Strategic Management And Performance Appraisal Essay

Strategic Management And Performance Appraisal

Strategic Management and Performance Appraisal System: Chapter 2 Draft

Dissertation Manuscript

Submitted to Northcentral University

School of Business

in Partial Fulfillment of the

Requirements for the Degree of

DOCTOR OF BUSINESS ADMINISTRATION

by

Amenia Payne

La Jolla, California

January 2021

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Table of Contents

Chapter 1: Introduction 1 Statement of the Problem 2 Purpose of the Study 3 Introduction to Theoretical or Conceptual Framework 4 Introduction to Research Methodology and Design 5 Research Questions 6 Significance of the Study 7 Definitions of Key Terms 9 Summary 12 Chapter 2: Literature Review 17 Theoretical or Conceptual Framework Subtopic Summary Chapter 3: Research Method Research Methodology and Design Population and Sample Materials or Instrumentation Operational Definitions of Variables Study Procedures Data Analysis Assumptions Limitations Delimitations Ethical Assurances Summary Chapter 4: Findings XXX of the Data Results Evaluation of the Findings Summary Chapter 5: Implications, Recommendations, and Conclusions Implications Recommendations for Practice Recommendations for Future Research Conclusions References 30 Appendix A XXX Appendix B XXX

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Chapter 1: Introduction
This research is intended to examine the relationship between strategic performance and appraisal systems in contemporary organizations. Strategic management in organizations refers to setting goals, procedures, and objectives to gain a competitive advantage. The strategies aim at making businesses distinct from their competitors while attracting consumers to the market. Stakeholders in business entities use strategic management approaches to execute short- and long-term organizational projects. Some strategies include innovation, product segmentation, and corporate social responsibility. On the other hand, a performance appraisal system refers to identifying, evaluating, and developing the work performance of employees to aid in the process of achieving the organization’s goals and processes. The organization has to track the performance progress of each employee to keep them accountable for their roles at the workplace.

The definition of the appraisal system and strategic management incorporates objectives and goals. Consequently, strategic management and performance appraisal aims to deliver the existing objectives and stay ahead of competitors. The performance appraisal system denotes the type of assessment used by an organization to measure performance. There are different assessment methods. One of the evaluation techniques is the straight ranking appraisal, where employees are ranked from the best to the poor. Another assessment criterion is grading, where employees are assigned specific grades for their performance in different areas. There is also the management-by-objective method of review. The employees and managers set goals under the approach and measure them at the end of the agreed time. Organizations may also assess their employees based on their behaviors and conduct at the workplace. Lastly, organizations can adopt a 360-degree assessment method to assess employees and managers. Organizations use one or a combination of the frameworks to evaluate the employees to improve performance.

The purpose of this study is to examine the relationship between strategic management and performance appraisal systems. The study will determine whether managers consider their strategies when selecting the appraisal system or consider other factors. Also, the study will assess the implications of selecting an appraisal system based on the existing strategies in different organizations and the impacts of ignoring organizational strategies when deciding on the performance of the appraisal system. The findings will be crucial in the organizational and human resource management field, setting further research.

Statement of Problem

A brief literature review reveals little to no information on balancing between appraisal systems and organizational strategies. Most researchers tend to focus on how appraisal systems boost organizational performance. Also, many scholars are interested in understanding how appraisal systems affect employee motivation, performance, and job satisfaction. Hence, the research study will focus on determining the roles of organizational strategies when formulating appraisal systems. Failing to conduct this study will mean that the appraisal system continuously does not contribute to strategic management. A case study for analysis is the McDonald’s performance appraisal system (Goldsmith & Carter, 2010). Before 2003, McDonald’s had an informal and less structured performance evaluation system that did not reflect its strategies (Goldsmith & Carter, 2010).

Consequently, it would not match its competitors or expand its business. The same challenge faces modern organizations. A lack of an appraisal system reflecting strategic approaches risks the success of an organization, business expansion, and employee empowerment.

I will approach the research using the goal orientation theory of performance appraisal. The theory acknowledges that people strive to achieve set goals, obtain new skills and improve their competencies (Garavaglia-McGann, 2019). The theory is vital in explaining employers’ approaches to appraisal systems. The goal orientation theory will provide employees with a clear focus on the company. They will dedicate their efforts towards enabling their organizations to achieve their strategies.

Purpose of Study
The purpose of the study is to understand the relationship between organizational strategies and appraisal systems. Each organization uses different strategic approaches to remain relevant and competitive (Subekti, 2021). The focus is on identifying whether the performance appraisal system should align with strategic management and how the stakeholders can achieve the objective (Zondo, 2018). The researcher’s goal is to aid managers in developing an appraisal system that would aid them in attaining organizational objectives while enhancing employee performance, attracting investors, and motivating labor capital.

