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Performance evaluation is one of the fundamental tasks that have to be accomplished by an
organization. It is a process through which the employee’s performance is evaluated and on
the basis of which different decisions are taken. This paper focuses on the social context of
the performance appraisal, and seeks to ascertain how do dyadic relations and duration of
the process affect the performance appraisal process? A total of 120 paired questionnaires
were sent to subordinate and employees of different organizations in order to collect data.
Descriptive statistics and correlations among the different variables were calculated in order
to analyze the results. The results show different dimensions of the employee appraisal
comprising the time span of the employee with the supervisor, the relationship the employees
have with the supervisor and the objective performance they have shown. The analysis is
followed by the conclusion and recommendations. It also highlights the practical implications
of the performance appraisal process for the organizations. The model paper followed in this
research is ‘Effect of dyadic quality and duration on performance appraisal’ by Neville T.
Duart, Jane R. Goodson and Nancy R. Klich.
Ayesha Amanullah Khan, Dr. Syed Tahir Hijazi. (2009) Effects of Dyadic Quality and Duration on Performance Appraisal, Journal of Independent Studies and Research-Management, Social Sciences and Economics, Volume-07, Issue-1.
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