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The current study aims to identify the criteria used in evaluating the performance of library workers and identify areas and aspects of benefit from them, such as the standards, in addition to identifying the indicators that resulted from the experiences of some major libraries which serve libraries since the emergence of the idea of establishing them, determining their location size and target audience until managing them and achieving the desired success The study relied on the theoretical approach, through a description of the subject of performance from all sides, using the best available sources in various ways, including books, references, articles and specialized periodicals in the field of performance and management, as well as the use of Internet sites to obtain some sources and access to reports, guides and pamphlets. as well as I dealt with the use of the presentation of the ( Damik) model as an indicator to solve the reasons for the low level of performance of the library and the study reached a set of results, the most important of which are: 1- The difference between indicators and standards is that the indicator is considered more specific and that the use of indicator is used in case the standard is difficult to use. 2- The performance indicators are characterized by credibility, validity, appropriateness, media content, and comparability. 3-there are standards specifications and performance indicators covering the field of libraries and information, including (11621), including those related to national libraries (28118) and (16439) those related to methods and procedures for evaluating the return from the library It also suggested a set of recommendations, the most important of which are: 1- The necessity of establishing specialized workshops that are specific to performance indicators and how to measure them, and to overcome the problems of declining performance indicators through professional associations (national or international) 2- The necessity of linking performance indicators with management, as the performance indicators, whether they are achieved or not, are mainly related to the administrative performance of the library. and technology to overcome it. 3- Qualified cadres should be prepared in libraries of all kinds, whose main task is to achieve highperformance indicators in these libraries. [ABSTRACT FROM AUTHOR]

Performance evaluation is an important process that can evaluate qualitative and quantitative criteria together and contribute to more effective and efficient decision-making of enterprises. At the same time, although it is important for businesses to remain strong in competition, it helps employees to evaluate and increase their performance in order to achieve their goals. Our aim in this study is to evaluate the performances of 3 civil servants who are determined jointly by the Strategy Monitoring Unit and Training Directorate, which are affiliated to the Human Resources department in an institution that has an important place in the public transportation system in Istanbul, and to determine the criteria that cause their performance. AHP method, one of the Multi Criteria Decision Making methods, was used in our study. It is a guide to the studies in this field by showing a simple, understandable way with the determined criteria and analysis, using an applied software program. [ABSTRACT FROM AUTHOR]

Purpose – Performance appraisal is one of the most critical and indispensable human resource practices for organisations. However, it generates dissatisfaction among employees as it is often viewed as complex and ineffective. The purpose of this paper is to present a new performance management system that integrates multi-criteria decision analysis (MCDA) methods – the analytic network process (ANP) and PROMETHEE – with the visual techniques of the GAIA plane and the stacked bar chart. MCDA methods allow a structured and consistent evaluation integrating qualitative and quantitative criteria. Design/methodology/approach – The authors developed a structured and transparent performance management system. It is based on the MCDA methods PROMETHEE and ANP. It also incorporates the visual techniques: GAIA and stacked bar chart. Feedback for trainings and developments can precisely be formulated. Findings – Visual techniques permit clear identification and quantification, for each employee, of the areas that need improvement through training and development, which contributes to the resource-based view of organisations. A real case study has been portrayed to show the added value of the MCDA methods and the visual techniques in employee performance management. Originality/value – The paper describes a new employee performance system adopted in an organisation. The multi-criteria analysis transparently combines qualitative and quantitative decision criteria into a holistic and transparent evaluation. The visual techniques permit us to gain a deep insight into the employees’ skills profile and capture fine details where individuals perform or underperform. [ABSTRACT FROM AUTHOR]

Orientation: Intrinsic rewards are personal, psychological responses to the work that employees perform, which stem from the manner in which their work is designed. Research purpose: This study sought to discover in what ways non-profit employees are psychologically rewarded by the nature of their work tasks. The use of a qualitative approach to data collection and analysis ensured that in-depth responses from participants were gained. Motivation for the study: Intrinsic rewards are of particular importance to non-profit employees, who tend to earn below-market salaries. This implies that their motivation originates predominantly from intrinsic as opposed to extrinsic rewards; yet, research into this area of rewards is lacking. Research approach, design and method: In-depth, semi-structured interviews were conducted using a sample of 15 extrinsically rewarded non-profit employees working within South Africa. Thematic analysis was utilised in order to generate codes which led to the formation of five intrinsic rewards categories. Main findings: Intrinsic rewards were classified into five categories, namely (1) Meaningful Work, (2) Flexible Work, (3) Challenging Work, (4) Varied Work and (5) Enjoyable Work. These rewards each comprise of various subcategories, which provide insight into why such work is rewarding to non-profit employees. Practical/managerial implications: Traditional performance management systems should be re-evaluated in the non-profit sector to shift focus towards intrinsic rewards, as opposed to focusing only on the use of extrinsic rewards such as incentives to motivate employees. Contribution/value-add: The study provides a qualitative understanding of how extrinsically rewarded non-profit employees perceive their work to be intrinsically rewarding, which bridges the empirical gap pertaining to intrinsic rewards within this sector. [ABSTRACT FROM AUTHOR]