I will use a qualitative exploratory study design method to advance the study. The aim is to understand the relationship between strategic management and performance appraisal that researchers could use in future studies. The variables in the study are strategic management and performance appraisal systems. The research will target managers and employees in American companies. The participants will give their views on the performance appraisal system and how they contribute to achieving organizational aims. In particular, the managers will state how they craft employee assessments within their organizations. The research will be conducted in California in the manufacturing industry. 100 participants from five different companies will participate in the study. They will be selected randomly to participate in the study. Random sampling is preferable in the study because it creates an equal chance of selecting participants with different attributes (Reeger, 2019). I will collect data using questionnaires. Each participant will respond to thirty questions sent via their emails. Employees’ questions will be different from managers’. Data will be analyzed using the thematic data analysis approach. The study’s findings will help organizations create evaluation techniques that suit their organizational culture.

Introduction to Theoretical or Conceptual Framework

The study aims at establishing the relationship between strategic management and performance appraisal systems. Organizations use performance systems to promote accountability, responsibility, and performance among the employees and the leaders (Subekti, 2021). Nevertheless, there is very little research to show the connection between strategic management.

Organizations use strategies to gain competitive advantage over others. The competitive advantage makes them unique and profitable in the markets. A competitive advantage is obtained through strategy and behavior, improving employee performance, proper human resource management that reduces turnover and dissatisfaction and conforming to the legal provisions in the business environment. Therefore, the research is premised on the concepts of competitive advantage, performance improvement and human resource management.

Conceptual Framework:
Setting goals

Competitive advantage

Strategic management

Improving employee performance

The illustration shows that competitive advantage is only achieved through strategies management, improvement of employee performance and setting of goals in organizations. However, very few studies have explored the relationship between strategic management and performance appraisals which are part of improving employee performance.
Introduction to Research Methodology and Design
A case study research design shall be used in the research process. The case study involves a detailed study of a particular phenomenon or organization. I will use the case study design because my focus is to undertake a thorough analysis of the selected organization. I will assess the specific strategies and appraisal system in detail to understand whether there is a connection between organizational strategies and performance criteria. The rationale for favoring a case study method is the depth of collected data. Also, case study analysis requires less money and, thus, will be a convenient way to conduct the study. Lastly, the case study design will make comparing different information easy (Yin, 2003).

The study’s goal is to help managers understand the correlation between the variables of strategic management and the performance evaluation system. The qualitative case study design method will help managers gain in-depth information on the topic (Roth, 2006). Also, the research will capture the detailed findings from the study that will assist in decision-making for managers with interest in aligning organizational management and performance appraisal systems. Also, case study analysis will allow for analysis of existing company documents to get the correct, accurate information for the research.

The study will involve 100 participants from five American companies. The participants will involve managers and employees working in the selected company. The participants in the research will be identified through a random sampling technique. The rationale for using the random sampling technique is to provide an equal chance for participants to partake in the study (Zondo, 2018). Participation shall be voluntary, and information privacy will be upheld. Data will be collected through questionnaires and interviews. The questions will be sent via emails to each selected employee participant. To gain depth of information, I will visit the selected companies’ sites to interview the managers and their opinions on the relationship between strategic management and appraisal performance (Zondo, 2018). Therefore, the organizational management in the selected companies will provide information through interviews. The data on five companies will provide reliable and valid data on the state of the performance evaluation system and strategic management.

Research Questions
RQ1
How does strategic management affect the nature of performance systems in organizations?

RQ2
How do organizations align strategic management with performance appraisal systems?
RQ3
How does lack of alignment between strategic management approaches and performance appraisal systems affect organizational performance?

RQ4
How can performance appraisal systems be aligned to strategic management to enhance organizational productivity?

Significance of Study
Strategic management and performance appraisals emerged and spread during the last half of the 20th century. Strategic management is primarily based on economic theory, international theory, and industrial organization (The historical development of the Strategic Management Discipline, 2015). Currently, strategic management helps organizations work in a dynamic, complex, and uncertain business environment (The historical development of the Strategic Management Discipline, 2015). On the other hand, performance appraisal analyzes whether employees are meeting organizational expectations. The employers reward or punish employees based on the results of the performance appraisals. Understanding and establishing the relationship between strategic management and performance appraisal systems will solve the problem of poor goal setting, which frequently occurs in organizations that adopt strategic management (Bouvier, 2019). Also, aligning strategies to performance appraisal will enable the employees to get connected to the overall organizational strategy. Additionally, linking strategic management and performance appraisal will assist managers in tracking progress, adopting robust strategies, and dropping those that do not contribute to organizational success (Bouvier, 2019).

In the field of organizational behaviors, the study will facilitate the emergence of more studies to understand whether the performance appraisal system is part of strategic management or a particular activity in management. Also, it will highlight the crucial considerations that managers should incorporate when formulating their strategies. The research will also equip managers with the knowledge to apply the concept of strategic management and performance appraisals concurrently in their management. Lastly, the study will enable managers to align strategies to organizational assessments, thereby improving overall organizational success.

