gender differential paper IJCRB

ijcrb.webs.com
JUNE 2011
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2
effective and efficient performance evaluation system to motivate employees to higher
grounds. Another important rationale of study is it covers a public sector organization and
this sector is considered backbone of Pakistani system. The study is divided into four
sections. Section one is introduction while section two is pertaining to literature review.
Third section is methodology and results. The last section is conclusion with
recommendations.
2. Introduction to Performance Management and Literature Review
Performance management is a tool to ensure that managers manage effectively; that they
ensure the people or teams they manage, know and understand what is expected of them,
they have the skills and ability to deliver on these expectations, are supported by the
organization to develop the capacity to meet these expectations are given feedback on their
performance, have the opportunity to discuss and contribute to individual and team aims
and objectives. It is also about ensuring that managers themselves are aware of the impact
of their own behavior on the people they manage and are encouraged to identify and exhibit
positive behaviors. Normally, in Pakistan, ACR system is most prevalent and replacing it
fast in private sector is PMS. However, in public sector ACR is still the dominating figure.
ACR system is based on confidential reports which are filled by employee’s supervisors. It
is most common approach used in public sector organizations to evaluate employees but
they are considered inefficient, corrupt and manipulating. Replacing it is PMS which is
more comprehensive based on employee’s performance appraisal parameters. PMS follows
the following guidelines; Feedback, Training and Development, Coaching, Career
Management and Development and Management by Objectives. The following review
covers the importance of these components which are necessary for PMS and sufficient for
ACR system.
Feedback and of course its clarity plays determinative role in development of employees’
perception about their work. Employees actively seek feedback regarding their
performance from their supervisor, co-workers and work itself. It’s because employees
seek to minimize uncertainty about their performance at work. (Bandura and Hackman,
1977). Normally feedback occurs through informally daily communication, but it may
occur through formal evaluations. (Samuel J. Yeager, 1985). Unfortunately, the importance
of timely feedback is often overlooked and the practice of giving feedback is taken for
granted by many supervisors and co-workers in public sector organizations (Jack Rabin,
1985). Feedback and goal setting have become integral management tools because they are
thought to serve both informational motivational functions that enhance an individual’s
work performance (Kopelman, 1986). Thomas D. mistakes. In contrast when job
performance was good, it was not readily recognized.
Most organizations use 360 degree feedback. 360 degree feedback involves feedback from
four sources namely; downward from target’s supervisor, Upward from subordinates,
Laterally from peers and co-workers and Inwardly from target him/herself. It has been
implemented in a number of public sector organizations to enhance employee performance
and to improve organizational culture. Providing feedback to managers about how they are
viewed by direct subordinates, peers, co-workers should prompt a behavior change. But
many managers have not received as much honest feedback as is necessary for adequate
self perception. 360 degree feedback is extremely beneficial for organizational
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