Dissertations, Essays on All performance management systems have inherent biases contained within them due to the relative weightings as influenced by the perceptions of the performance-rating manager.

All performance management systems have inherent biases contained within them due to the relative weightings as influenced by the perceptions of the performance-rating manager.

Title: All performance management systems have inherent biases contained within them due to the relative weightings as influenced by the perceptions of the performance-rating manager.
Category: Business & Economy
Details: Words: 2888 | Pages: 12.3 (approximately 235 words/page)

All performance management systems have inherent biases contained within them due to the relative weightings as influenced by the perceptions of the performance-rating manager.

Introduction According to Williams (Fletcher 2001) performance management systems exist to manage and integrate organizational performance and employee performance. On the basis of an organisation's performance management system employee's individual performance is measured to provide information for decisions regarding rewards, training and development requirements (Anon. 2004a). Closely linked with the term 'performance management system' is the term 'performance appraisal' (Furnham 2004). The term 'performance appraisal' referred once to a process in which a manager completes an annual …showed first 75 words of 2888 total…

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…showed last 75 words of 2888 total…GE 2003, 'Employee performance appraisal system participation: A technique that works', Public Personnel Management, vol. 32, issue 1, Spring, pp. 89-98. Shute, S 2002, 'Piecing together a performance management system', Customer Interface, vol. 15, issue 7, Jul., pp. 26-29. Stivers, BP & Joyce, T 2000, 'Building a balanced performance management system', SAM Advanced Mangagement Journal (1984), vol. 65, issue 2, Spring, pp. 22-29. Waite, ML & Stites-Doe, S 2000, 'Removing performance appraisal and merit pay in the name of quality', Journal of Quality Management, vol. 5, issue 2, pp. 187-206.

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