Definitions of Key Terms

Term 1
Appraisal System- helps employers with the decision-making process involved in employees’ promotion and compensation. Or perhaps in an unfortunate situation, termination (Reinbolt, 2021).
Term 2
Assessment Criterion- a clear and transparent expression of requirements against which employees’ performance is assessed. Standards that must be achieved (assessment criteria definition, 2021).
Term 3

Clustered Sampling- is a method of probability sampling that is often used to study large
populations, particularly those that are widely geographically dispersed (Thomas, 2020).
Term 4

Competitive Advantage – a condition or circumstance that puts a company in a favorable or superior business position. It refers to factors that allow a company to produce goods or services better or more cheaply than its rivals (Twin & Anderson, 2021).

Term 5

Economic Theory – ideas and principles that aim to describe how economies work ( if wages are too high, economic growth will suffer). (Cambridge University Press, 2021)

Term 6

Evaluation – the process of determining the worth of a program (Carpenter, 2019).

Term 7
Evaluation Techniques (Carpenter, 2019):
Formative- occurs during the process.
Summative- occurs at the end of a program.
Process- focuses on how a program was implemented and how it operates.
Impact- measures the program’s effects and the overall effectiveness of realizing the goals of the program.
Outcome- measures the short-term impact of implementing a program, giving information on how well the program is reaching its target audience.
Strategic Performance- the methodology to improve measurement, monitoring, and improvement to achieve overall organizational objectives (Basumallick, 2021).
Term 8
Industrial Organization- is concerned with the workings of markets and industries, in particular, the way firms compete with each other (Chen & Walters, 2020).
Term 9
International Theory- seeks both to explain past state behavior and to predict future state behavior (Cristo, 2019).
Term 10
Management-by-objective method- is a strategic approach to enhance the performance of an organization (CFI, 2015).
Term 11
Organizational Strategies- a plan that specifies how your business will allocate resources at: The corporate, business, and the functional level (Sling, 2014).
Term 12
Performance Appraisal System- will evaluate an employee’s performance against a list of set objectives and will identify the strengths and weaknesses of employees (Reinbolt, 2021).
Term 13
Random Sampling- is a part of the sampling technique in which each sample has an equal probability of being chosen (Bennett, 2021).
Term 14
Smart Partial Least Square (Smart PLS)- a second-generation structural equation modeling software that analyzes data (Surienty et al., 2013).
Term 15
Straight Ranking Appraisal Method- compares employees to each other, ranking them from best to worst (Griffin, 2019).
Term 16
360 Degree Feedback Assessment Method- requires the employer to survey co-workers. Supervisors, subordinates, and even customers about each employee’s actions (Griffin, 2019).
terms, or the variables/constructs under examination.
Summary
The areas of strategic management and appraisal systems are of concern to many stakeholders because; there is yet an approach that can enable them to integrate strategic management and appraisal systems. The solution to the challenge will redefine the strategic management landscape. First, appraisal systems and strategic management are at the heart of all business organizations. Therefore, integrating the two tools will help managers enhance organizational and employee performance through an appraisal system (Al Khajeh, 2018). Secondly, there are no articles to explain the relationship between strategic management and appraisal systems in organizations. The study will address the existing gaps in the literature. Lastly, the study will help stakeholders to implement a strategy-oriented appraisal system.

Term 1
Appraisal System- helps employers with the decision-making process involved in employees’ promotion and compensation. Or perhaps in an unfortunate situation, termination (Reinbolt, 2021).
Term 2
Assessment Criterion- a clear and transparent expression of requirements against which employees’ performance is assessed. Standards that must be achieved (assessment criteria definition, 2021).
Term 3
Clustered Sampling- is a method of probability sampling that is often used to study large
populations, particularly those that are widely geographically dispersed (Thomas, 2020).
Term 4
Competitive Advantage- a condition or circumstance that puts a company in a favorable or superior business position. It refers to factors that allow a company to produce goods or services better or more cheaply than its rivals (Twin & Anderson, 2021).
Term 5
Economic Theory- ideas and principles that aim to describe how economies work ( if wages are too high, economic growth will suffer). (Cambridge University Press, 2021)
Term 6
Evaluation- the process of determining the worth of a program (Carpenter, 2019).
Term 7
Evaluation Techniques (Carpenter, 2019):
Formative- occurs during the process.
Summative- occurs at the end of a program.
Process- focuses on how a program was implemented and how it operates.
Impact- measures the program’s effects and the overall effectiveness of realizing the goals of the program.
Outcome- measures the short-term impact of implementing a program, giving information on how well the program is reaching its target audience.
Strategic Performance- the methodology to improve measurement, monitoring, and improvement to achieve overall organizational objectives (Basumallick, 2021).
Term 8
Industrial Organization- is concerned with the workings of markets and industries, in particular, the way firms compete with each other (Chen & Walters, 2020).
Term 9
International Theory- seeks both to explain past state behavior and to predict future state behavior (Cristo, 2019).
Term 10
Management-by-objective method- is a strategic approach to enhance the performance of an organization (CFI, 2015).
Term 11
Organizational Strategies- a plan that specifies how your business will allocate resources at: The corporate, business, and the functional level (Sling, 2014).
Term 12
Performance Appraisal System- will evaluate an employee’s performance against a list of set objectives and will identify the strengths and weaknesses of employees (Reinbolt, 2021).
Term 13
Random Sampling- is a part of the sampling technique in which each sample has an equal probability of being chosen (Bennett, 2021).
Term 14
Smart Partial Least Square (Smart PLS)- a second-generation structural equation modeling software that analyzes data (Surienty et al., 2013).
Term 15
Straight Ranking Appraisal Method- compares employees to each other, ranking them from best to worst (Griffin, 2019).
Term 16
360 Degree Feedback Assessment Method- requires the employer to survey co-workers. Supervisors, subordinates, and even customers about each employee’s actions (Griffin, 2019).
terms, or the variables/constructs under examination.
Summary
The areas of strategic management and appraisal systems are of concern to many stakeholders because; there is yet an approach that can enable them to integrate strategic management and appraisal systems. The solution to the challenge will redefine the strategic management landscape. First, appraisal systems and strategic management are at the heart of all business organizations. Therefore, integrating the two tools will help managers enhance organizational and employee performance through an appraisal system (Al Khajeh, 2018). Secondly, there are no articles to explain the relationship between strategic management and appraisal systems in organizations. The study will address the existing gaps in the literature. Lastly, the study will help stakeholders to implement a strategy-oriented appraisal system.

