Personel politikalarının belirlenmesinde performans değerlemenin yeri ve ülkemiz büyük sanayi işletmelerindeki uygulama
The Place of performance evaluation in determination of personnel policies and the application in the largest industrial firms of Turkey
- Tez No: 41461
- Danışmanlar: PROF.DR. ALİ ERKAN EKE
- Tez Türü: Doktora
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1995
- Dil: Türkçe
- Üniversite: Ankara Üniversitesi
- Enstitü: Sosyal Bilimler Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 164
Özet
Özet yok.
Özet (Çeviri)
SUMMARY The aim of this study is to examine the place of performance evaluation in determination of personnel policies and its application in the largest industrial firms of Turkey.The study consists of theoretical and empirical parts. In the theoretical part, the conceptual basis of performance evaluation is taken into consideration. Many terms have been used to describe the process of performance evaluation, such as merit rating, performance review, performance appraisal, employee appraisal, efficiency record, executive rating, performance analysis, employee review and performance evaluation. The label used in this dissertation is performance evaluation. Performance evaluation serves different objectives: to guide personnel actions such as hiring, firing and promoting; to reinforce behavior through pay increases and other rewards; to aid personal development; to identify training needs and to integrate the personnel functions, particularly human resource planning. In other words, performance evaluations should be used as the basis for granting pay increases, for developing training programs, for administering disciplinary actions, for promotions and for guiding all other personnel actions. Performance evaluation have been criticized because of its susceptibility to various forms of bias and because they are frequently conducted by incompetent supervisors. Experience and training can help supervisors to do a better job of evaluating performance. Minimizing performance evaluation problems depends more on training than on developing a new form.A new form or procedure cannot compensate for incompetence or a lack of supervisory ability. The major procedures for evaluating performance are traditional and contemporary methods. Traditional performance evaluation methods include graphic rating scales, paired comparisons, check-list, forced distribution, critical incident, forced choice, free-form essay, field-review, management team approach, subordinate evaluation and peer rating. Contemporary performance evaluation methods include management by objectives and results, work planning and review, developmental approach to performance evaluation. Each method has its advantages and disadvantages. Selection of a method should be based on the purpose of the evaluation and the conditions of the firm. In the empirical part of the study, the application and the problems encountered are examined in '500 Largest Industrial Firms '. These firms are announced by Istanbul Chamber of Industry. The determination based on a set of criteria. Both questionary and interview methods are employed. 500 guestionaries are sent, 144 of them are replied and considered in this research. The rate of the questionnaires answered is % 29, which is safely considered as represantative of the total number.In order to increase this rate, the guestionnaires are posted again and face-to-face interviews with the managers of the firms are held. In spite of all these attempts, the managers of the firms rejected to give either their performance evaluation forms or detailed information about the system.Performance evaluation techniques are being used among % 72 of the firms included in this research. Mostly traditional methods of evaluation are used in the 112/ firms. However in most of the enterprises the managers prefer contemporary methods and think that performance evaluation systems affect productivity and organisational effectiveness. Whereas the results of evaluation are not sufficiently used in determination of personnel policies.The results are only effective on determining personnel training needs, discipline policy and organisational climate. This dissertation concludes with a number of suggestions based on the findings of theoretical and empirical parts. Some of the suggestions are following: * The employees should take part at the management in order to set specific, measurable performance standarts.The performance should be observed continuously. The difference between the present and ideal performance, the degree of the aims achieved should be discussed in the interviews with the personnel. The problems and solutions should be determined together. * The employees should be trained in areas like contemporary management concepts and performance evaluation systems. * Job descriptions should be determined and taken into consideration during performance evaluation process. * The employees should be motivated by a system depending on awarding rather than punishment. * The results of the performance evaluation process should be effectively used in the decisions about the personnel. Consequently,when the contemporary performance evaluation systems are used more prevalent in the enterprises, this will help to overcome the management problems. Moreover, the usage of the evaluation results in the determination of the personnel policies will affect productivity and organisational effectiveness. 13
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