Bir Kamu Örgütünde Performans Değerleme Hataları: Ampirik Bir Araştırma

Yıl 2007, Sayı: 13, 108 - 138, 01.06.2007

Sait Gürbüz Onur Dikmenli

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

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