (pp. 69-84). Oxford: Heinemann Educational Publishers.
• Beer, M. (1981). Performance appraisal: Dilemmas and possibilities. Organizational Dynamics, 9(3), 24-36.
• Beer, M., Cannon, M.D., Baron, J.N., Dailey, P.R., Gerhart, В., Heneman III, H.G., & Locke, E.A. (2004). Promise and peril in implementing pay for performance. Human Resource Management, 43(1), 3-48.
• Bernardin, H.J., & Beatty, R.W. (1984). Performance appraisal: assessing human behavior at work. Boston: Kent Publishing Co.
• Bies, R.J. (2001). Interactional (in) justice: The sacred and the profane. Advances in organizational justice, 89-118.
• Bocchino, R. (1993). Are you planning the future or fixing the past? Journal of Staff Development, 14.
• Budworth, M.-H., & Mann, S.L. (2011). Performance management: Where do we go from here? Human Resource Management Review, 21(2), 81-84. doi: 10.1016/j.hrmr.2010.09.014
• Byrne, Z., & Cropanzano, R. (2001). The history of organisational justice: The founders speak. In Cropanzano, R. (ed.), Justice in the workplace: from theory to practice (pp. 3-26), Lawrence Erlbaum Associates.
• Chang, E. (2005). Employees' overall perception of HRM effectiveness. Human Relations, 58(4), 523-544.
• Cropanzano, R., & Folger, R. (1989). Referent cognitions and task decision autonomy: Beyond equity theory. Journal of applied psychology, 74(2).
• Deming, W.E. (2000). Out of the crisis (reprint ed.). Cambridge: Massachusetts Institute of Technology Press.
• Eisenhardt, K.M. (1989). Building theories from case study research. The academy of management review, 14(4), 532-550.
• Espicom. (2012). The Pharmaceutical Market: Pakistan. Retrieved from http://www.espicom.com/prodcat2.nsf/Product_ID_Lookup/00000314?OpenDocument
• Flaherty, K.E., & Pappas, J.M. (2000). The role of trust in salesperson-sales manager relationships. Journal of Personal Selling & Sales Management, 20(4), 271-278.
• Folger, R. (1987). Reformulating the preconditions of resentment: A referent cognitions model. In J. Masters & W. Smith (Eds.), Social comparison, social justice, and relative deprivation: Theoretical, empirical, and policy perspectives (pp. 183-215): Lawrence Erlbaum Associates.
• Ghauri, E., & McMurray, D. (2013). Synergy in HR and Strategies, a Contemporary Need for the Pakistan Pharmaceutical Industry. Australian Journal of Business and Management Research Vol, 3(09), 46-55.
• Grässel, E., & Schirmer, B. (2006). The use of volunteers to support family carers of dementia patients: results of a prospective longitudinal study investigating expectations towards and experience with training and professional support. Zeitschrift für Gerontologie und Geriatrie: Organ der Deutschen Gesellschaft für Gerontologie und Geriatrie, 39(3), 217.
• Greenberg, J. (1986). Determinants of perceived fairness of performance evaluations. Journal of applied psychology, 71(2).
• Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2).
• Harel, G.H., & Tzafrir, S.S. (1999). The effect of human resource management practices on the perceptions of organizational and market performance of the firm. Human Resource Management, 38(3), 185-199.
• Ilgen, D.R., Fisher, C.D., & Taylor, M.S. (1979). Consequences of individual feedback on behavior in organizations. Journal of applied psychology, 64(4).
• Intelligence, E.B. (2010). The Pharmaceutical Market: Pakistan Opportunities and Challenges. Retrieved from http://www.espicom.com/ProdCat2.nsf/Product_Alt_URL_Lookup/pharmaceutical_market_pakistan?OpenDocument
• Johnson, J.W. (1996). Linking employee perceptions of service climate to customer satisfaction. Personnel Psychology, 49(4), 831-851.
• Kanfer, R., Sawyer, J., Earley, P.C., & Lind, E.A. (1987). Fairness and participation in evaluation procedures: Effects on task attitudes and performance. Social Justice Research, 1(2), 235-249.
• Kathawala, Y., Zhang, R., & Shao, J. (2005). Global outsourcing and its impacts on organisations: problems and issues. International Journal of Services and Operations Management, 1(2), 185-202.
• Khilji, S.E. (2002). Modes of convergence and divergence: an integrative view of multinational practices in Pakistan. The International Journal of Human Resource Management, 13(2), 232-253.