Chapter 2: Literature Review
The research paper focuses on integrating performance appraisal and strategic management in organizations. This section reviews various studies to understand the state of appraisals, their role on employee and manager perception, and their impacts on employee motivation, satisfaction, and performance. Further, the section evaluates researches on strategic management to bolster understanding of strategic planning and sustainable development concepts. The main gaps in the review are identified and discussed. All reviewed articles are recent to ensure that the current state of appraisals in organizations is captured.

Performance Appraisal

The human resource department or top managers can conduct performance appraisals in organizations depending on the size of individual organizations. Evaluation data is collected and stored in the form of HR analytics. HR analytics is then applied in improving employee performance in the respective organizations (Sharma & Sharma, 2017). HR analytics largely influences employees’ willingness to improve by encouraging or discouraging improvement. (Sharma & Sharma, 2017) found that subjective biasness in the existing HR analytics discourages employee improvement. Their study adopted a conceptual framework that integrated academic and practitioner knowledge in HR analytics. The study’s main strength is that it highlights the importance of performance appraisal in improving employee performance. However, it lacks a statistical basis as it relies on concepts that may be hard to prove.

Organizations achieve their goals by constant and efficient evaluation of the employees. Consequently, many organizations have executed performance appraisals at their workplaces to improve employee performance (Brefo-Manuh et al., 2016). Nevertheless, few organizational managers comprehend the role of appraisal results in their organizations except as a basis for reward and punishment. (Brefo-Manuh et al., 2016) postulate that performance appraisal outcomes can improve internal communication in organizations. The results assist managers in understanding whether organizational goals are adequately communicated to the subordinates (Brefo-Manuh et al., 2016). Also, they state that performance appraisal is critical in motivating employees in organizations through reward and punishment (Brefo-Manuh et al., 2016; Dangol, 2021). The management rewards best-performing employees with monetary incentives or promotion while punishing poor performers through dismissal or demotion.

Besides motivation and improving communication, organizations may use performance appraisal to design training and career development programs. The appraisal outcomes highlight employees’ weaknesses, which the management can address through training (Brefo-Manuh et al., 2016). Additionally, performance appraisals are crucial in improving overall organizational success. Involving every employee in the evaluation process creates room for creativity and trust among employees (Brefo-Manuh et al., 2016). The research study succeeds in highlighting the uses of performance appraisal systems in organizations. However, the authors fail to consider the impacts of biasness on the effectiveness of performance appraisal. Partiality in performance appraisals demotivates employees and creates mistrust between the staff and managers (Sharma & Sharma, 2017). Also, the study does not discuss how organizations can integrate performance appraisal with strategic management.

Performance appraisals and appraisers can impact employee performance positively or negatively. Also, the existing challenges in the appraising method can culminate into mistrust within an organization (Dangol, 2021). A descriptive research by Dangol,(2021) showed that the performance appraisal system has a significant role in the organization’s survival. The study’s setting was in a Service Industry in Nepal and comprised 120 participants who served as employees. The research design method was cross-sectional, and data was collected through questionnaires. He discovered that the factors that affect the influence of appraisals include rating accuracy, clarity in the purpose of the appraisal, and the prospect of skill development (Dangol, 2021). The appraisers should be respectful, competent, and impartial for the outcomes of appraisals to motivate employees. One challenge that faces performance appraisal is providing accurate feedback to the employees and setting performance expectations. Each employee has unique expectations, which, when unmet, may create mistrust.

