• Knowledge Management Research
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• v.3 no.1
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• pp.75-91
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• 2002

This research is interested in organization members' knowledge contribution, along with the requirement for the effective knowledge management as a critical corporate asset. We consider the performance appraisal and reward system on knowledge sharing as a key issue for the successful knowledge management. Analyzed will be the interactive relationship among the performance appraisal and reward system, individual knowledge contribution, and organizational knowledge contribution effectiveness. This case study is based on in-depth interviews in the consulting industry recognized as a knowledge-integrated industry. The purpose of this research is to examine how firms evaluate and reward organization members' knowledge contribution, to define how fim1s utilize IT for the knowledge management, and to show how the performance appraisal and reward system influence organizational knowledge contribution effectiveness. Besides, other determinants for knowledge contribution effectiveness are defined. It is recognized that knowledge contribution effectiveness is positively related to non-monetary rewards and informal appraisals. As for the future study, we recommend the empirical research based on several propositions developed in this study.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.19 no.38
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• pp.159-168
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• 1996

Appraisal format is the methods that is used to gether informations related to performance behaviors. Appraisal format has descriptive characteristics including evalustion dimensions, anchors, scales. The purpose of this paper is to study the effectiveness of a format characteristics of the appraisal results through literature review and to explore more approprate appraisal format through comparing three types of formats, graphic scales, BARS, BOS. According to the results, rating format's characteristics can affect the quality of appreisa results in that appraisal format can provide rators with evaluation standards which help raters to evaluate effectively. Specific dimensions are better than gernal one dimension. The effectiveness of scale in some degrees depends on development procedure. In general anchors are important to reduce rating errors and behavioral anchors are better than numeric anchors, The systematically developed BARS and BOS can reduce rating erros but graphic scales has limitstions.

• Journal of Korean Academy of Nursing Administration
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• v.10 no.1
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• pp.25-36
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• 2004

Purpose: Nursing puts much weight en the organization of hospital. Therefore it is necessity to improve nursing care. One of the most important things is to secure confident nurses and to develop nurse' potentiality. It directs nurse evaluation system. The concept of "performance appraisal tools" is extremely important in evaluation system. Therefore, the purpose of this study aims to define performance appraisal process. Method: In order to do this, two main study has been observed interviewing appraisers and employees in-depth and analyzing performance appraisal tools of seven hospitals and analysed validity, reliability, acceptability and practicability. Result: The result of this study can be summarized as follows; Firstly, the result of analysis of performance appraisal tools. Regard to validity, Hospitals had a typical goal, but had not put to practice use. Regard to reliability, 1) Appraisal rule had been focused on appraiser's error, how to avoid. 2) 5 hospitals accessed nurses with relative rating and 2 hospitals with absolute rating both in practice. 3) 3 hospitals informed nurses the result of performance appraisal but 4 hospitals did not. 4) All hospitals in this study had conducted superiors rating. Regard to acceptability, 1)Rating scale method had been implemented by 6 hospitals and among those conducted beth ranking method and descriptive method. 2) Most hospitals had focused on personal traits in performance appraisal factors. Regard to practicality, The term of appraisal took $10{\sim}14$ days; performance appraisal happened 1 or 2 times per year; appraisal factors were based on 10 different items. Secondly, the result of in-depth interview with head nurses and staff nurses Regard to validity, head nurses and nurses wared that the goal of performance appraisal is to develop nurse's ability. Regard to reliability, head nurses pointed out that they were doubt of the justice of performance appraisal and they should have got training. Nurses insisted that raters should have been trained due to lack of qualification of appraiser; Head nurses and nurse proposed to convert form relative rating to absolute rating; to inform the result of appraisal; to implement peers rating. Regard to acceptability, One of the critical problems of performance appraisal tools was abstract of appraisal factors ; Lack of job analysis. Regard to practicality, Head nurses used to take overtime for appraisal. There was only a little respond despite of their efforts. Nurses questioned that appraisal tools exist for only appraisal; there was less cost-effectiveness. Conclusion: Based en these findings, it could be suggested to improve the performance appraisal tools for nurses evaluation. Firstly, it is necessary to describe goal of performance appraisal clearly set up, so that nurses could improve their positive word performance and develop their potentiality. Secondly, it is necessary to obtain various training on raters, implement absolute rating and inform the result of appraisal to nurses and use peers rating. Thirdly, it is necessary to convert from rating scale method to management by objectives or behaviorally anchored rating scale and take measurable appraisal factors based en job analysis. Finally, it is necessary to reduce the appraisal cost but increase effectiveness of performance appraisal.

