Query: university administrative staff  performance appraisal

title: The use of performance appraisal in the University of Cape Coast: perception of senior administrative staff

title: The Effect of Performance Appraisal On Employee Performance A Survey On Administrative Staff Of Hawassa
abstract: The study aims to explore the effect of Performance appraisal process on employee performance in Hawassa university administrative staff. The data were collected through structured questionnaires from 320 permanent administrative staff. The findings revealed that there are positive and significant relationships between independent and dependent variables. That is establishing performance standards, Communicating established standards, measuring actual performance and compare with standards, discussing the appraisal and giving feedback and indicating corrective action with employee performance. Thus, for effective performance appraisal system the management of the university has to make some improvement in the appraisal system practice.

title: Performance Appraisal and Employee Development in the University of Education, Winneba, Ghana
abstract: The study examined performance appraisal (PA) and employee development in the University of Education, Winneba. The concurrent triangulation strategy or design from the pragmatic perspective was adopted for the study. A multi stage sampling technique such as simple random, stratified and purposive sampling techniques were used to sample of 159 from a population of 271 (comprising 61 senior members and 210 senior staff) administrative staff of the University of Education, Winneba. Data collection instruments were questionnaire and unstructured interview guide. Quantitative data was analysed with frequencies, percentages, means and standard deviations, and Pearson correlation matrix. Pattern matching was used to present the qualitative data after coding and thematic analysis. The study found that administrative staff of the University were not satisfied with the present ranking PA method or system in vogue. Respondents strongly endorsed the need for 360 degree feedback PA system because it provides feedback from multiple sources and had a statistically positive significant relationship with employee development and performance. It was recommended that the management of the division of the human resource of the university should gradually phase out the existing performance appraisal system and introduce the 360 degree feedback performance appraisal system.

title: Examining The Relationship Between Human Resource Managemnt Practices And Organizational Citizenship Behavior For Environment Among Administrative Staff In A Thailand University
abstract: This study examines the influence of three human resource management practices which are training and development, performance appraisal, and compensation and benefit on organizational citizenship behavior for environment (OCBE) among administrative staffs at Prince of Songkla University (PSU, Hatyai campus. A total of 231 administrative staffs participated in this study. Regression analysis was performed to test the research hypothesis. The results revealed that the two dimensions of human resource management practices which are performance appraisal and compensation and benefit did not have significant relationship with organizational citizenship behavior for environment (OCBE) However, training and development was found to have positive significant relationship with organizational citizenship behavior for environment (OCBE)

title: The Relationship of Performance Appraisal with Organizational Commitment of Employees (The Case of OYA and COB Administrative Staff in UUM)
abstract: This study investigates the relationship of performance appraisal with organizational commitment of administrative employees of Othman Yeop  Thirty questionnaires were returned to which ANOVA one way test was used to verify the demographic profiles of the participants with organizational commitment. The result found that 45% of administrative employees of OYA and COB have lower level of organizational commitment. Pearson correlation was conducted on the independent variable which is (HRM practice of performance appraisal) dependent variable (organizational commitment) and mediating variable (perceived organizational support) This study revealed that there is moderate non directional neither positive nor negative correlation between performance appraisal with organizational commitment of employees, performance appraisal with perceived organizational support and between organizational commitment with perceived organizational support. The result of the study contributed to a need for developing adequate training programs and offer opportunity for academic programs which aims on improving the knowledge and skills of the employees.

title: Have you been appraised? A survey of the university administrative staff
abstract: Little has been reported in the literature on the perception and understanding of administrative staff regarding the processes involved in performance appraisal within the higher educational establishments. At the University of Bradford appraisal for this cadre of employees has hitherto taken a voluntary form. In response to this vacuum, an empirical survey has been carried out in four departments in order to explore the perception, views and preferences of the administrative staff of the entire process and its related issues. The results indicated that lack of provision for formal appraisal has often resulted in inconsistencies, little or no provision for establishing formal dialogue between management and the staff concerning their performance expectations, misplacement of personal goals, and realistic opportunities for personal and career development. Therefore concludes that there is an urgent need for the university to disseminate its policies widely and maintain uniformity of practice throughout its departments. Moreover, attention ought to be paid to the effective training and the role and responsibilities of line managers.

