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The purpose of this study is to test and analyze the significant effect of competence on employee performance in PDAM Makassar City, test and analyze the significant effect of service quality on employee performance in PDAM Makassar City, and test and analyze competence and service quality simultaneously. a significant effect on employee performance in PDAM Makassar City. This research was conducted at the Makassar City PDAM Office, with a population of 477 people and a sample of 265 people ( Slovin formula). The data analysis used is descriptive to explain the research data, while to analyze quantitative data using Multiple Linear Regression analysis. The results found that competence showed a positive and significant influence on employee performance. The competencies shown by employees based on knowledge, skills, experience and mastery attitudes determine the achievement of PDAM Makassar City employees' performance. Service quality has a positive and significant effect on employee performance. The quality of service applied by employees is in accordance with the variety of expertise, task identity, task significance, service autonomy and feedback, thereby contributing to the improvement of PDAM Makassar City employee performance. Simultaneously, competence and service quality have a positive and significant effect on employee performance. Improving employee performance in quantity, quality, efficiency, effectiveness and loyalty cannot be separated from the competence of employees and the quality of services applied to PDAM Makassar City customers. [ABSTRACT FROM AUTHOR]

The aim of this paper is to provide a structured literature review on the constructs of organizational commitment, employee engagement, employee performance, and empirical evidence on the relationship between organizational commitment, employee engagement, and employee performance 24 (twenty four) papers published during 2017-2022 that investigates organizational commitment, employee engagement, employee performance, and the relationship between organizational commitment, employee engagement, employee performance were reviewed. The results of the review show that organizational commitment and employee engagement have positive and significant effect on employee performance. [ABSTRACT FROM AUTHOR]

Performance is the behavior of how the target is achieved. Every company wants employees who have performance in accordance with the standards, set by the company. Employee performance is an action, taken by someone to do a job in a company or organization to show either attitude, ability or achievement with the aim of advancing an organization. The purpose of this study was to examine the effect of individual innovation capability on millennial employee performance, the effect of self-efficacy on millennial employee performance, the effect of self-actualization on millennial employee performance, the effect of individual innovation capability on self-actualization, the effect of self-efficacy on self-actualization, whether self-actualization mediates the effect of Individual innovation capability on millennial employee performance, does self-actualization mediate the effect of self-efficacy on millennial employee performance. Which factor is dominantly influencing the millennial employee performance in the company? This study uses a quantitative method with 132 respondents using SEM and Amos. The results of this study state that individual innovation capability, self-efficacy and self-actualization have a significant positive effect on millennial employee performance. Individual innovation capability and self-efficacy have a significant positive effect on self-actualization. Self-actualization mediates positively and significantly the influence of individual innovation capability and self-efficacy on millennial employee performance. These three factors have the same influence on millennial employee performance. [ABSTRACT FROM AUTHOR]

This research examines how employees’ climate perceptions – or psychological climate – influence their performance of climate-related outcomes. We focus on two specific climates arguably most relevant to boundary-spanning organizations: service and sales climates. Building from the resource-allocation framework, the authors examine the way employees reconcile these multiple psychological climates. Polynomial regression and response surface modeling are used to test for the influence of these distinct climates on employee outcomes using a sample of 252 marketing employees and their 68 immediate supervisors. Specifically, the authors examine relationships between service and sales climates and the employee performance outcomes of customer satisfaction, helping behavior, effort, and sales performance. Results provide insight into the benefits and pitfalls of sales and service climates co-existing. Specifically we find that while sales effort is highest in climates that heavily favor sales, sales performance may exist in both sales-favored and service-favored climates (yet not in the presence of both). From a customer satisfaction perspective we find no significant impact of increasing sales climate in the presence of high service perceptions. These findings – both significant and non-significant – provide implications for future research in the realm of service-sales ambidexterity and interface as well as insight and direction for frontline managers. [ABSTRACT FROM AUTHOR]

