Performance Appraisal

Importance of human resource strategies like performance appraisal and pay for performance and its role to motivate the employees within the organization leading to organizational development (In reference to healthcare sector National Health Service UK) This is an Open Access (OA) journal, and articles are distributed under the terms of the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 License, which allows others to remix, tweak, and build upon the work non-commercially, as long as appropriate credit is given and the new creations are licensed under the identical terms.

Background in 1950s Peter Drucker comes with the novel idea of management by objectives (MBO) method and at the same time Douglas McGregor's book The Human Side of Enterprise, famous for Theory X and Theory Y, gained a lot of attention. Following this few companies started moving from the mere trait assessment method to the development of a procedure that concentrates more on goal setting and made the appraisal process a shared responsibility between the individual and the manager. From the work of Drucker and McGregor, the performance appraisal procedure has now become a valuable part of a hrm strategy in any organization.

Penelitian ini bertujuan untuk menganalisis pengaruh proses seleksi terhadap kinerja karyawan pada PT Gatra Mega Berjangka. Penelitian menggunakan pendekatan kuantitatif dengan metode survei yang dilakukan melalui penyebaran kuesioner kepada karyawan sebagai responden penelitian. Data yang diperoleh dianalisis menggunakan analisis regresi linear sederhana untuk mengetahui hubungan dan pengaruh antara variabel seleksi dan kinerja karyawan. Hasil penelitian menunjukkan bahwa proses seleksi memiliki pengaruh positif dan signifikan terhadap kinerja karyawan. Pelaksanaan seleksi yang dilakukan secara objektif, transparan, dan sesuai dengan kebutuhan jabatan terbukti mampu meningkatkan kualitas sumber daya manusia yang dimiliki perusahaan. Karyawan yang lolos melalui proses seleksi yang baik cenderung memiliki kompetensi, kemampuan kerja, dan produktivitas yang lebih tinggi sehingga dapat mendukung pencapaian tujuan organisasi secara efektif. Berdasarkan hasil penelitian dapat disimpulkan bahwa seleksi merupakan faktor penting dalam meningkatkan kinerja karyawan pada PT Gatra Mega Berjangka. Oleh karena itu, perusahaan perlu terus mengembangkan sistem seleksi yang berbasis kompetensi dan profesional guna memperoleh karyawan yang berkualitas serta mampu memberikan kontribusi optimal bagi perusahaan.

This study aims to determine the effect of Green Performance Appraisal, Green Performance Appraisal and Green Compensation and Organizational Citizenship Behavior for the Environment/OCBE on employee performance in 2 groups of employees based on employee length of service. This type of research is quantitative using a survey method with a sample of 76 people. Data analysis using SEM with the Smart PLS program. This study proves that OCBE does not mediate the effect of Green Compensation and Rewards and Green Performance Appraisal on Employee Performance in groups of employees who have worked for <5 years. Meanwhile, for groups of employees who have worked for more than 5 years, OCBE only mediates the effect of Green Compensation and Rewards on Employee Performance.

This study evaluates the possible disparity between open and closed feedback system of performance appraisal with a view to establish their appropriateness in guaranteeing employees' productivity in the Nigerian banking industry, with a sample of one hundred and ninety five (195).drawn from banks with branches in Ado Ekiti, the capital city of Ekiti State. The samples were gotten via random sampling of the entire 360 staff members of the bank branches in Ado Ekiti. The research instrument used was adapted from Mamburg's (2010). Chi square was employed for data analyses and Z test for hypothesis testing. The Chi Square Value of 28. 745 and 254.157 for closed and open feedback system respectively depicts that open feedback system of Performance Appraisal guaranteed more productivity on the part of employees. The study concluded that openness is required for a successful administration of the performance appraisal system.

Human resource practices have become strategic drivers of service quality, employee capability, operational reliability and competitive performance in the banking sector. This study examines human resource practices in public and private sector banks and compares their perceived influence on organizational effectiveness and employee performance. The study focuses on recruitment and selection, training and development, performance appraisal, compensation and rewards, employee participation, career development, work-life balance and digital HR support. A quantitative research design was adopted with a sample of 136 employees, consisting of 68 respondents from public sector banks and 68 respondents from private sector banks. Data were collected through a structured questionnaire measured on a five-point Likert scale. Reliability analysis, independent sample t-test, one-way ANOVA, multiple regression and structural equation modelling using AMOS were used to examine the relationships among HR practices, bank type and employee performance. The illustrative results indicate that private sector banks score higher on performance-linked appraisal, incentive systems and technology-enabled HR processes, whereas public sector banks score higher on job security, formalized rules and welfare orientation. Regression and SEM results show that training, appraisal fairness, compensation satisfaction and career development significantly predict employee performance. The study concludes that both sectors require balanced HR strategies: public banks need more flexible and performance-oriented systems, while private banks need stronger employee well-being and retention mechanisms. The article offers practical recommendations for strengthening HRM practices in Indian banking and for aligning employee development with service innovation, regulatory discipline and sustainable organizational performance.

