The Key Strategies for Measuring Employee Performance in Companies: A Systematic Review
Abstract
:1. Introduction
2. Literature Review
2.1. The Need and Purpose of Staff Performance Measurement
2.2. The Key Elements of Staff Performance Appraisal
2.2.1. Defined Goals and Objectives
2.2.2. Feedback
2.2.3. Flexibility
2.2.4. Self-Evaluation
2.2.5. Compensation and Rewards
2.2.6. Performance Improvement Plan
2.3. Measuring Employee Performance
2.3.1. Checklists, Graphics, and Scale Ratings
2.3.2. Self-Evaluation
3. Methods
4. Findings
5. Discussion
5.1. Indicators of Staff Performance Measurement and Evaluation
5.2. Staff Performance Measurement Methods
5.2.1. Management by Objectives (MBO)
5.2.2. 360-Degree Feedback
5.2.3. Assessment Center Method
5.2.4. Behavioral Anchored Rating Scale
5.2.5. Human Resource Accounting Method
5.2.6. Employee Performance Matrix (EPM)
5.3. The Role of Staff Performance Measurement for the Overall Growth of Organizations
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Appraisal Dimensions | Items |
---|---|
Creativity and innovation |
|
Learning and growing ability |
|
Obligation and responsibility |
|
| |
| |
| |
Planning and actions |
|
| |
Communication skills |
|
Performance |
|
Authors, Year | Reference | Title | Index | Findings |
---|---|---|---|---|
Sal, A., & Raja, M. (2016) | [67] | The impact of training and development on employees performance and productivity. | - | Employee performance and the effects of training and development programs. |
Ibrahim, Z., Ismail, A., Mohamed, N. A., & Raduan, N. (2016) | [68] | Association of managers’ political interests towards employees’ feelings of distributive justice and job satisfaction in performance appraisal system | - | Managers’ political objectives have an impact on both employees’ views of distributive justice and their level of job satisfaction. |
Vilnai-Yavetz, I., & Levina, O. (2018) | [69] | Motivating social sharing of e-business content: Intrinsic motivation, extrinsic motivation, or crowding-out effect? | ISI, Scopus | External financial incentives promote greater readiness to contribute. |
Idowu, A. (2017) | [62] | Effectiveness of performance appraisal system and its effect on employee motivation. | - | The findings demonstrate significant positive results when the organization uses performance assessment as a motivation tool. |
Hung, S., Durcikova, A., Lai, H., & Lin, W (2011) | [58] | The influence of intrinsic and extrinsic motivation on individuals’ knowledge sharing behavior. | ISI, Scopus | The findings demonstrate that a knowledge management system with integrated reputation feedback is essential for the successful sharing of knowledge. |
Prasetyaningrum, D., & Setiawan, Y. A (2020) | [70] | Analysis of performance appraisal system with 360-degree feedback method. | - | Performance assessment system analysis with the 360-degree feedback technique. |
Huda, K. N., Shakil, R. M., & Chowdhury, T. A. (2020) | [71] | Exploring the significant factors of employee performance management system in commercial banks: A multivariate analysis. | - | Significant aspects of Bangladesh’s Employee Performance Appraisal System. |
Patil, A. M., & Dalvi, C. S. (2019) | [72] | 720-degree performance appraisal systems. | - | Critical indicators of performance appraisal systems. |
Armstrong (2009) | [43] | Armstrong’s handbook of performance management: An evidence-based guide to delivering high performance. | - | Evidence-based information increases the comprehension of the position performance management achieved and gives practical guidance on the interpretation and application of this evidence. |
Thursfield, D., & Brayley, K. (2016) | [73] | Exploring performance management in four UK trade unions. | ISI, Scopus | Trade union performance management is associated with structure, purposes, and directions. |
Zhong, L., Wayne, S. J., & Liden, R. C. (2016) | [74] | Job engagement, perceived organizational support, high-performance human resource practices, and cultural value orientations. | ISI, Scopus | Employment involvement, perceived corporate support, the high-performance approach of human resources, and local value systems. |
Smith, M., & Bititci, U. S (2017) | [75] | Interplay between performance measurement and management, employee engagement and performance. | Scopus | The authors show that changing the technological controls of the performance assessment system improved employee engagement and performance. |
Schleicher, D. J., Baumann, H. M., Sullivan, D. W., Levy, P. E., Hargrove, D. C., & Barros-Rivera, B. A (2018) | [13] | Putting the system into performance management systems: A review and agenda for performance management research. | ISI | Using performance management systems to implement the system. |
Mone, E. M., & London, M. (2018) | [76] | The performance management process and employee engagement. Employee engagement through effective performance management. | - | The method of performance management and employee commitment. |
Van Looy, A., & Shafagatova, A. (2016) | [14] | Business procedure performance measurement: A structured literature review of indicators, measures and metrics. | - | Measuring business performance has become a crucial subject in academia and business since businesses are forced to generate accurate outcomes. |
Gruman J. A., & Saks A. M. (2011) | [12] | Performance management and employee engagement | SCI | An efficient management process is necessary to ensure employee engagement at each step of the goal |
Selden S., & Sowa J. E. (2011) | [11] | Performance management and appraisal in human service organizations: Management and staff perspectives | SCI | Accessing the performance of company employees is directly correlated with the capability of employees to perform effectively in the management and delivery of services |
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Vuong, T.D.N.; Nguyen, L.T. The Key Strategies for Measuring Employee Performance in Companies: A Systematic Review. Sustainability 2022, 14, 14017. https://doi.org/10.3390/su142114017
Vuong TDN, Nguyen LT. The Key Strategies for Measuring Employee Performance in Companies: A Systematic Review. Sustainability. 2022; 14(21):14017. https://doi.org/10.3390/su142114017
Chicago/Turabian StyleVuong, Thu Doan Ngoc, and Loi Tan Nguyen. 2022. "The Key Strategies for Measuring Employee Performance in Companies: A Systematic Review" Sustainability 14, no. 21: 14017. https://doi.org/10.3390/su142114017
APA StyleVuong, T. D. N., & Nguyen, L. T. (2022). The Key Strategies for Measuring Employee Performance in Companies: A Systematic Review. Sustainability, 14(21), 14017. https://doi.org/10.3390/su142114017