The study aimed to determine the relationship between the job performance of individuals working in the sports industry and their perceived stress. The sample of the study consisted of a total of 474 people including 361 males and 113 females that working in a private company operating in the sports industry in Istanbul, and they were selected by purposeful sampling method. After the data showed normal distribution; Independent t-test, ANOVA and Pearson Correlation analysis were used to analyze the data. According to the result of the analysis, there was no statistically significant difference found between the job performance and perceived stress levels of the participants according to their marital status and educational status. A significant difference was found in the perceived stress levels and job performances of the individuals according to their gender and working period in the workplace. Finally, it was found that there was a negative and low-level relationship between the perceived stress scale and job performance scale. As a result, it was determined that the stress perceived by the individuals and their job performance levels differed according to the socio-demographic characteristics of the individuals, and the higher the stress levels perceived by the individuals, the lower their job performance were. [ABSTRACT FROM AUTHOR]

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The article is focused on an application of the analytic hierarchy process (AHP) to the performance evaluation of employees of a management consulting company. Performance evaluation of employees is a complex task that must take into account various aspects and evaluation criteria. Moreover, each employee of the company participates during the period being considered in several projects and his or her overall performance is an aggregation of individual performances in particular projects. This aggregation is based on the weights of the projects that usually depend on man-days the employees participated in the projects or their financial contributions. AHP is a tool for structuring and analysis of complex decision making problems and seems to be an ideal tool for this task. The proposed AHP model combines relative and absolute measurement and allows deriving overall performance scores of the employees through a simple MS Excel tool easily and quickly without the necessity to use any specialized software. [ABSTRACT FROM AUTHOR]

Performance appraisal is one of the most important activities of human resource management. For an organization to achieve its strategic goals the organization shall give due importance to the integral part of HRM i.e. performance appraisal system which shall be regularly and properly carried out to evaluate the performance of its employees. However, in Pakistan employees' performance appraisal satisfaction is rarely linked with employee outcomes. This study investigated the relationship of employees' performance appraisal satisfaction with self-reported work effort, affective organizational commitment and turnover intentions. The data was collected from both academic and non-academic staff of higher educational institutes in Peshawar city. Being co-relational in nature, it has drawn a sample of 316 using stratified random sampling procedure. The findings revealed that the employees' performance appraisal satisfaction is significantly and positively related with work effort and affective organizational commitment. However, it has a negative relationship with employee turnover intentions which means that higher the level of satisfaction regarding performance appraisal will lower intention to quit the current organization. Furthermore, limitations as well as direction for future researchers have also been given. [ABSTRACT FROM AUTHOR]

Context Revalidation was launched in the UK to provide assurances to the public that doctors are up to date and fit to practice. Appraisal is a fundamental component of revalidation. Approximately 150 000 doctors are appraised annually, costing an estimated £97 million over 10 years. There is little understanding of the theory of how and why appraisal is supposed to produce its effects. A realist review of the literature was utilised to explore these issues, as they generate context-mechanism-outcome ( CMO) configurations, resulting in the creation of theories of how and why appraisal of doctors produces its effects. Methods A programme theory of appraisal was created by convening stakeholders in appraisal and searching a database of research on appraisal of doctors. Supplementary searches provided literature on theories identified in the programme theory. Relevant sections of texts relating to the programme theory were extracted from included articles, coded in NVivo and synthesised using realist logic of analysis. A classification tool categorised the included articles' contributions to programme theory. Results One hundred and twenty-five articles were included. Three mechanisms were identified: dissonance, denial and self-affirmation. The dissonance mechanism is most likely to cause outcomes of reflection and insight. Important contexts for the dissonance mechanism include the appraiser being highly skilled, the appraisee's working environment being supportive and the appraisee having the right attitude. The denial mechanism is more likely to be enacted if the opposite of these contexts occurs and could lead to game-playing behaviour. A skilled appraiser was also important in triggering the self-affirmation mechanism, resulting in reflection and insight. The contexts, mechanisms and outcomes identified were, however, limited by a lack of evidence that could enable further refining of the CMO configurations. Conclusion This review makes a significant contribution to our understanding of appraisal by identifying different ways that appraisal of doctors produces its effects. Further research will focus on testing the CMO configurations. [ABSTRACT FROM AUTHOR]