• Klasson, C., Thompson, D., & Luben, G. (1980). How defensible is your performance appraisal system? Personnel Administrator, 25(12), 77-83.
• Lawler, E.E., & Worley, C.G. (2011). Management Reset: Organising for Sustainable Effectiveness: San Francisco: Jossey-Bass.
• Leventhal, G.S. (1976). Fairness in social relationships. In Thibaut, J.W., Spence, J.T., Carson, R.C. & Brehm, J.W. (Eds.), Contemporary topics in social psychology (pp. 211-239). Morristown: General Learning Press.
• Leventhal, G.S. (1980). What should be done with equity theory? New approaches to the study of fairness in social relationships. In Gergen, K.J., Greenberg, M.S. & Willis, R.H. (Eds.), Social exchange: advances in theory and research (pp. 27-55). New York: Plenum Press.
• Lowe, G.S., Schellenberg, G., & Shannon, H.S. (2003). Correlates of Employees' Perceptions of a Healthy Work Environment. American Journal of Health Promotion, 17(6), 390-399. doi: 10.4278/0890-1171-17.6.390.
• McLeish, K. (1993). Perception, in Bloomsbury Guide to Human Thought, Bloomsbury publishing plc, Retrieved from: http://www.credoreference.com.ezproxy.scu.edu.au/entry/bght/perception
• Muczyk, J.P., & Gable, M. (1987). Managing sales performance through a comprehensive performance appraisal system. Journal of Personal Selling & Sales Management, 7, 41-52.
• Murphy, K.R., & Cleveland, J. (1991). Performance appraisal: an organizational perspective. New York: Allyn and Bacon.
• Paese, P.W., Lind, E.A., & Kanfer, R. (1988). Procedural fairness and work group responses to performance evaluation systems. Social Justice Research, 2(3), 193-205.
• PPMA. (2008). Profile: Pakistan Pharmaceutical Industry. Retrieved from http://www.ppma.org.pk/PPMAIndustry.aspx.
• Reichers, A.E., & Schneider, B. (1990). Climate and culture: An evolution of constructs. Organizational climate and culture, 1, 5-39.
• Rodwell, J.J., Kienzle, R., & Shadur, M.A. (1998). The relationship among work-related perceptions, employee attitudes, and employee performance: The integral role of communications. Human Resource Management, 37(3-4), 277-293.
• Saunders, M.N., & Thornhill, A. (2003). Organisational justice, trust and the management of change: An exploration. Personnel Review, 32(3), 360-375.
• Schneider, B. (1990). The climate for service: An application of the climate construct. In Schneider B. (Ed.), Organizational climate and culture. San Francisco: Jossey-Bass.
• Schneider, B., & Bowen, D.E. (2010). Winning the service game. Springer.
• Schneider, B., Wheeler, J.K., & Cox, J.F. (1992). A passion for service: Using content analysis to explicate service climate themes. Journal of applied psychology, 77(5).
• Shadur, M.A., Kienzle, R., & Rodwell, J.J. (1999). The Relationship between Organizational Climate and Employee Perceptions of Involvement The Importance of Support. Group & Organization Management, 24(4), 479-503.
• Skarlicki, D.P., & Folger, R. (1997). Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. Journal of applied psychology, 82(3), 434.
• Stone, R.J. (2013). Managing Human Resources (4th ed.). Sydney: John Wiley & Sons.
• The Economist. (2010). Global firms in 2020 The next decade of change for organisations and workers. September, 30, Retrieved from: http://www.economistinsights.com/sites/default/files/SHM_globalfirms_finalfinal.pdf
• Thurston, P.W., & McNall, L. (2010). Justice perceptions of performance appraisal practices. Journal of Managerial Psychology, 25(3), 201-228.
• Tzafrir, S.S., Baruch, Y., & Dolan, S.L. (2004). The consequences of emerging HRM practices for employees' trust in their managers. Personnel Review, 33(6), 628-647.
• Weick, K.E. (1979). The social psychology of organizing (2nd ed.). Reading: Addison-Wesley.
• Wherry, R.J., & Bartlett, C.J. (1982). The control of bias in ratings: a theory of rating. Personnel Psychology, 35(3), 521-551. doi: 10.1111/j.1744-6570.1982.tb02208.x.
• Yin, R.K. (2009). Case study research: Design and methods California: Sage Publications.