title: An Evaluation of the Annual Performance Appraisal System at the University of Cape Coast
abstract: The study was conducted to investigate staff's perception on the effectiveness of the annual assessment system and examine the motivation status of staff after assessment. Convenience sampling technique was used to select some senior members and senior staff who were drawn from the various administrative departments within the University. The Statistical Package for Social Sciences (SPSS) was used to help analyze the primary data collected. The paper concludes that performance appraisal, likewise performance management at the University of Cape Coast, lacks policy direction. Without the use of guiding principles for monitoring performance and appraising staff, it is possible that many people are actually not performing and therefore assessments at UCC suffer a variety of judgment errors and biases due to subjective appraisals. Part of the recom mendations is that the Division of Human Resources (DHR) should arrange training programmes for all supervisors who are raters in order to equip them with appropriate skills of providing feedback to staff which will motivate staff to improve upon their performance. Finally, the DHR should review the appraisal system from start to finish and introduce new appraisal systems for the various levels of administrative staff.

title: Performance appraisal of administrative staff in a Tertiary Institution: perception
abstract: There is little empirical evidence relating to how university administrative employees view the performance appraisal process ( 2002) The aim of this paper was to investigate administrative staff perceptions and understanding of the appraisal system using AUT University (AUT) as a case study. Areas investigated included (1) how administrative staff viewed the process, (2) did it impact on their motivation, and (3) did it help or hinder career development. The research for this paper was a partial replication of the Analoui and Fell study of appraisal systems at The University of Bradford (UK) The Analoui and Fell questionnaire and interview guide were modified to suit the AUT context. The AUT sample consisted of 543 staff members with a response rate of 20 per cent. It was found that there was no evidence that the respondents wanted the process discontinued even though comments from those who had been through a Performance and Development Review (P&DR) and Formative Appraisal (FA) indicated a range of positive and negative experiences. In terms of performance appraisal as a motivational tool, few respondents felt that the process motivated them. There was evidence that FA was beneficial in helping with career development. The stated main purposes of AUT performance appraisal is: to assist in administration (pay increase and promotion) and developmental (training) decisions, with the latter purpose being secondary. Resulting from this study recommendations are (1) the current process should be evaluated, and (2) appraisers and appraisees should undertake training prior to an appraisal. On going research should be undertaken to find out how administrative staff in the wider NZ university sector view the process. To follow on from the current research, a longitudinal study should be undertaken of administrative staff reactions immediately after an appraisal. Research should also be undertaken to investigate if administrative staff associate completion of the performance appraisal process which includes the setting of goals with an increased work overload.

title: Impact of Performance Appraisal on Job Performance of Employees in Private Sector Universities of Developing Countries
abstract: Achieving effective performance of human resources is primary goal of every organization. In this regard performance appraisal practice of human resource provides the basis of evaluating and developing employee performance for achieving more enhanced organizational success. Similar to any organization, universities or higher education institutions evaluates its employees/teachers performance for effective human resource management. Although, both teaching and non teaching (administrative) staff in universities play an vital role in improving and maintain the organization's performance, however teachers are considered to be crucial human resource of higher education institutions. Performance evaluation of teachers in terms of their teaching and research outcome is the main area of concern for any university in developing countries like Pakistan. The aim of this study is to investigate the impact of performance appraisal on job performance of teachers in private universities of Khyber Pakhtunkhwa province of Pakistan.  Performance Appraisal and Employees' Performance, Universities, developing countries

title: Antecedents of job satisfaction among academic staff at a Saudi government university: Using partial square
abstract: The study at hand explores the antecedents of job satisfaction that affect the degree of job satisfaction experienced by academic staff within a government university in Saudi Arabia. This research centers on the nascent University of Tabuk and endeavors to make a contribution that could provide significance to the body of research, especially in the Middle East. The sample of this study consists of 284 academic contractors at the university under study, namely Tabuk University. Smart PLS Software analyzed the data, and the study revealed that work environment, administrative process, financial incentive and performance appraisal closely interlink with job satisfaction at Tabuk University, with scientific research and publication having little relation to the predictors of JS.