A Study of appraisers' managerial competencies towa rds the Intentions of appraiser to practice the Informal performance appraisal process

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Date
2009
Authors
Lee Wah, Wong
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Abstract
Apart from products, goods and capital, it is the employees who are the biggest asset of an organization. They are the human side of a company, which create products and services that attract customers. The importance of human resources gets even more apparent when talking into consideration of today 's fast changing business environment, and the increasing demand of a skilled vvorkfofce with valuable competences and expertise, where the effectiveness of performance appraisal management has become a challenge. To this end, there are two fairly concepts in the key area of Human Resource Management, to differentiate companies on the managerial labor market and to support them effectively in their endeavor to approach, acquire and train up the most effective managers. The performance appraisal concept, on the one hand, creates, motivates and generates highly effective employees toward accomplishment of organization goals. Managerial competencies create an active relationship between organizations and in particular performance management, whereby effectively manage, develop and evaluate employees in order to be skillful and motivates direct employees in an organization is crucial . in wining competitive advantages. A well prepared performance appraisal is the most crucial criteria to achieve this purpose. Unfortunately, most of the formal performance appraisal system does not specify in a formal procedure of the preparation prior in conducting the performance appraisal. Thus, the informal process is relying on each individual to practice. The two central research questions in this paper are: does appraiser practice the informal performance planning, execution and evaluation prior to conducting performance appraisal in reality, versus theories, as well as the relationship of managerial competencies played in the performance appraisal process. The first purpose of this study is to investigate the actual practice of the informal and unwritten performance appraisal process. The second objective is to gain a deeper understanding of the influence of critical selected managerial competencies, which are positively related to the process in practice from the sample of study. The empirical findings should contribute to the development of the theory, as well as to derive practical implications for companies in order to extend and develop their organizational people manager training gaps analysis strategy. To this end, self administration questionnaires among sample of 170 people manager were distributed through E-Mail to obtain empirical data collection about their perception of the performance appraisal process in practice and managerial competencies. The results indicate that half of the respondents do not practice the informal and unwritten performance appraisal process. While there is a clear opinion in favor of an extension of the concept, the managerial competencies should be one area that needs to be focused to develop a skillful people manager in this area.
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