Human Resource Management

Performance feedback process in organization- employees perspective

Name of Members Roll No.

Aakash Satpute 115
Aniket Bangar 70
Arun Menon 95
Kiran Nair 80
Mrunmai Salvi 113
Prathamesh Nimkar 101
Shubham Anekar 65
Sudalamani Konar 91
 1. Performance evaluation will not die, but it should

Traditional performance evaluations, whether formal annual appraisals or newer systems focused on
real-time feedback, consistently fail to achieve their objectives. The paper argues that instead of
tweaking these flawed systems, organizations should abandon regular performance evaluations for
all employees. It highlights four primary reasons for this failure:

Performance Distribution: Performance often follows a natural distribution, making it difficult to

differentiate employees meaningfully.

Measurement Issues: Reliable and valid performance assessment methods remain elusive.

Limited Feedback Value: Performance feedback often offers minimal benefit to employees.

Organizational Utility: Performance evaluations provide questionable value to the organization.

The paper proposes a shift away from regular performance evaluations and toward performance
leadership. This approach emphasizes managing performance without overreliance on formal
evaluation systems.

Murphy KR. Performance evaluation will not die, but it should. Hum Resour Manag J. 2020;30:13–
331. https://doi.org/10.1111/1748-8583.12259 accessed on 26/02/2024

2. Performance Feedback and Peer Effects: A Review

This paper examines how performance feedback and coworker behavior influence individual
performance in workplaces. It explores the impact of feedback on individual performance,
considering both cognitive (improved understanding) and motivational (increased effort) factors. It
also acknowledges potential for strategic distortion of feedback.

The paper investigates the positive and negative effects of comparing individual performance to
peers. While it can incentivize effort and activate competitive and status-related behaviors, it can
also discourage low performers and lead to anti-social behaviors in some cases. Additionally, factors
like self-confidence and incentive schemes influence how individuals respond to this type of
feedback.

Finally, the paper delves into peer effects, how colleagues' behavior and performance impact
individual performance. It explores the mechanisms behind these effects, like conformity, social
learning, and competition, and how they vary within organizational hierarchies. Understanding these
dynamics is crucial for developing effective strategies to improve employee performance and overall
organizational success.

Villeval, Marie-Claire. (2020). Performance Feedback and Peer Effects: A Review. SSRN Electronic
Journal. 10.2139/ssrn.3543371.
https://www.researchgate.net/publication/340424922_Performance_Feedback_and_Peer_Effects_A
_Review
 3. 360-Degree Feedback as a Tool for Improving Employee
Performance

The research paper investigates the effectiveness of implementing this process in organizations to
boost employee performance. The core objective of this research is twofold:

Examining the challenges faced while implementing 360-degree feedback.

Evaluating its efficacy as a tool for improving employee performance through research questions.

In essence, this research aims to assess the practicality and impact of 360-degree feedback in the
workplace, focusing on overcoming implementation hurdles and measuring its effectiveness in
boosting employee performance.

Dalvi, Omkar & Sawant, S & Mohite, R & Shital, Sambhaji & Sawant, Sambhaji & Bajaj, K.K.. (2023).
360-Degree Feedback as a Tool for Improving Employee Performance. Tuijin Jishu/Journal of
Propulsion Technology. 44. 1938-1945. https://www.researchgate.net/publication/374978873_360-
Degree_Feedback_as_a_Tool_for_Improving_Employee_Performance