• The Korean Journal of Coaching Psychology
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• v.6 no.2
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• pp.45-73
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• 2022

The purpose of this study was to determine the mediating effect of negative feedback-seeking behavior in the relationship between the effect of coaching leadership on performance appraisal effectiveness and coaching leadership's performance appraisal effectiveness, and the moderating effect of psychological safety in the effect of coaching leadership on negative feedback-seeking behavior. is to reveal For this purpose, data from 300 office workers in various domestic companies were collected through an online survey, and the data were analyzed using SPSS 25.0 and Macro. The results of this study are as follows. First, the mediating effect of negative feedback seeking behavior was confirmed in the relationship between coaching leadership and performance appraisal effectiveness. Second, it was verified that psychological safety had a moderating effect in the relationship between coaching leadership and negative feedback-seeking behavior. Third, the moderated mediating effect was found to be insignificant. Finally, in this study, the academic significance, implications, limitations, and suggestions for future research were discussed.

• Journal of Information Processing Systems
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• v.7 no.4
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• pp.595-612
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• 2011

Most organizations use performance appraisal system to evaluate the effectiveness and efficiency of their employees. In evaluating staff performance, performance appraisal usually involves awarding numerical values or linguistic labels to employees performance. These values and labels are used to represent each staff achievement by reasoning incorporated in the arithmetical or statistical methods. However, the staff performance appraisal may involve judgments which are based on imprecise data especially when a person (the superior) tries to interpret another person's (his/her subordinate) performance. Thus, the scores awarded by the appraiser are only approximations. From fuzzy logic perspective, the performance of the appraisee involves the measurement of his/her ability, competence and skills, which are actually fuzzy concepts that can be captured in fuzzy terms. Accordingly, fuzzy approach can be used to handle these imprecision and uncertainty information. Therefore, the performance appraisal system can be examined using Fuzzy Logic Approach, which is carried out in the study. The study utilized a Cascaded fuzzy inference system to generate the performance qualities of some University non-teaching staff that are based on specific performance appraisal criteria.

• Journal of the Korean Operations Research and Management Science Society
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• v.13 no.1
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• pp.111-111
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• 1988

This paper identifies the current practice and problems of the performance appraisal system at a typical Korean company. We developed a general framework of performance appraisal system consisted of five subsystems. Along the components of this framework, we reviewed the internal documents and recent appraisal data in the firm, and analyzed the interview and questionnaire survey outcomes collected companywise. Main findings are as follows. The appraisal results are used solely for promotion decisions, and almost never for career development, rewarding, relocation and so on. The appraisal items are not clear in meaning, not comprehensive in scope, and do not adequately reflect characteristics of different jobs. The appraisal is made by superiors only, and needs to be complemented by peer and/or self reviews. The employees are appraised on the basis of subjective judgments of the superiors. The appraisal data are being accumulated, but due to inadequate formation and insufficient programs the database is not being used for the detection and correction of appraisal tendencies and errors. Appraisal results are not fedback to the employees for the constructive information exchange. Accordingly they perceive the effectiveness of the appraisal system as very poor. Finally, the implication of our finding for other companies is briefly discussed.

• Korean Management Science Review
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• v.13 no.1
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• pp.111-134
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• 1996

This paper identifies the current practice and problems of the performance appraisal system at a typical Korean company. We developed a general framework of performance appraisal system consisted of five subsystems. Along the components of this framework, we reviewed the internal documents and recent appraisal data in the firm, and analyzed the interview and questionnaire survey outcomes collected companywise. Main findings are as follows. The appraisal results are used solely for promotion decisions, and almost never for career development, rewarding, relocation and so on. The appraisal items are not clear in meaning, not comprehensive in scope, and do not adequately reflect characteristics of different jobs. The appraisal is made by superiors only, and needs to be complemented by peer and/or self reviews. The employees are appraised on the basis of subjective judgments of the superiors. The appraisal data are being accumulated, but due to inadequate formation and insufficient programs the database is not being used for the detection and correction of appraisal tendencies and errors. Appraisal results are not fedback to the employees for the constructive information exchange. Accordingly they perceive the effectiveness of the appraisal system as very poor. Finally, the implication of our finding for other companies is briefly discussed.