The article analyzes the idea that work performance is a very important concept, both for employees and for the employers. Job performance is related to the management field, to motivation, human resources management, and business success or failure. Work performance influences and is also influenced by work satisfaction and by many other factors. If managers are aware of this factors, they can avoid dissatisfaction, lack of cooperation and negativism of their employees. Managers must evaluate their employees to know what their complaints and their needs are and to improve the working process in order to find out the factors that affect job performance. The business environment influences the job performance. A pleasant working environment with understanding and cooperation, where responsibilities, duties and tasks are clearly stated, where ideas, work experiences and knowledge are shared, will lead to a good job performance. [ABSTRACT FROM AUTHOR]

Research has uncovered inconsistent results regarding the influence of the perceptions of organizational politics (POP) on employee job performance, suggesting the existence of boundary conditions for such an influence. Drawing from uncertainty management theory, we investigated the interaction effect of POP and work unit structure on job performance, and examined the mediating role of taking charge. We tested the theoretical model with data gathered across three phases over 6 months from 577 individuals and their supervisors in 133 work units. Results showed that when the unit operated an organic structure, POP was significantly negatively related to job performance. In contrast, results demonstrated that when the unit operated a mechanistic structure, POP was significantly positively related to job performance. Furthermore, the results of the mediated moderation analysis revealed that POP was negatively associated with job performance through taking charge in an organic structure, and the indirect effect disappeared in a mechanistic structure. [ABSTRACT FROM AUTHOR]

Performance based assessment is currently receiving renewed attention as an alternative to conventional testing. We argue that performance based assessment, supported by a microcredentialing system, is particularly well suited to corporate environments that stress strategic development of their workforce capacities. There are important implications for job task analysis, integration of assessment and training, and training management. [ABSTRACT FROM AUTHOR]

This paper focus to appraise the performance appraisal system in college libraries of Mahendergarh District of Haryana; identify the effectiveness of the appraisal process and identify challenges facing the existing appraisal systems in college libraries employee's motivating to perform to develop personal capabilities, and advantage and disadvantage of performance appraisal and to improve future performance is influenced by feedback of past performance. [ABSTRACT FROM AUTHOR]

The article discusses solutions to arguments regarding the use of performance ratings in the evaluation and management of employee performance in the U.S. as of June 2016. Topics discussed include the ineffectiveness of using performance ratings as a human resource function, use of goal-attainment method in place of performance ratings, and argument against labeling of rating format as disappointing interventions.

The article discusses the value of performance ratings and how it will evolve in the area of performance management or performance appraisal processes in the U.S. as of June 2016. Topics discussed include collected thoughts from emerging scholars on the issue such as lack of clarity as to how performance is to be evaluated, the benefits of effective ratings, and impact on the performance, motivation, and productivity of employees.

The author argues against misconceptions on performance ratings in the management of an organization's appraisal process in the U.S. as of June 2016. Topics discussed include measurement issues and key areas in performance ratings such as rating formats, rater training, and the reliability of performance management ratings, psychometric indices which have been used to evaluate rating quality and uplift the value of rating formats, and the importance of behavior-based rater training.

The article discusses the concept and method of the productivity measurement and enhancement system (ProMES) in the management of employee performance through ratings in the U.S. as of June 2016. Topics discussed include implementation of ProMES performance management system and its impact on employees in the organization, and major steps in the system's development including identifying objectives, defining indicators, and designing contingency graphs.

The article discusses the efficacy of performance ratings as a management tool in an organization's performance appraisal process in the U.S. as of June 2016. Topics discussed include potential problems with performance ratings such as limited effectiveness of rater training, inadequate criteria, and questionable validity, objection to performance ratings based on quality perspective, and the causes of problems with performance management such as its perception as bureaucratic necessity.

