Performance Evaluation Process

The purpose of this study was twofold. The first goal of the study was to identify the effects of the performance evaluation process on the morale, motivation, and productivity of civilian employees at Hill Air Force Base. Prior to conducting the study, it was anticipated that it would be found that the existing performance evaluation process had negative effects on the morale, motivation, and productivity of civilian employees. Thus, the second goal of the study was to develop recommended corrective actions with respect to the performance evaluation process for civilian employees.

A concern with organizational performance (productivity) is one of the more significant of the many problems which confront managers in organizationsin both the public and the private sectors.1 The costs to an organization of substandard performance involve (1) profit deterioration (private sector), or budget overruns (public sector), (2) the diversion of

1P. F. Drucker, Managing in Turbulent Times (New York: Harper & Row, Publishers, 1980), 11.

financial and human resources from productive to diagnostic and corrective activities, and (3) the introdu

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r, is the performance evaluation. Thus, effective performance evaluation is one of the critical factors which contributes to the ongoing success of an organization. In the remainder of this section, the management issues of (1) power and authority, and (2) superiorsubordinate relations are reviewed in separate discussions. The motivation of individuals in organizations is also an issue of significance to management. Motivation, however, is not solely the province of management. The issue of motivation, thus, is addressed in a review of related studies. Power and Authority Power is a concept with which organizational behaviorists have long been concerned.8 The use of power within organizations is most often perceived as a practice employed by one individual to overcome the resistance of another, as a means of attaining an organizational goal.9 In the context of this perception, power differences are thought to create problems within organizations, because such power differences lead to the development of organizational conflicts.10 __________ 8L. McDermott, "HRD and Power: The Real Issue," Training and Development Journal, 9, (1985): 5455. 9J. Pfeffer, Power in Organizations, 3rd ed. (Cambridge, Mass
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Approximate Word count = 8275
Approximate Pages = 33 (250 words per page)

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