• The Journal of Industrial Distribution & Business
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• v.6 no.3
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• pp.9-17
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• 2015

Purpose - The study's aim is to assess performance quality delivered through a performance management system. The case study first measures the effectiveness of the present performance management system of Bhushan Steel Ltd. (BSL), and then secondarily analyzes the employee training impact. Research design, data, and methodology - A case study research approach using a survey was followed. The final sample size was 50, with a simple random sampling technique used. Primary data came from the company itself and the secondary from books, the Internet, journals, etc. Results - BSL employee appraisals are used for many developmental aspects such as competence in the present job, improvements, performance development, and training needs. The results indicate that individual performance can improve if employees perceive the system as more transparent (i.e., not so confidential). Conclusions - Overall, the BSL employees think that the company appraisal system is useful; however, to make it better the company has to improve many aspects including appraisals based on supervisor observations. The company could use a self-appraisal and a 360-appraisal approach to improve such assessments.

• The Korean Journal of Health Service Management
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• v.11 no.1
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• pp.55-66
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• 2017

Objectives : The aim of this study was to ascertain the effectiveness of job embeddedness and emotional intelligence on the performance of nurses working in medium and small sized hospitals. Methods : Data were collected from 283 nurses at 6 hospitals in G city. Structured questionnaires were used to assess the status of job embeddedness, emotional intelligence and nursing performance. The relationship and effectiveness between the factors were analyzed using multiple regression analysis. Results : The scores of job embeddedness, emotional intelligence and nursing performance were 3.02, 4.50 and 3.56, respectively. It was shown that the sacrifice of job embeddedness, self-motion appraisal, others emotions appraisal and the of regulation of emotion were positively correlated with nursing performance. The fit of job embeddedness, however, was negatively associated with nursing performance. The results showed that the status of job embeddedness and emotional intelligence explained the nursing performance($R^2=35%$). Conclusions : It has been shown that job embeddedness and emotional intelligence are important factors to enhance nursing performance. Activities to promote job embeddedness and emotional intelligence might be needed to enhance nursing performance.

• Information Systems Review
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• v.6 no.2
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• pp.113-135
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• 2004

This paper defines appraisal items and weights of the items for the purpose of developing an appraisal instrument that objectively measures employee's effectiveness of knowledge contribution. Deductive research is used for the development of appraisal items and delphi method for the development of weights of the items. In the deductive research the term, "effectiveness of knowledge contribution" is first defined. Then knowledge contribution activities are classified as "dimension of explicit contribution" and " dimension of tacit contribution" due to the characteristics of knowledge. Each dimension is divided again by components. The dimension of explicit contribution is divided according to the content of knowledge, and the dimension of tacit contribution is divided according to the extent of tacitness of knowledge contribution. The total components of dimensions are 7. The dimension of explicit contribution is composed of factual knowledge and procedural knowledge. The factual knowledge is made up of "procedural knowledge outcome" and "other factual knowledge". The procedural knowledge is made up of "procedural knowledge manual" and "lessons-learned procedural knowledge". The dimension of tacit contribution is composed of "agency", "model" and "Q&A". The basic framework for measuring 7 components of knowledge contribution is quantitative and qualitative approach. This paper is premised on the assumption that the outcomes of employee's knowledge contribution activities are recorded in the knowledge management systems in order to evaluate them objectively. The appraisal items are defined as follows: at the dimension of explicit contribution, in quantitative approach, "the upload number" or "performance number", and in qualitative approach, other employee's "referred number" and other employee's "content and format satisfaction evaluation"; at the dimension of tacit contribution, "demanded number of performance" After the development of appraisal items by the deductive method, delphi method was used for the analysis of the weights of the items with the total degree of knowledge contribution, 100. This research does not include the standard marks of the appraisal items. It is because when companies apply this appraisal instrument, they could use their own standard appraisal marks of the appraisal items considering their present situations and companies' goals. Through this almost desert-like research about the appraisal instrument of employee's knowledge contribution effectiveness, it proposes a cornerstone in the research field of appraisal instrument, which provides a standard for employee's knowledge contribution appraisal, and appraisal items that make organizational knowledge to be managed more systemically in business sites.