The researcher’s findings resonate with the study by (Brefo-Manuh et al., 2016). They both recognize the motivating role of performance appraisal in organizations. Further, both studies acknowledge that performance appraisal is crucial in training employees. However, while Dangol (2021) recognizes the challenges that emanate from the appraisals, Brefo-Manuh et al., (2016) do not. Both studies fail to provide statistical evidence and do not discuss strategic management’s role in the success of performance appraisal.

The quality of performance appraisals is measured in terms of trust, clarity, communication, and fairness. The quality of appraisals determines the employees’ perceptions of it. Evaluations that seek to empower employees are associated with increased employee trustworthiness of the performance appraisals (Baird et al., 2020). Communication is also a crucial asset in appraisals. The appraisers should discuss the progress made by employees towards attaining organizational goals (Baird et al., 2020). Moreover, the managers should help employees improve their weak areas through different approaches such as initiating development programs. In fairness, employees are fulfilled with appraisals that accurately assess them reasonably and justifiably. Appraisals may encourage employees when done fairly (Krishnan et al., 2018, Sharma & Sharma, 2017).

Furthermore, the managers should focus on clarity before undertaking performance appraisals. According to (Baird et al., 2020), the employees must understand the appraisals’ purpose and functioning. Also, the employees ought to understand performance expectations within their organizations (Baird et al., 2020). These requirements show that performance appraisal quality determines its usefulness among the employees. However, the study by (Baird et al., 2020) emphasizes quality appraisals for employee empowerment instead of improvement. Also, the researchers compare the quality of appraisals based on fairness, communication, trust, and clarity instead of how it contributes to achieving business goals.

The effectiveness of appraisal varies from sector and organization. (Homauni et al., 2021) investigated the effectiveness of performance appraisals on the employees working in the health sector. The researchers investigated the Tehran University of Medical Sciences (TUMS). The number of participants in the study was 504 employees at TUMS. Data was collected using questionnaires and analyzed using ANOVA, t-test, Post hoc, and Tukey statistical tests. The analysis results showed that the performance appraisal at the organization was not practical from the employees’ standpoint (Homauni et al., 2021). The leading cause of ineffectiveness in performance appraisal is the lack of inclusivity of employees. The study reinforces other researches on the use of performance appraisal systems. All researchers agree that performance appraisals are only effective when they are inclusive, fair, and well-communicated to the employees (Sharma & Sharma, 2017; Baird et al., 2020; Homauni et al., 2021). However, all these studies do not consider the role of strategic management on the quality and success of performance appraisals.

Performance Appraisal Perception

Performance appraisals are used to evaluate employee performance in many organizations. However, most managers have negative attitudes towards performance appraisal (Du Plessis & Van Niekerk, 2017). Consequently, most of them do not align their strategies with performance appraisal because of their perceptions. Also, the managers’ attitudes toward appraisals affect employees who view them as political and unnecessary (Du Plessis & Van Niekerk, 2017). Research by (Du Plessis & Van Niekerk, 2017) found that performance appraisal is an emotive issue for managers and causes discomfort making most of them distance themselves from the process. The researchers adopted a qualitative research approach that involved eight participants from the private sector in medium-size financial organizations. They selected the participants through purposeful sampling and collected data using in-depth interviews and naïve sketches. Their main finding was that managers felt uncomfortable with the appraisal system because it is politicized and distractive (Du Plessis & Van Niekerk, 2017). The study’s main weakness was using very small sample size, potentially making its findings invalid. Future studies should use a large sample size for more accurate and reliable findings.

Other studies have found differing attitudes towards performance appraisals between managers and employees. On the one hand, the managers may be optimistic about the appraisal system, while the employees may be unconvinced. (Mehraban et al., 2017) compared the perceptions of managers and the nursing staff towards performance appraisal. The study’s setting was Isfahan University of Medical Sciences, Isfahan, Iran. The researchers adopted a descriptive-analytical and cross-sectional study in their research. The participants were selected through a two-stage quota-random sampling. Seventy-five managers and 313 nursing staff participated in the study, and data were collected through a researcher questionnaire.

They analyzed data using descriptive and statistical tests. The analysis showed that the managers’ perception of performance appraisal was 56.8%, while the nursing staff stood at 51.4%. Also, they found a significant difference between the managers’ and nurses’ perceptions of the performance appraisals. The variables used to measure the employee perception included the performance appraisal method, the consequences of the appraisal, and the appraisal’s necessity. The results showed that the managers were optimistic about the performance appraisal than the nursing staff. However, these findings differ from those by (Du Plessis & Van Niekerk, 2017) who found that managers had negative attitudes towards the performance appraisal. The study’s strength was using a relatively large sample size that makes the findings valid. However, the researchers failed to measure the perception towards performance appraisal based on organizational strategies.

Some organizations may reap from performance appraisal, while others may break. (Mehraban et al., 2017) found that managers may be more optimistic about performance appraisal than employees, creating mistrust. In other instances, the managers may also harbor an undesirable attitude towards the performance appraisal, diminishing its importance (Du Plessis & Van Niekerk, 2017). In other settings, both the managers and employees may support or reject performance appraisal (Kim & Holzer, 2014). The other issue that emerges with performance appraisals is that they are not used for performance improvement but as a means to reward or punish employees (Kim & Holzer, 2014). The motivation behind the implementation of performance appraisal impacts the employees’ reactions. The managers/supervisors have the mandate of developing and implementing performance appraisals. In that sense, they have to gain employee trust to succeed in the appraisal. However fair the rating could be, employees may still feel betrayed by the managers or supervisors (Kim & Holzer, 2014). The result is the breaking of the organizations.

The way employees perceive performance appraisal impacts their organizational commitment in the respective organizations. (Krishnan et al., 2018) researched the impacts of employee perceived fairness of the appraisals on employee commitment. They used a descriptive study design and investigated selected employees’ group traits. The study included 108 non-executive staff selected through probability sampling. All the staff worked in the Malaysian oil industry. Data was collected using questionnaires and analyzed by coding in the IBM Statistical Package for Social Science (SPSS) software. Their findings showed that organizational commitment was directly proportional to perceived fairness. Organizations with higher perceived fairness prompted employees to commit more to the respective organizations, unlike organizations with low appraisal perceived fairness. The researchers conquer with Mehraban et al., (2017), Du Plessis & Van Niekerk, (2017), and Kim & Holzer, (2014) that performance appraisal may elicit emotions among the employees and managers.

The studies on employee/manager perception towards the performance appraisal system manifest weaknesses. First, it is evident that the appraisal system is created for reward and punishment and does not advance organizational strategies. Such an approach contributes to managers’ and employees’ mistrust and negative attitudes. Secondly, most employees rate the performance appraisal based on its consequences and the appraisal method and not how well it aligns with organizational strategies. Such a mindset is misinformed because the performance appraisal method should conform to strategies regardless of the consequences of the method the managers administer them.

Performance Appraisal, Employee Motivation, Job Satisfaction and Performance

Appraisal hugely impacts employee performance, motivation, and job satisfaction. The level of impact depends on communication, clarity, trust, and fairness (Baird et al., 2020). Fair and transparent appraisals encourage the staff and culminate into job satisfaction. A study on the association between appraisal satisfaction, work-family conflict, and job stress revealed that justifiable appraisal reduced work-family conflict and job stress (Ismail & Gali, 2016). Employees react emotionally to appraisals, which affect their mental wellness and interpersonal relationships. Organizations that utilize satisfactory appraisals motivate their employees, unlike organizations using biased evaluations.

The level of employee motivation and job satisfaction affects employee performance. Subekti (2021) found that performance appraisal impacts employee motivation and satisfaction. Using an explanatory research process and a sample size of 140 employees, Subekti (2021), discovered that the nature of the appraisal system had impacted job satisfaction and motivation. However, the appraisal system had no impact on employee performance. On the other hand, job satisfaction and motivation impacted employee performance. Therefore, organizations’ type of appraisal method affects job fulfillment and enthusiasm.

Studies using large sample sizes also show a relationship between employee performance appraisal and job satisfaction. (Bakotić, 2016) researched the relationship between performance appraisal and job satisfaction among 5806 employees drawn from 40 large and medium-sized organizations in Croatia. His findings revealed that performance on either side affected job satisfaction. High-performing organizations led to increased job satisfaction while poor performances decreased job satisfaction. (Dangol, 2021) also found a relationship between appraisal and employee motivation. (Brefo-Manuh et al., 2016), in their article on the uses of performance appraisals, they mention employee motivation.

Strategic Management

Most organizations currently use strategic management to gain a competitive advantage over rivals. Strategic management refers to the processes of strategizing adopted by different businesses and which integrates strategy formulation and implementation (Bryson & George, 2020). It mixes processes, procedures, tools, and techniques carefully selected and executed after thorough evaluations. The approach is used by organizations to create and achieve goals (Bryson & George, 2020). Strategies connect an organization’s abilities and aspirations and incorporate individuals, teams, and groups. Further, managers use strategic management to identify and solve challenges that occur within organizations.

Strategic management is also a crucial tool in corporate sustainability. Organizations must develop long-term strategies that will maintain their uniqueness in the markets (Engert et al., 2016). Internal and external drives influence the strategies. Organizations achieve sustainability when they make determined efforts to maintain their superiority or gain an advantage over their competitors (Barbosa et al., 2020). Strategic management is a challenge in small organizations due to the energy required to develop and execute various strategies (Barbosa et al., 2020).

Strategic planning is a crucial part of strategic management and is influenced by organizational structures. The development of strategies is taken through various stages influenced by organizational goals, culture, and leadership, among other factors (Neis et al., 2017). Some factors may support the development and execution of respective strategies while others may turn out to be a hindrance (Neis et al., 2017). Communication of various strategies determines the failure or success of strategic planning and management. Strategic management enhances the understanding of public and private organizations (Ongaro & Ferlie, 2020). Strategic management constitutes strategic planning and performance measurement. Strategies are improved continuously by learning the successes and failures after implementation (Kools & George, 2020). Also, changes in the immediate environment prompt alterations to existing strategies to harmonize them with the new needs (Kools & George, 2020). Management of strategies involves its implementation, while planning outlines actions required for the success of the strategies.

Summary of Literature Review and Gaps

The first use of performance appraisal in organizations is for motivation through reward and punishment. Top performers receive monetary or promotion rewards while poor performers are demoted or dismissed from work. Secondly, organizations use appraisals for employee training and career development. Through evaluation, managers identify the staff’s weaknesses and address them through training programs. Also, from the review, some managers and employees have negative attitudes towards performance appraisals. Some managers oppose appraisals because the appraising system is highly politicized and creates battles with the staff. On the other hand, the employees have negative feelings towards appraisals because of perceived fairness, lack of moral purpose for evaluation, lack of training and development programs, and poor communication. Stakeholders measure the quality of performance appraisals based on clarity, trust, communication, and fairness.

The central gap in the literature is that while different researchers acknowledge that performance appraisal faces organizational challenges, none of the studies seem to provide a solution. Most authors opine that perceived fairness, clarity, trust, and proper communication are key ingredients for implementing acceptable appraisals. None of the studies highlight how strategic management can be used to address the challenges associated with performance appraisals. Also, none of the organizations evaluated shows how to integrates strategic management with performance appraisal. Since fairness and clarity may be achieved by integrating appraisal and strategic management tools, this study will focus on the relationship between the two tools.

Theoretical or Conceptual Framework Comment by Northcentral University: Select the heading that reflects whether you are using a theoretical or conceptual framework, but do not keep both words in the title. For PhD – Theoretical Framework, for applied doctorate Conceptual Framework.
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☐ Describe the guiding theoretical/conceptual framework of the study, including the definitions of all the concepts, an explanation of the relationships among the concepts, and a presentation of all the assumptions and propositions.

☐ Explain the origin and development of the framework. Demonstrate detailed knowledge of and familiarity with both the historical and the current literature on the framework.

☐ Identify existing research studies that used this framework in a similar way. Mention alternative frameworks, with a justification of why the selected framework was chosen.

☐ Describe how and why the selected framework relates to the present study and how it guided the development of the problem statement, purpose statement, and research questions.

Subtopic Comment by Northcentral University: Replace “Subtopic” with an idea from the integrative critical review of the literature. Repeat this process until each idea is included.
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Level 3 Heading Comment by Northcentral University: If additional subheadings are needed, use this format per APA guidelines. Comment by Northcentral University: The level 3 heading is flush left, bolded, and italicized. The title should be in tile case, and the text begins as a new paragraph after the heading. Apply additional level 3 headings using the Heading 3 style options under the Styles gallery. Use APA’s Headings guide to assist with proper header formatting.
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Level 4 Heading. Text… Comment by Northcentral University: The level 4 heading is indented and bolded. The title should be in tile case, and the title ends with a period. The text begins directly after the heading in normal paragraph format. Apply additional level 4 headings using the Heading 4 style option in the Styles gallery. Use APA’s Headings guide to assist with proper header formatting.

Checklist:

☐ Critically analyze (i.e., note the strengths and weaknesses) and synthesize (i.e., integrate) the existing research. Rather than reporting on each study independently, describe everything known on the topic by reviewing the entire body of work.

☐ Present a balanced integrative critical review of the literature, ensuring all points of view are included. Cover all the important issues with a discussion of areas of convergence (i.e., agreement) and divergence (i.e., disagreement). Provide potential explanations for areas of divergence. Comment by Northcentral University: Tip: Use the Academic Success Center’s Synthesis and Analysis guide that has several resources, including a synthesis matrix to assist with this section.

☐ Address issues of authority, audience, and/or bias/point of view in the sources used.

Summary Comment by Northcentral University: Tip: In essence, the summary is the “take-home” message of the integrative critical review of the literature with a specific emphasis on how the literature supports the need for your study.
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☐ Briefly restate the key points discussed in the chapter. Review the headings and/or table of contents to ensure all key points are covered.

☐ Highlight areas of convergence and divergence as well as gaps in the literature that support the need for the study. This discussion should logically lead to Chapter 3, where the research methodology and design will be discussed.

Chapter 3: Research Method
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☐ Begin with an introduction and restatement of the problem and purpose sentences verbatim. Comment by Northcentral University: You can copy and paste from your Chapter 1.

☐ Provide a brief overview of the contents of this chapter, including a statement that identifies the research methodology and design.

