PERFORMANCE EVALUATION SYSTEMS AND LEADERSHIP

Yıl 2021, Cilt: 8 Sayı: 2, 112 - 120, 30.06.2021

Duygu Hıdıroglu

https://doi.org/10.17261/Pressacademia.2021.1410

Öz

Purpose- This study aims that the performance evaluation systems practiced by associating the leadership concept and the performance evaluation system will make significant contributions to the academic literature. Additionally, the study is expected to help leaders with understanding the importance of performance evaluation systems in the business world and its contributions to the development of a successful business leadership, and to propose leaders some useful suggestions on how performance evaluation systems can be executed successfully.
Methodology- In this study, first of all, the concept of performance evaluation and why performance evaluation systems should be applied in companies are discussed. Then, the importance of performance evaluation systems in the company for leaders and their contribution to management systems are explained. It has been mentioned how performance evaluation systems and in which departments of an organization should be used mostly to reach organizational success. Then, the performance evaluation process and methods are explained. In the final part, the features of an accomplished performance evaluation system necessary for accomplished leaders to establish an effective leadership system in the organization are explained and the implications of problems encountered in the performance evaluation systems that prevent the accomplishment in business leadership are discussed.
Findings- The factors that many businesses have control over are simply the conditions within their own business organization. In fact, it is still not possible to say that many business leaders have 100% control over these factors. This is where the importance of the concept of leadership is felt in a business organization. If a leader could maintain performance evaluation system and manage the employee’s performance system in an effective manner, it will not be difficult or a coincidence for him to achieve success in organization.
Conclusion- The most important point of the performance evaluation is that it is not the person who is evaluated, but the value of his performance. Leaders should distinguish the performances of employees by establishing an effective and objective performance evaluation system and act according to the results. This will both motivate the employee to work and enable the establishment of a healthy organizational structure.

Anahtar Kelimeler

Performance evaluation system, leadership, performance management, performance evaluation methods, employee performance