Performance Management: Giving and Receiving Feedback

https://hr.psu.edu/sites/hr/files/GivingAndReceivingFeedbackSupervisors.pdf

4. Employees’ Perception of Performance Appraisal System: A

Case Study
Francis O. Boachie-Mensah (Corresponding author), Peter Awini Seidu

Performance appraisals are essential for effective evaluation and management of staff. Since
perceptions influence people’s judgement and attitudes towards particular phenomena, it could be
expected that the staff of an educational institution might hold diverse opinions about the
performance appraisal system in the institution. This study focused on employees’ perceptions of
performance appraisal biases or errors, and examined the implications for developing and
implementing an effective appraisal system in a polytechnic in Takoradi, Ghana. The study also
sought to identify pragmatic ways to ameliorate any appraisal biases that may be present in the
institution’s appraisal system. Data was collected from 140 employees of the institution, which
included both academic and administrative staff who had worked in the institution for at least two
consecutive years, and whose work had been appraised previously. A content validated semi-
structured interview schedule was used to interview the respondents. The data collected was
analysed, using descriptive statistics, in order to address the research questions. The results of the
study indicate that employees of the institution perceive that the performance appraisal system of
the institution is affected by subjectivity, and is influenced by some major errors. The findings have
serious managerial implications for training, motivation and provision of resources for effective
performance appraisal. A major limitation of the study is that, due to financial constraints, it was
conducted in only one institution. Therefore, the findings may not be described as a reflection of the
general state of affairs in the other educational institutions in the country.

Key words: : Appraisal error, Attribution, Perception, Performance appraisal

Link: https://citeseerx.ist.psu.edu/document?
repid=rep1&type=pdf&doi=71e80712be6242f75910b9c3853feb9c375cae91

5. KEY FACTORS IN PERFORMANCE MANAGEMENT:

Employee point of view
Muhammad Saeed Mustafa

In the thesis, the author reviews measure the key factors in performance management. Furthermore,
the main focus of this research will base on literature and as well as across the different in
organizations. The thesis confines, its research to the Key factors in Performance Management
according to an employee point of view in any organization. The fundamentals of how employees
and organizations need to relate each other to achieve high employee performance management
and organizational goals. Most important insight is gained, to promote the desired employees based
on their outcomes in relation to real life performance management practices. This research
concluded to a point of ponders that a role of employee performance could not complete without
the construction of an organizational culture inside an organization. Performance management of an
organization is directly connected with performance of employees. Achievement of high-level
employee’s performance is a big need to achieve organizations goals all the time. A high-level
organization management could not be without high level of employee’s performance management
in this age of competition. Our goal is to choose only those practices that have the greatest benefit
impact from both an organizational and an employee point of view. This means in level of
organization, selecting practices that maximize employee attraction, retention, development,
motivation, skills and knowledge. For employee, it means practices that increase job satisfaction,
development, reward system and decision making. Highly effective and modern era measurements
data have been obtained by the conclusion that further research and more references work need to
be done to complete research.

Key words: Performance, Employee, Organizational management

Link : https://www.theseus.fi/bitstream/handle/10024/71091/KEY%20FACTORS%20IN
%20PERFORMANCE%20MANAGEMENT.pdf?sequence=1&isAllowed=y

6. Effectiveness of Performance Management System for

Employee Performance Through Engagement
Sajid Hussain Awan and others
This article seeks to explore the effectiveness of a comprehensive performance management system
in terms of employee performance. Besides, the mediating effect of work engagement was also
examined. The performance management system effectiveness (PMSE) was determined by the
extent of its accuracy and fairness, as recommended by previous researchers. A sample of 285
employees was selected from various branches of private banks located across Pakistan. A structured
questionnaire was used, which was validated through confirmatory factor analysis (CFA) in the
Pakistani context. The results indicated a significant impact of PMSE and work engagement on task
and contextual performance of employees. Also, complementary mediation of employee work
engagement in the relationship between PMSE and employee performance (in terms of task and
contextual performances) was also supported. The findings of the research are helpful for the
development of HR and PMSE strategy in the private banks of Pakistan. The study also suggests that
a comprehensive PMSE model including the perception of fairness as a mandatory part, may be
introduced for employees’ enhanced work engagement and task/contextual performance. The
mediating relationship of work engagement has established the process of PMSE for the task and
contextual performances of employees, which is a valuable contribution of the study.

