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.