Bir Kamu Örgütünde Performans Değerleme Hataları: Ampirik Bir Araştırma

Öz

Bu araştırmanın amacı, Türkiye’de bir Kamu Kuruluşunda kullanılan Performans Değerleme Sisteminde olası performans değerlendirme hatalarının varlığını tespit etmektir. Araştırmada, hale etkisi, horn etkisi, benzerlik etkisi, sıkı değerlendirici etkisi, gevşek değerlendirici etkisi ve benzerlik etkisi olmak üzere altı adet değerleme hatasının mevcudiyeti sorgulanmıştır. Konuyla ilgili teorik çerçevenin ortaya konulmasından sonra, 150 kamu personelinden oluşan bir örneklem kullanılarak, performans değerlendirme sisteminde değerlendirici ve değerlendirilen olarak yer alan personelin altı adet değerleme hatasına yönelik tutumları, araştırmanın hipotezleri çerçevesinde test edilmiştir. Araştırmanın sonuçlarına göre, kamu personeli performans değerleme sisteminde altı adet değerleme hatasının var olduğuna inanmaktadırlar. Araştırmaya dahil edilen personelin değerleme hatalarına ilişkin tutumları statülerine göre anlamlı düzeyde farklılaşmaktadır. Yaş demografik değişkenine göre ise anlamlı bir faklılaşma tespit edilememiştir.

Anahtar Kelimeler

• Performans Değerlendirme, Başarı Değerleme, Performans Değerlendirme Hataları, Kamu Örgütleri

Performance Appraisal Biases In A Public Organization: An Emprical Study

Öz

The objective of the present investigation is to find out the existence of performance appraisal errors or biases in a public organization in Turkey. Magnitude of six types of appraisal errors was studied: the halo effect, the horn effect, the recency effect, the error of strictness, the leniency error and similarity effect. After the theoretical framework was provided, attitudes of the personnel towards to the six appraisal biases tried to be determined in the context of the research hypotheses using sample data collected from 150 public personnel, who are the rater and the ratees in the system. According to the results of the study, personnel who work in the organization think that six performance appraisal errors or biases are present in the public performance appraisal system. Attitudes of the public persons concerning the appraisal errors are significantly varied according to their status, but their ages. Implications for the appraisal errors are discussed, limitations of the study are revealed, and future research directions offered

Anahtar Kelimeler

• Performance Appraisal, Performance Evaluation, Performance Appraisal Biases, Public Organizations

Kaynakça

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100. Demographics and Performance Appraisal Errors Scale Items Used As Measure Part 1: Demografics
101. Your Status a Managers b Employee
102. Number of years completed in the organization (tenure) a 6 and below
103. b Between 7 and 15 c 16 and above 3. Your age a 26 and below
104. b Between 27- 36 c 37-and above
105. Your Education level a
106. High school or below year col- lege college) e Ph.D.
107. Your gender a Male b Female
108. Part 2: Your Perceptions Concerning Performance Appraisal Errors
109. In this part, answer the following questions considering the behavior of your rater
110. superiors towards you, or other people in similar position to you, and your predictions
111. and perceptions on how such behavior may be reflected on your appraisal report.
112. Questions 6, 7 measure the halo perceptions.
113. How many of your rater-superiors to date have the tendency to view affirmatively
114. all behaviors or actions of a subordinate because the superior likes a particular be
115. havior or action of the subordinate? a Don’t know b None c Some d Most e All
116. How many of your rater-superiors to date have made clear by his words or acts
117. that he places special emphasis on one or several behaviors or qualities specified in
118. the evaluation form from the start of your working together? a Don’t know b None c Some d Most e All
119. Questions 8 measure the horn effect
120. How many of your rater-superiors to date have the tendency to view negatively
121. all behaviors or actions of a subordinate because the superior dislikes a particular
122. behavior or action of the subordinate? a Don’t know b None c Some d Most e All
123. Questions 9-10 measure the recency effect perceptions
124. How many of your rater-superiors to date do you think have been influenced by
125. frequent display of behaviors they like and the lack of behaviors they dislike in the
126. evaluation time? a Don’t know b None c Some d Most e All
127. How many of your work mates have spared more effort in the evaluation time
128. to display behaviors liked by the superiors and avoid errors disliked by the superi- ors? a Don’t know b None c Some d Most e All
129. Question 11 measures the error of strictness perceptions
130. Some raters called “tight raters” have very high evaluation standards. For ex
131. ample they may say “the highest I would give is ninety (out of a hundred). How
132. many of your rater-superiors would you qualify as “tight raters” to date? a Don’t know b None c Some d Most e All
133. Question 12 measures the leniency errorperceptions
134. Some raters called “loose raters” have the tendency to give top rating to all sub
135. ordinates unless they have a clear deficiency, or they may not want to “adversely
136. impact” the future of subordinates. How many of your rater-superiors would you
137. qualify as “loose raters” to date? a Don’t know b None c Some d Most e All
138. Questions 13-14 measure the similarity effect perceptions
139. How many of your rater-superiors have the tendency to give better rating to
140. those subordinates similar to themselves in behavior, tastes and tendencies? a Don’t know b None c Some d Most e All
141. How many of your work mates have made efforts to demonstrate that their be
142. haviors, tastes and tendencies match those of the superior or hide those not matching
143. with the superior’s, with the intention that such would please the superior and con
144. sequently receive better ratings? a Don’t know b None c Some d Most e All