Longitudinal Study of the Impact of Performance Appraisals in Organizations

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Description

The purpose of this study was to determine the effectiveness of and the subjects' overall satisfaction with the implementation of an internally created performance appraisal system. The system was implemented at a major technology consulting firm in the US. The subjects of this study were manager level employees of the firm. An employee survey conducted annually at the firm included questions relating to the implementation of the performance appraisal system. Eight years of managers' responses to six key questions in the Career Development category were analyzed. Managers' perceptions of their contribution to the firm, their understanding of what career paths ... continued below

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Herreid, Cheryl May 2006.

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  • Herreid, Cheryl

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Description

The purpose of this study was to determine the effectiveness of and the subjects' overall satisfaction with the implementation of an internally created performance appraisal system. The system was implemented at a major technology consulting firm in the US. The subjects of this study were manager level employees of the firm. An employee survey conducted annually at the firm included questions relating to the implementation of the performance appraisal system. Eight years of managers' responses to six key questions in the Career Development category were analyzed. Managers' perceptions of their contribution to the firm, their understanding of what career paths are available to them, their understanding of the requirements for promotion, as well as their overall satisfaction with the implementation of the performance appraisal system were captured by this survey. Trend analysis indicates that managers at the firm perceived their career path knowledge improved and their understanding of promotion criteria improved as a result of the implementation. Overall satisfaction with the implementation did not improve enough to site confidence in managers' perceptions for the period immediately after the implementation; managers' responses to the actual implementation were disagreeable to neutral. Managers did not feel their impact on the organization improved as a result of the implementation.

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  • May 2006

Added to The UNT Digital Library

  • May 5, 2008, 2:14 p.m.

Description Last Updated

  • June 23, 2008, 4:02 p.m.

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Herreid, Cheryl. Longitudinal Study of the Impact of Performance Appraisals in Organizations, thesis, May 2006; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc5222/: accessed June 25, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .