Developmental & motivational aspect of performance appraisal

The objective of the present study was to inspect two different models of the relationship among employee perception of developmental performance appraisal and self-reported work performance.
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Developmental & motivational aspect of performance appraisalInternational Journal of Management (IJM)Volume 8, Issue 1, January – February 2017, pp.152–159, Article ID: IJM_08_01_017Available online athttp://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=8&IType=1Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.comISSN Print: 0976-6502 and ISSN Online: 0976-6510© IAEME Publication DEVELOPMENTAL & MOTIVATIONAL ASPECT OF PERFORMANCE APPRAISAL Dr. Davinder Sharma Associate Professor, BCIPS, Dwarka, India ABSTRACT It is regularly recommended that in order for performance appraisal to positively influence employee behavior, employees ought to experience positive appraisal reactions. The objective of the present study was to inspect two different models of the relationship among employee perception of developmental performance appraisal and self-reported work performance. Cross – sectional review of employee’s references revealed that the relationship among perceptions of developmental performance assessment and self-reported work performance is mediated by employees’ fundamental motivation and is also strongly reasoned by their independence orientation. The most interesting and practically applicable conclusion reported is, how autonomy orientation moderates the association between perception of developmental performance assessment and work performance. Consequently, significance should be emphasized on participation along with autonomy among employees. This may encourage application of performance appraisal involving employees with a strong autonomy course. We also summarized that for employees with a feeble autonomy orientation, the relationship was positive, but for those with tough autonomy orientation, the association was found to be negative. Key words: Performance appraisal, Human resource management, Performance management, Orientation. Cite this Article: Dr. Davinder Sharma, Developmental & Motivational Aspect of Performance Appraisal. International Journal of Management, 8(1), 2017, pp. 152–159. http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=8&IType=1ABBREVIATIONSPerformance appraisal (PA), Balanced scorecard (BSC), Performance management systems (PMS).1. INTRODUCTIONPerformance Appraisal is often considered as one of the most important human resource practices and alsostands as a choicest researched topic in work psychology. Performance Appraisal (PA) has increasinglybecome part of a more strategic approach in integrating Human Resource (HR) activities with businesspolicies. It is now a generic term that entails a variety of activities through which organizations seek toassess employees in order to understand their competencies, enhance performances and distribute rewards.While both practice and research have now moved away from a narrow focus on psychometric andevaluation issues to a more developmental and motivational aspects of PA; many organizations still http://www.iaeme.com/IJM/index.asp 152 editor@iaeme.com Developmental & Motivational Aspect of Performance Appraisalexpress dissatisfaction with their appraisal schemes (Fletcher, 1997). According to Fletcher, this may besignal for lack of success of PA as a mechanism for developing and motivating employees. Although thisis not a novel observation, little systematic research exists on developmental PA. In recent years, an escalating number of organizations have implemented performance managementsystems (PMS) as a serious success factor and key performance indicator. A regularly used format in thiscontext is the often-recommended balanced scorecard (BSC), a comprehensive management system ofperformance measurement linking strategic and short term action planning. BSC focuses on clarifying andtranslating vision and strategy, communicating and linking strategic objectives with measures, planningand setting targets, and enhancing strategic feedback along with learning. The key purpose of a BSC is thatorganizations can transform their vision and strategy into operational terms- from management level downto day to day activities. Accordingly, BSC shares the interests of contemporary PA in the developmentaland motivational aspects of performance management, making BSC an interesting research context fordevelopmental PA. Besides, BSC is also a widely used management tool; managers’ report more thanacceptable satisfaction with it. Yet, most of the existing literature on BSC is either normative prescriptionor naive reports of BSC’s attainments. The current study explores two different models of the relationshipbetween PA in a BSC context and work performance: a mediation model and a moderation model. There isa tough belief that as long as employees accept or are content with PA, or when PA is properly managed,PA will be positively associated with work performance. Despite the rhetoric; developmental PA and itsimpact on motivation, commitment, and work performance, and their intricate relationships are mostly stillassumed rather than being tested. Thus, in their recent review of PA research, levy and Williams called formore field research on the relationship between PA reactions, employee attitudes and behavior. In order tolearn more about these relationships, this study examined the hypotheses claiming that employeemotivation and commitment will mediate the relationship between perceptions of developmental PA andwork performance. As much as moderation is concerned, it cannot be expected that all employees willreact the same way to PA. On the contrary, the outcomes of PA may depend heavily on individualpsychological factors. Moreover, since investigations of individual differences that a ...