Posted: May 23rd, 2022

The efforts and the hard work of employees research

Chapter Two: Literature Review
2.1 Introduction
The organization’s existence is to set the goals and aim to achieve these goals. The effectiveness and the success of an organization are brought about by the organization’s policy matching with the efforts and the hard work of employees. In the end, the aims and goals are achieved. Human resource management has a critical role in assessing the performance of the individual employees to attain their goals and how successful they are individually successful, thereby using the performance appraisal system in the assessment. Performance appraisal is the most critical component in the control system and information. In the flexibility of an organization, managers use the performance evaluation to the clarification the standards and the performance goals in the enhancement of the future performance of individuals; therefore, the significant role of the performance appraisal in the enhancement of the individual’s performance is to improve the performance of the organization.
In general, the performance appraisal system is based on: the careful analysis of the jobs, the objective criteria that are well defined, it is a necessary organization, as defined by law, the system can be shown nondiscriminatory, it is applicable by the qualified rater’s whore are well trained, uses only the criteria of the related jobs, in an organization it is applied throughout objectively, and also it is majorly supported by adequate studies.
In the performance management form, performance appraisal has been widened as a set of practices and as a concept that has become a strategic approach in human resource integration activities and business policies. Appraisal aspects that include motivation and social have been focused on by this research on the subject which has gone beyond the limited extent of the issue measurement and accuracy in the performance of the ratings. The trends and themes that make up these developing research plans are discussed and identified in these research articles. Considering the terms of the context and the appraisal nature, these research agendas are further broken down into these terms. Contemporary thinking is regarded on the content of appraisal, which involves the orientation of the goals, feedback on the multisource, and the interaction of the appraiser-appraiser. This discussion concentrates on the impacts of the new technology and the differences in the cultures of these appraisal contexts.
In the appraisal performance, it is essential to understand the work variation of the system sources and a person because two divergent perspectives are contrasted on this issue, including the management view of human resources, which is traditional, and the control view of the statistical process. Two specific questions arise from the appraisal process from a broader view reported by the two studies. From the results, it is clear that managers and subordinates believe that the poor performance by the employees has different causes, which reduces the productivity of an organization and outweighs the appraisal judgments on the system sources of the variance performance.
The present study explores the organizational variable’s moderation effects on the relationship between appraisal satisfaction and appraisal characteristics. From the analysis, the element of the appraisal action plan, training of rater, and frequency when related to the appraisal satisfaction were more positive when a conflict was experienced between the subordinates, and they have not monitored closely the span of control of supervisors were large. The results for appraisal satisfaction provide conceptualizing substantial support for both variables of the organization and the characteristics as a contingent function. The implications of the findings for the design of the appraisal effectiveness, appraisal systems, and the future are discussed.
The rating appraisal performance of the analysis of the 125 first-level managers was used to evaluate the criteria and degree to which the black and white managers were evaluated, considering their overall work performance differed during the evaluation of these managers. These evaluation items were used, which measured both dimensional social behaviors and the accomplishment of the task of the job performance dimension in the performance appraisal. The performance appraisal rating dimensions correlated with their overall job performance measurement for both groups and promoted ability. The results show that the social behavior factors associated with the overall job performance were majorly used for the black managers than the white managers. The discussion of these implications of black and white managers’ results and organizations is done.
The recent evidence supporting the satisfaction argument majorly correlates with the behaviors of the citizen type or the prosaic organization than with the productivity that is traditional or in-role performance. The attempt to find out what provides the correlation in these satisfaction measures led to the suggestion that a significant factor comprised the fairness cognitions.
In this chapter, the discussion will be based on the literature review of the research. These literature reviews will be published online, in journal articles, and in books. The literature review will develop the impact of the employee appraisal on employee performance. Hence, articles, journals, and websites relevant to the topic will be taken to gather relevant evidence.
2.2 Concept of employee appraisal:
In general, the performance appraisal system is based on: the careful analysis of the jobs, the objective criteria that are well defined, it is a necessary organization, as defined by law, the system can be shown nondiscriminatory, it is applicable by the qualified rater’s whore are well trained, uses only the criteria of the related jobs, in an organization, it is applied throughout objectively, and also it is majorly supported by adequate studies.
The performance appraisal indicates an employee’s job performance and contribution to the company. The company can use this performance appraisal to identify which employees contribute to their strengths or the company’s growth (Idowu et al.,2017). The company can reward their high-achieving employees by using this performance appraisal. An employee performance appraisal is a process that combines the oral and written elements. After using this employee performance appraisal, the management can assign employees’ performance and give them their performance feedback. The organization also improves the employee’s activities if the employee needs this. There are some steps of employee appraisal such as establishing the performance standard, communicating with the employee’s performance, measuring the performance, paring actual performance with the standard version, discussing the examination with the employee, and implementing personal action (Obiekwe et al., 2019).
The appraisal process is seen as a motivational tool used to improve the performance of the employees by many supervisors. The supervisor’s work performance is set to give feedback to the employees, which is their primary objective in an organization. Apart from review processes, employees receive supervisors’ input at all times. Organization support to the employees is expected in the growth of their careers. Teamwork in an organization of the supervisors and the employees is essential because it enables them to successfully identify the areas for improvement, develop their skills, and set the training goals.
In the performance management form, performance appraisal has been widened as a set of practices and as a concept that has become a strategic approach in human resource integration activities and business policies. Appraisal aspects that include motivation and social have been focused on by this research on the subject which has gone beyond the limited extent of the issue measurement and accuracy in the performance of the ratings. The trends and themes that make up these developing research plans are discussed and identified in these research articles. Considering the terms of the context and the appraisal nature, these research agendas are further broken down into these terms. Contemporary thinking is regarded on the content of appraisal, which involves the orientation of the goals, feedback on the multisource, and the interaction of the appraiser-appraiser. This discussion concentrates on the impacts of the new technology and the differences in the cultures of these appraisal contexts.
The rating appraisal performance of the analysis of the 125 first-level managers was used to evaluate the criteria and degree to which the black and white managers were evaluated, considering their overall work performance differed during the evaluation of these managers. These evaluation items were used, which measured both dimensional social behaviors and the accomplishment of the task of the job performance dimension in the performance appraisal. The performance appraisal rating dimensions correlated with their overall job performance measurement for both groups and promoted ability. The results show that the social behavior factors associated with the overall job performance were majorly used for the black managers than the white managers.
The present study explores the organizational variable’s moderation effects on the relationship between appraisal satisfaction and appraisal characteristics. From the analysis, the element of the appraisal action plan, training of rater, and frequency when related to the appraisal satisfaction were more positive when a conflict was experienced between the subordinates, and they have not monitored closely the span of control of supervisors were large. The results for appraisal satisfaction provide conceptualizing substantial support for both variables of the organization and the characteristics as a contingent function.

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