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dc.contributor.advisor Pietersen, H.J. Khashane, Khathutshelo Edith 2012-10-25T07:39:57Z 2012-10-25T07:39:57Z 2009
dc.description Thesis (M.A. (Human Resource Management))-- University of Limpopo, 2009. en_US
dc.description.abstract While the current trend among a number of organisations is to integrate performance appraisal with performance management systems or even ‘replace’ it with performance management systems, it is still extremely highly utilized process. The probable reason for this is that the major use of performance appraisal is as a management tool whereby the quality of personnel decisions can be enhanced when an effective system is in place. Ideally the use of a formal process, focused on objective, job orientated criteria, will empower management to make meaningful decisions which will not only be to the benefit of individual workers but will contribute to the overall effectiveness and efficiency of the organisation. Some other objectives apart from fact that it is used as management tool are to determine the administrative and development as well as that of the organization. There are therefore, two fundamental parties involved in appraisal, being the appraisee and the appraiser and it is inevitable that the approach to, or the perception of the subject should be different in some, or many ways. Aspects such as ethics, fairness, motivation, accuracy, validity, rating errors, effectiveness and feedback, should therefore be examined in more detail in order to determine where specific problem areas may lie between males and females. Serious perceptual differences concerning the process will surely create obstacles and eventually lead to an inefficient system. The aim of the study was to determine the extent to which differing perception play a role in the acceptance or rejection of the system with regard to males and females in terms of the aspects mentioned above. The diagnostic instrument used in this study was adapted from those of Mount (1983) (named the Leadership Analysis Questionnaire) and Le Roux (1989) to IV include aspects which are more in line with features of the performance appraisal system unique to the participating organisation. The results indicated statistically significant differences in perception between males and females in terms of fairness, motivation, and feedback. It is recommended that future research should be directed at the underlying reasons for perceptual differences between supervisors and subordinates, regarding the factors mention above, with the aim of improving communication and relationships. en_US
dc.format.extent xiv, 159 leaves en_US
dc.language.iso en en_US
dc.relation.requires Adode Acrobat Reader, version 6 en_US
dc.subject Performance appraisal en_US
dc.subject Employee motivation en_US
dc.subject Gender inequalities en_US
dc.subject Employee evaluations en_US
dc.subject.lcsh Employees -- Rating of en_US
dc.subject.lcsh Personnel management en_US
dc.subject.lcsh Performance standards en_US
dc.title Gender perceptions and experiences of performance appraisal in selected Public Service Institutions en_US
dc.type Thesis en_US

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