Keywords: performance management system effectiveness, work engagement, task performance,

contextual performance

Link:https://journals.sagepub.com/doi/pdf/10.1177/2158244020969383?download=true

7. Performance Management: A Scoping Review of the Literature

and an Agenda for Future Research
Travor C. Brown & others

Performance management (PM), in all its guises, occurs across all organizations whether formally
through an official organizational process or informally through daily dialogue. Given its inherent
importance to the field of Human Resource Development (HRD), this study conducted a scoping
review of the PM literature over a period of more than 11 years, uncovering 230 articles from 41
different journals. This review suggests that the PM literature explores the more process driven
aspect of PM, namely performance appraisal (PA), as opposed to investigating PM in a truly holistic
way. Throughout, this study suggests a series of research gaps which, if filled, will help both HRD
scholars and practitioners better understand how employee performance can be effectively managed
in the future.

Keywords: performance management, scoping literature review, performance appraisal

Link: https://journals.sagepub.com/doi/pdf/10.1177/1534484318798533?download=true
 8. An Employee Perspective to Performance Measurement and
Management: A Public Sector Case Study
Mikael Siljanen

This study is composed of six main chapters. In chapter one a short background to performance
measurement and management is introduced, the objectives and research questions of the study are
defined, the research methodology is described and the study structure is presented. In the following
chapter the key concepts of the study (public sector organization, performance, performance
measurement, performance management, and performance measurement systems) are defined. In
chapter three the employee role in performance measurement and management is examined
through a literature review. Chapter three examines themes such as participation in decision-making,
knowledge and understanding of performance measurement, strategy alignment, communication
and linking a reward system to performance measurement. Chapter four examines performance
measurement and its distinct characteristics in the public sector. In chapter five a case study at
Mikkeli University of Applied Sciences is presented. First the background information is introduced,
then the interview structure and methods are explained and finally the results of the case study are
revealed and examined. Chapter six consists of the discussion and conclusions of the study.

Link:

https://lutpub.lut.fi/bitstream/handle/10024/61625/nbnfi-fe201005101835.pdf?sequence=3

9. The Role of Feedback as a Management Tool in Performance

Management Program
Tatjana Mamula NIKOLIĆ1, Nenad PERIĆ2, Ana BOVAN3

The research paper emphasizes the importance of feedback within an organization's performance
management system. It argues that effective performance management requires a strong feedback
culture, allowing both employees and the organization to provide and receive feedback to ensure
alignment with goals and objectives.

The research, conducted in a non-profit organization in 2019, highlights the link between individual
employee goals, performance, and organizational success. It emphasizes that effective feedback
requires clear goals, action towards achieving them, and subsequent feedback specific to those
actions. Moreover, the paper suggests that regular feedback fosters positive relationships between
management and employees, motivating them to perform their best.

Mamula Nikolić, Tatjana & Perić, Nenad & Bovan, Ana. (2020). The Role of Feedback as a
Management Tool in Performance Management Program. Quality - Access to Success. 21. 3-8.

https://www.researchgate.net/publication/
343152520_The_Role_of_Feedback_as_a_Management_Tool_in_Performance_Management_Progr
am
10. The future of feedback: Motivating performance improvement
through future-focused feedback
Jackie Gnepp

Managerial feedback discussions often fail to produce the desired performance improvements. Three
studies shed light on why performance feedback fails and how it can be made more effective. In
Study 1, managers described recent performance feedback experiences in their work settings. In
Studies 2 and 3, pairs of managers role-played a performance review meeting. In all studies,
recipients of mixed and negative feedback doubted the accuracy of the feedback and the providers’
qualifications to give it. Disagreement regarding past performance was greater following the
feedback discussion than before, due to feedback recipients increased self-protective and self-
enhancing attributions. Managers were motivated to improve to the extent they perceived the
feedback conversation to be focused on future actions rather than on past performance. These
findings have implications for the theory and practice of performance management.

Link:

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7304587/