Human Resource Management (HRM) practices play a crucial role in enhancing employee satisfaction, commitment, productivity, and organizational performance. This study examined the impact of Human Resource Management practices on employee job satisfaction at Greater Pioneer Operating Company (GPOC) in South Sudan. Specifically, the study assessed the influence of training and development, performance appraisal, compensation and benefits, rewards and recognition, and recruitment practices on employee satisfaction. A descriptive survey design was adopted using quantitative methods. Data were collected from 50 employees selected from various departments within GPOC through structured questionnaires. The data were analyzed using descriptive statistics and correlation analysis with the assistance of IBM SPSS software. The findings revealed a significant positive relationship between Human Resource Management practices and employee job satisfaction. Compensation and benefits emerged as the strongest determinant of employee satisfaction, followed by performance appraisal systems and rewards and recognition practices. Training and development practices showed a positive but comparatively weaker influence on employee satisfaction. The study further established that employees who perceived HRM practices as fair and transparent reported higher levels of job satisfaction and organizational commitment. The study concludes that effective Human Resource Management practices are essential for improving employee morale, retention, and organizational performance. Organizations operating in South Sudan should strengthen compensation systems, performance management processes, and employee recognition programs while improving the quality and accessibility of training opportunities.

Islam is more a “way of life” than a mere religion. Islam has many positive values which could be applied in many aspects of life, included in an organization or company’s way to manage their business. Human resource management is one of many aspects which could not be separated from company or organization. An effective of human resource management could deliver an organization to its goals. As Islam provided many positive values, thus application of those values into human resource management could be the way for an organization or company to reach an effective human resource management. Islamic values in human resource management could be represented in four dimensions, these are recruitment and selection, training and development, performance appraisal and compensation. Application of islamic values in human resource management could build a justice value (Al-Adl) in organization or company, and the justice value could be the factor which impact to employee’s commitment.

S y a r i f Hi d a y a t u l l a h S t a t e I s l a mi c Un i v e r s i t y , J a k a r t a , I n d o n e s i a P u b l i s h e d b y F a c u l t y o f A d a b a n d Hu ma n i t i e s V o l 9 , Nu m b e r 1 , No v e m b e r 2 0 2 4 T e mi t o p e K e h i n d e Oy e t u n j i , A b d u l w a h a b Ol a n r e w a j u I s s a , G e o r g e Os a s E r o mo s e l e S e l f-E ffic a c y a n d J o b Mo t i v a t i o n a s De t e r mi n a n t s o f P e r f o r ma n c e o f L i b r a r y S t a ff i n S o u t h we s t Un i v e r s i t i e s , Ni g e r i a T e mi t o p e K e h i n d e Oy e t u n j i , A b d u l w a h a b Ol a n r e w a j u I s s a , G e o r g e Os a s E r o mo s e l e B u d i Da r ma w a n , Ne l ma w a r a n i , E r ma n R e s i l i e n c e o f Mu s l i m I d e n t i t y i n S i n g a p o r e : Mu s l i ms u n d e r t h e C h a l l e n g e s a n d I mp a c t s o f Gl o b a l i z a t i o n i n P o s t-I n d e p e n d e n c e S i n g a p o r e 1 9 6 5-2 0 1 7 C r y s t a l i n a Ma l i k a S u n a n d a r , Dw i k i A r i f Na b i l Ma h b u b y , Nu r Hi d a y a t Ha d i S a p u t r a , Na z i l Mu c h a mma d A r i e f Ne g o t i a t i n g I d e n t i t y o f Mu s l i m Wo me n i n B a j a wa C a f e : Ge n d e r a n d I s l a mi c P e r s p e c t i v e

Directors serve as the Supreme Executive Authority within a corporation, entrusted with overseeing its Management and Operations. As key members of the Corporate Senior Management, they demonstrate exceptional leadership and managerial skills. Their primary responsibility involves supervising the corporation's daily operations and ensuring that employees effectively work toward achieving organizational goals. It is important to recognize that, although a corporation is considered a legal entity, it lacks physical or material existence. To carry out functions, uphold duties and rights, fulfill legal obligations, and possess the necessary knowledge and intent, the involvement of natural persons becomes essential. Since a corporation is not a natural person, it cannot independently perform these roles—hence, its affairs are delegated to Directors. These individuals act as agents on behalf of the corporation, executing the tasks and
decisions required for the organization's success. This Study explores the crucial roles, responsibilities, duties, powers, and liabilities that define the position of Directors within a Corporation.