Employee Perceptions and Value of Performance Appraisals

Autor/in	Bagnell, Rhea
Titel	Employee Perceptions and Value of Performance Appraisals
Quelle	(2012), (182 Seiten) PDF als Volltext Verfügbarkeit Ph.D. Dissertation, Walden University
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
ISBN	978-1-2674-9717-8
Schlagwörter	Hochschulschrift; Dissertation; Phenomenology; Personnel Evaluation; Job Performance; Employee Attitudes; Interviews; Expectation; Organizational Development; Productivity; Industrial Psychology; Performance Technology; Job Satisfaction; Staff Development; Value Judgment; Merit Rating + Suchen Sie Ihr Suchwort? Thesis; Dissertations; Academic thesis; Phenomenological psychology; Phänomenologie; Psychologie; Personalbeurteilung; Work performance; Arbeitsleistung; Arbeitnehmerinteresse; Interviewing; Interviewtechnik; Expectancy; Erwartung; Organisationsentwicklung; Produktivität; Betriebspsychologie; Industriepsychologie; Labor; Labour; Satisfaction; Arbeit; Zufriedenheit; Personnel development; Personalentwicklung; Werturteil; Analytische Arbeitsbewertung
Abstract	Performance appraisals traditionally have been studied quantitatively, from the manager's point of view, without considering their value or lack of value to workers. The absence of this information indicates that workers' perceptions and feelings have not always been considered. Therefore, the purpose of this phenomenological study was to understand how the performance appraisal is perceived and valued by employees to inform organizational leaders and workers. Within the motivational theory framework, the research questions focused on the perceptions of the performance appraisal by 8 participants including how value and personal meanings are created. Data were collected by recording face-to-face interviews from the criterion sample. A 7-step data analysis process produced 4 themes, identified by discrete and namable experiences; themes were illustrated using textural and structural descriptions. Participants perceived the performance appraisal as an organizational expectation. Associated value included confirming good performance and identifying of areas of improvement. Performance appraisal perceptions were neutral--participants were not motivated to perform based on the performance appraisal; rather, performance was viewed to be the result of personal determination. This determination sets the stage for workers to initiate action toward enhancing skills and abilities through training and education, which, in turn, leads to workplace satisfaction. Implications for positive social change include increased organizational productivity and success that can result in positive benefits to surrounding communities. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.] (As Provided).
Anmerkungen	ProQuest LLC. 789 East Eisenhower Parkway, P.O. Box 1346, Ann Arbor, MI 48106. Tel: 800-521-0600; Web site: http://www.proquest.com/en-US/products/dissertations/individuals.shtml
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10