Kaynakça

• Ahmed, P., & Kaushik, M. D. (2011). Career planning-an imperative for employee performance management system. International Journal of Business Insights & Transformation, 4(2), 102-109.
• Aguinis, H. (2019). Performance management for dummies. John Wiley & Sons. 319-323.
• Aguinis, H., & Pierce, C. A. (2008). Enhancing the relevance of organizational behavior by embracing performance management research. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(1), 139-145.
• Alrowwad, A. A., & Abualoush, S. H. (2020). Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development. 39 (2),196-222.
• Arvey, R. D., & Murphy, K. R. (1998). Performance evaluation in work settings. Annual review of psychology, 49(1), 141-168.
• Azzopardi, E., & Nash, R. (2013). A critical evaluation of importance–performance analysis. Tourism management, 35, 222-233.
• Behn, R. D. (2003). Why measure performance? Different purposes require different measures. Public administration review, 63(5), 586-606.
• Bititci, U., Cocca, P., & Ates, A. (2016). Impact of visual performance management systems on the performance management practices of organisations. International Journal of Production Research, 54(6), 1571-1593.
• Büyüközkan, G., & Karabulut, Y. (2018). Sustainability performance evaluation: Literature review and future directions. Journal of environmental management, 217, 253-267.
• Chen, Y., Okudan, G. E., & Riley, D. R. (2010). Sustainable performance criteria for construction method selection in concrete buildings. Automation in construction, 19(2), 235-244.
• Damoah, O. B. O. (2018). A critical incident analysis of the export behaviour of SMEs: evidence from an emerging market. Critical Perspectives on International Business, 14 (2/3), 309-334.
• De Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688-697.
• Eaidgah, Y., Maki, A. A., Kurczewski, K., & Abdekhodaee, A. (2016). Visual management, performance management and continuous improvement: a lean manufacturing approach. International Journal of Lean Six Sigma. 7 (2), 187-210.
• Eagly, A. H., & Diekman, A. B. (2005). What is the problem? Prejudice as an attitude-in-context. On the nature of prejudice: Fifty years after Allport, 19-35.
• Ensslin, S. R., Ensslin, L., dos Santos Matos, L., Dutra, A., & Ripoll-Feliu, V. M. (2015). Research opportunities in performance measurement in public utilities regulation. International Journal of Productivity and Performance Management. 64 (7), 994-1017.
• Folan, P., & Browne, J. (2005). A review of performance measurement: Towards performance management. Computers in industry, 56(7), 663-680.
• Gerhart, B., Wright, P. M., MC MAHAN, G. C., & Snell, S. A. (2000). Measurement error in research on human resources and firm performance: how much error is there and how does it influence effect size estimates? Personnel Psychology, 53(4), 803-834.
• Giumetti, G. W., Schroeder, A. N., & Switzer III, F. S. (2015). Forced distribution rating systems: When does “rank and yank” lead to adverse impact? Journal of Applied Psychology, 100(1), 180.
• Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123-136.
• Haslam, S. A., Reicher, S. D., & Platow, M. J. (2020). The new psychology of leadership: Identity, influence and power. Routledge.
• Lawler, E. E. (2003). Reward practices and performance management system effectiveness. Organizational Dynamics, 32(4), 396-404.
• Merinov, M. V., Pavlova, A. V., & Khayrullina, A. D. (2020). Specific features of organization performance management at stages of its life cycle. In Innovative Economic Symposium, Springer, Cham, 2 (1), 233-248.
• Miri, S. A., Mansor, N. N. A., Chasempour, Z., & Anvari, R. (2014). Staff organization training: designing, stages, and methods. Procedia-Social and Behavioral Sciences, 129, 227-235.
• Modi, P., & Mishra, D. (2010). Conceptualising market orientation in non-profit organisations: Definition, performance, and preliminary construction of a scale. Journal of Marketing Management, 26(5-6), 548-569.
• Narkunienė, J., & Ulbinaitė, A. (2018). Comparative analysis of company performance evaluation methods. Entrepreneurship and Sustainability Issues, 6(1), 125-138.
• Niiranen, V. (2008). The many purposes of performance evaluation. International Journal of Public Administration, 31(10-11), 1208-1222.
• Podgórski, D. (2015). Measuring operational performance of OSH management system–A demonstration of AHP-based selection of leading key performance indicators. Safety Science, 73, 146-166.
• Risher, H. (2000). Dow Chemical’s Salary Program: A Model for the Future? Compensation & Benefits Review, 32(3), 26-34.
• Roshanov, P. S., Fernandes, N., Wilczynski, J. M., Hemens, B. J., You, J. J., Handler, S. M., ... & Haynes, R. B. (2013). Features of effective computerised clinical decision support systems: meta-regression of 162 randomised trials. BMJ, 346.
• Rothwell, W. J., Jackson, R. D., Ressler, C. L., Jones, M. C., & Brower, M. (2015). Career planning and succession management: Developing your organization's talent—for today and tomorrow: Developing your organization’s talent—for today and tomorrow. ABC-CLIO. 2(1), 231-235.
• Rozi, A., Agustin, F., Hindriari, R., Rostikawati, D., & Akbar, I. R. (2020). The effect of leadership on employee performance at PT. Stella Satindo in Jakarta. HUMANIS, Humanities, Management and Science Proceedings, 1(1), 55-61.
• Safar, M., Jafar, M., Abdel-Jawad, M., & Bou-Hamad, S. (1998). Standardization of RO membrane performance. Desalination, 118(1-3), 13-21.
• Sancino, A., & Hudson, L. (2020). Leadership in, of, and for smart cities–case studies from Europe, America, and Australia. Public Management Review, 22(5), 701-725.
• Shingler, J., Van Loon, M. E., Alter, T. R., & Bridger, J. C. (2008). The importance of subjective data for public agency performance evaluation. Public Administration Review, 68(6), 1101-1111.
• Simmons, J. (2008). Employee significance within stakeholder‐accountable performance management systems. The TQM Journal. 20 (5), 463-475.
• Tetiana, H., Karpenko, L. M., Olesia, F. V., Yu, S. I., & Svetlana, D. (2018). Innovative methods of performance evaluation of energy efficiency projects. Academy of Strategic Management Journal, 17(2), 1-11.
• Trivedi, K. S., Ciardo, G., Malhotra, M., & Sahner, R. A. (1993). Dependability and performability analysis. In Performance evaluation of computer and communication systems, Springer, Berlin, Heidelberg, 1 (1), 587-612.
• White, T. (2014). Evaluating Teachers More Strategically: Using performance results to streamline evaluation systems. issue brief. Carnegie Foundation for the Advancement of Teaching. 1-12.
• Zakharova, E. N., Prokhorova, V. V., Shutilov, F. V., & Klochko, E. N. (2015). Modern tendencies of cluster development of regional economic systems. Mediterranean Journal of Social Sciences, 6(5 S3), 154.
• Zaslow, M. (2014). General features of effective professional development. Preparing early childhood educators to teach math, 97-115