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Outcomes Based Performance Appraisal Of Et Managers Using Forced Ranking System

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Conference

2003 Annual Conference

Location

Nashville, Tennessee

Publication Date

June 22, 2003

Start Date

June 22, 2003

End Date

June 25, 2003

ISSN

2153-5965

Conference Session

Engineering Technology Poster Session

Page Count

15

Page Numbers

8.908.1 - 8.908.15

Permanent URL

https://peer.asee.org/11546

Download Count

50

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Paper Authors

author page

Timothy Wiley

author page

Hamid Khan

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Abstract
NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract

Session 1547

Outcomes Based Performance Appraisal of ET Managers Using Forced Ranking System

Tim Wiley and Hamid Khan Northern Kentucky University

Abstract Literature is replete with studies of performance appraisal systems used in Engineering Technology (ET) personnel reviews and those studies conclude that the performance appraisal systems are not above reproach, and that there are inherent problems with any performance appraisal system. A further review of literature uncovered a number of alternatives for the potential problems associated with the performance appraisal systems for technical managers, and their lack of effectiveness. For this research study, the inherent problems of performance appraisals using ‘forced ranking system’ was investigated and the adverse effects of forced ranking of technical managers was examined.

In many organizations peers, employees and managers have begun to experience the adverse effects of the use or misuse of forced ranking. Without warning, employees experience feelings of loss, grief and resentment for receiving the brand or label of a “poor performer.” Certainly, there is a need to analyze and identify employees that require encouragement to become more productive, but a company should refrain from creating an atmosphere of fear causing its staff to question their reason for continued employment.

This research was designed to determine the effect of forced ranking system (FRS) on employee performance and productivity. It is hypothesized that performance and productivity are negatively affected by a forced ranking system of performance appraisal.

The null hypothesis is H o : µ 1 = µ 2 . The alternate hypothesis is H 1 : µ1 ≠ µ 2 . (control group = 1 and experimental group =2.) The hypothesis will be tested by the responses of a sample of respondents from business and industry.

PROBLEM STATEMENT

Literature review found that performance appraisal systems are not above reproach, and that there are inherent problems in any kind of performance appraisal systems. A number of alternatives were examined as potential projects of research with the problem of performance appraisal systems and their effectiveness. For this research study, the inherent problems of performance appraisal using forced ranking system will be investigated and the effects of forced- ranking as an effective appraisal method will be examined for the technical personnel.

Proceedings of the 2003 American Society for Engineering Education Annual Conference and Exposition Copyright © 2003, American Society for Engineering Education

Wiley, T., & Khan, H. (2003, June), Outcomes Based Performance Appraisal Of Et Managers Using Forced Ranking System Paper presented at 2003 Annual Conference, Nashville, Tennessee. https://peer.asee.org/11546

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