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|Title: ||Gender perceptions and experiences of performance appraisal in selected Public Service Institutions|
|Authors: ||Khashane, Khathutshelo Edith|
|Advisors: ||Pietersen, H.J.|
|Keywords: ||Performance appraisal|
|Issue Date: ||2009|
|Abstract: ||While the current trend among a number of organisations is to integrate
performance appraisal with performance management systems or even ‘replace’
it with performance management systems, it is still extremely highly utilized
process. The probable reason for this is that the major use of performance
appraisal is as a management tool whereby the quality of personnel decisions
can be enhanced when an effective system is in place. Ideally the use of a formal
process, focused on objective, job orientated criteria, will empower management
to make meaningful decisions which will not only be to the benefit of individual
workers but will contribute to the overall effectiveness and efficiency of the
Some other objectives apart from fact that it is used as management tool are to
determine the administrative and development as well as that of the organization.
There are therefore, two fundamental parties involved in appraisal, being the
appraisee and the appraiser and it is inevitable that the approach to, or the
perception of the subject should be different in some, or many ways. Aspects
such as ethics, fairness, motivation, accuracy, validity, rating errors,
effectiveness and feedback, should therefore be examined in more detail in order
to determine where specific problem areas may lie between males and females.
Serious perceptual differences concerning the process will surely create
obstacles and eventually lead to an inefficient system.
The aim of the study was to determine the extent to which differing perception
play a role in the acceptance or rejection of the system with regard to males and
females in terms of the aspects mentioned above.
The diagnostic instrument used in this study was adapted from those of Mount
(1983) (named the Leadership Analysis Questionnaire) and Le Roux (1989) to
include aspects which are more in line with features of the performance appraisal
system unique to the participating organisation.
The results indicated statistically significant differences in perception between
males and females in terms of fairness, motivation, and feedback.
It is recommended that future research should be directed at the underlying
reasons for perceptual differences between supervisors and subordinates,
regarding the factors mention above, with the aim of improving communication
|Description: ||Thesis (M.A. (Human Resource Management))-- University of Limpopo, 2009.|
|Library of Congress Subject Headings: ||Employees -- Rating of|
|Appears in Collections:||Theses and Dissertations (Human Resource Management)|
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