Academic performance appraisal systems: design, fairness and effectiveness

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

All employment is evaluated, appraising processes and performance and setting goals for the future. Performance appraisal systems (PAS) are usually performance-based, looking at clearly defined quantitative and short-term goals, criteria and procedures. Such a system is not as appropriate for knowledge-based work as in academia, where the work is typically non-routine, complex, intrinsically motivated, qualitative and collaborative. An effective PAS relies on perceived procedural justice and if the employee views procedural (processes) and distributive (rewards) justice to be fair. Increased perception of fairness leads to increased performance and organizational effectiveness.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2021), "Academic performance appraisal systems: design, fairness and effectiveness", Human Resource Management International Digest, Vol. 29 No. 6, pp. 36-38. https://doi.org/10.1108/HRMID-06-2021-0132