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Performance appraisal is a key tool for meeting the managerial needs of the modern organization. Daley examines the entire process of designing a performance appraisal system from determining its organizational purpose to constructing an objective apprais

Performance rewards are designed to incentivize individuals to obtain productivity. The performance appraisal process represents the organization's efforts to introduce a formal plan alignment directing individual efforts. Performance appraisal techniques, for example, instrument, accountability, individual goals and priorities and training and development, should be perceived by federal employees as influencing the obtainment of organizational goals through extrinsic rewards. Using data from the 2013 Federal Employee Viewpoint Survey, regression analyses on perceptions of performance rewards are conducted with the performance appraisal process (appraisal fairness and accuracy, accountability for results, designated goals and priorities, feedback and training and development). The performance appraisal fairness and accuracy feedback and training demonstrate moderate effects.

This paper reports on a survey on retiree health care benefits in the American local governments. With GASB 45 requiring reporting of their unfunded liabilities for other (non-pension) post employment benefits, local governments are now challenged with a dilemma of finding funds or reducing benefits. The survey examines perceived effects of health care benefits on human resources goals (recruitment, retention, and retirement), the current structure of local government retiree health care programs, and measures under consideration and/or adopted to deal with retiree health care costs. Survey results show that the local governments have adopted cost containment strategies and cost-sharing programs. With financial options limited, programmatic choices focus on termination, cost shedding, cost-sharing, and preventive and wellness. They have slowly begun to introduce preventive medicine and wellness efforts while continuing with further cost sharing. A few local governments have even begun to contemplate major cost shedding options (although very few are considering terminating benefits).

This article examines measures between various funding options and demographic and strategic human resource goals drawing on a survey of retiree health care benefits in American local governments. Survey results show that local governments have adopted cost-containment strategies and cost-sharing programs. This article explores finance approaches and revenue enhancements. Local governments have even begun to contemplate major cost-shedding options. The article investigates the relationship between these options and local government demographics (size, region, metro status, form of government, unfunded liability per capita and union influence), along with the perceived strategic effects on human resources goals (recruitment, retention and retirement).

Using Albert Hirschman's (1970) theory of exit, voice, loyalty, and neglect as measures of organizational effectiveness, this study examines the response of supervisors to dealing with poor performers. In recent years, the U.S. Merit Systems Protection Board has focused its Merit Principles Surveys (MPS) on issues directly linked to its role—prohibited practices, retention, grievance and discipline, and so on—and the role supervisors play in their cause and remedy. In the 2000 MPS, there are a number of items that address supervisory efforts in dealing with "poor performers." These run the gamut from identifying performance discrepancies through providing feedback and developmental opportunities to seeking removal. There are also items that assess the supervisors' perceptions of difficulties in engaging in these activities. Using regression analyses, the author examines these factors with respect to their impact on individual supervisors' perceptions of their own organizational engagement. The performance appraisal process and management support prove especially important in maintaining positive supervisory attitudes.

This study examines the effect of grievances on organizational effectiveness characteristics. Using data from the 2000 Merit Principles Survey, the author constructs three measures of organizational effectiveness characteristics: attitudinal indices on performance appraisal, job satisfaction, and efficacy. These serve as dependent variables in regression analyses testing perceptions of adverse events (fair treatment and being misled), filing of formal complaints, and being subject to retaliation. This allows an examination of whether withdrawal (a decline in organizational effectiveness characteristics) is because of the initial event (measured as lack of fair treatment or being misled) or because of participation in the formal grievance process or later retaliation.

Benefits compose a major portion of the total compensation package. Along with wages and salaries, benefits serve to recruit, motivate, and retain employees This article provides a descriptive overview of the myriad of benefits (and their sub-options) available for public sector use Health care (medical, dental, vision, and wellness) and pension (social security, government retvrement, and deferred compensation) systems are reviewed Finally, special pay options (overtime, moonlighting, business expenses, and paid time off) and employee development are detavled