The article assesses the efficiency of performance appraisal as a medium to improve the job performance of employees based on a uniform set of criteria as against a function of unique abilities. Topics discussed include reasons why performance appraisal does not lead to performance improvement, strengths-based alternative to performance appraisal in order to develop the employees' qualities, and the impact of performance reviews even on the highest-performing employees.

This paper is focused on evaluation of existing performance appraisal system of BRAC Bank Limited. It evaluates the employees' perception on combine performance rating including business performance rating and value based rating. This paper is concluded by author's recommending to redefine the existing key values CRYSTAL (Courageous, Reliable, Youthful, Strong, Transparent, Accountable and Loyal) along with ensure the proper communication with poor rating achievers to improve for obtains the future goal of the organization. To run the study, author has chosen 50 respondents (employees) as sample size. [ABSTRACT FROM AUTHOR]

Performance measures have long played a central role in motivating employees to help achieve organizational objectives. However, previous research regarding the effectiveness of performance measures and the performance appraisal process does not provide consistent recommendations for improvement. This study explores the effect of a positive work environment that mediates the relationship between the effectiveness of the performance appraisal process and employee outcomes. Based upon experimental findings in the growing field of positive psychology as applied to a business setting, or positive organizational scholarship, this study puts forward a new construct, workplace culture, that measures the employees' perception of a positive, holistic, transparent, and supportive workplace and examines how it affects outcomes associated with employee success. Using a large sample of sales associates from a national retailer, our results indicate that workplace culture mediates the relationship between the effectiveness of the performance appraisal process and job satisfaction, employee retention, and self-reported performance. [ABSTRACT FROM AUTHOR]

The article discusses a study which investigated the impact of evaluation on various work performance metrics. It explains the importance of the exploring the effectiveness of performance evaluation systems as society move into a more automated and knowledge-based economy. Field study design and construct validity issues are also discussed.

Organizations are functioning in a globalized, competitive and dynamic environment. Performance is required for survival and sustained viability. How effectively performance is defined, measured, managed and rewarded will have a significant impact on workforce performance and organizational success. Performance should be defined at the organizational, group/unit and individual levels and the definitions must be integrated with each other. And employees must view their rewards as equitable, competitive and appropriate in order for them to be motivated to extend their best efforts and to focus on meeting organizational objectives. Research demonstrates that basing rewards on performance provides motivation. But rewards must be linked to performance at the appropriate level, and must be provided in the appropriate form as well as timed to reinforce the performance. Global mobility is increasing cultural diversity and organizations should consider the beliefs and values of employees when rewarding performance [ABSTRACT FROM AUTHOR]

Does your professional tool bag include the well-known ideas, models, and practices that training and performance improvement professionals use? This article organizes the advent of essential tools using the Learning, Training, and Performance Timeline, describes the major patterns that developed during historical periods, and explores relevant practical and scholarly uses for the Timeline. Resources are provided for those who have further inquiries about the historical background of training and performance improvement. [ABSTRACT FROM AUTHOR]

The use of mixed-preference reinforcer delivery (i.e., the random delivery of a set of items with varying degrees of preference for each individual) with employees has been found to produce moderate levels of responding in an analog setting; however, mixed reinforcer delivery may not conform to the recommendations made by some popular writers in organizational behavior management. The current investigation used a progressively thinning high-preference stimulus delivery procedure to investigate the use of mixed reinforcer delivery with 5 employees. Results indicated that most participants did not reliably complete work when the percent chance of earning a high-preference item dropped below 100%. These results do not support the use of varied reinforcers in applied settings. [ABSTRACT FROM AUTHOR]

The article discusses the importance of monitoring of an employee's performance. Topics discussed include an increasing number of companies abandoning the annual performance review, and suggestions to make an improved workplace where employees will know throughout the year what is expected of them and how they are progressing in meeting those expectations.