Research Methodology and Design Comment by Northcentral University: Tip: The Academic Success Center has a weekly group session on Writing Research Design. Learn more about this session and find the link to register here.
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☐ Describe the research methodology and design. Elaborate upon their appropriateness in relation to the study problem, purpose, and research questions.

☐ Identify alternative methodologies and designs and indicate why they were determined to be less appropriate than the ones selected. Do not simply list and describe research methodologies and designs in general.

Population and Sample Comment by Northcentral University: Tip: Depending on the study design, the population might include but not be limited to a group of people, a set of organizations, documents, or archived data.
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☐ Describe the population, including the estimated size and relevant characteristics.

☐ Explain why the population is appropriate, given the study problem, purpose, and research questions.

☐ Describe the sample that will be (proposal) or was (manuscript) obtained.

☐ Explain why the sample is appropriate, given the study problem, purpose, and research questions.

☐ Explain the type of sampling used and why it is appropriate for the dissertation proposal methodology and design. For qualitative studies, evidence must be presented that saturation will be (proposal) or was (manuscript) reached. For quantitative studies, a power analysis must be reported to include the parameters (e.g., effect size, alpha, beta, and number of groups) included, and evidence must be presented that the minimum required sample size will be (proposal) or was (manuscript) reached.

☐ Describe how the participants will be (proposal) or were (manuscript) recruited (e.g., email lists from professional organizations, flyers) and/or the data will be (proposal) or were (manuscript) obtained (e.g., archived data, public records) with sufficient detail so the study could be replicated. Comment by Northcentral University: Tip: Many qualitative and mixed methods studies require multiple sources of data. Describe how the data will be (proposal) or were (manuscript) obtained from each source.

Materials or Instrumentation Comment by Northcentral University: Tip: In quantitative studies, the development of a new instrument is discouraged due to the time and skills required to create a valid and reliable instrument. A thorough and extensive search of the literature should be done to locate an appropriate psychometrically sound instrument. However, if such an instrument is not located after a thorough search, and you plan to develop a new instrument, consult survey item and instrument development resources and plan piloting and validation procedures. Describe the development process in detail and provide evidence of the instrument’s validity and reliability. Include the final instrument developed based on those findings. The evidence of validity and reliability should be reported in Chapter 4. In qualitative studies, using a newly developed interview protocol based on the literature is more common and acceptable. Describe the development process in detail followed by the field testing processes used and subsequent modification made. Comment by Northcentral University: Select the heading that reflects which of the two you will be doing.
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☐ Describe the instruments (e.g., tests, questionnaires, observation protocols) that will be (proposal) or were (manuscript) used, including information on their origin and evidence of their reliability and validity. OR as applicable, describe the materials to be used (e.g., lesson plans for interventions, webinars, or archived data, etc.).

☐ Describe in detail any field testing or pilot testing of instruments to include their results and any subsequent modifications. Comment by Northcentral University: Verify with the IRB whether permission is needed or a pilot application needs to be completed. Locate IRB resources here.

☐ If instruments or materials are used that were developed by another researcher, include evidence in the appendix that permission was granted to use the instrument(s) and/or material(s) and refer to that fact and the appendix in this section.

Operational Definitions of Variables Comment by Northcentral University: Include this section in quantitative/mixed methods studies only. Comment by Northcentral University: Operational definitions are distinct from the conceptual definitions provided in the Definition of Terms section. Specifically, operational definitions indicate how the variables will be (proposal) or were (manuscript) measured. Comment by Northcentral University: A paragraph is not required to introduce the operational definitions; a single sentence introducing this section is sufficient.
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XXX Comment by Northcentral University: Replace “XXX” with the first study variable. Repeat this process for all the study variables. Maintain Level 3 heading formatting for each variable.
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Checklist:

☐ For quantitative and mixed methods studies, identify how each variable will be (proposal) or was (manuscript) used in the study. Use terminology appropriate for the selected statistical test (e.g., independent/dependent, predictor/criterion, mediator, moderator).

☐ Base the operational definitions on published research and valid and reliable instruments.

☐ Identify the specific instrument that will be (proposal) or was (manuscript) used to measure each variable.

☐ Describe the level of measurement of each variable (e.g., nominal, ordinal, interval, ratio), potential scores for each variable (e.g., the range [0–100] or levels [low, medium, high]), and data sources. If appropriate, identify what specific scores (e.g., subscale scores, total scores) will be (proposal) or were (manuscript) included in the analysis and how they will be (proposal) or were (manuscript) derived (e.g., calculating the sum, difference, average).

Study Procedures
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☐ Describe the exact steps that will be (proposal) or were (manuscript) followed to collect the data, addressing what data as well as how, when, from where, and from whom those data will be (proposal) or were (manuscript) collected in enough detail the study can be replicated.

Data Analysis Comment by Northcentral University: The Academic Success Center has a weekly group session on both Writing Quantitative and Writing Qualitative Analysis. Learn more about these sessions and find the link to register here.
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☐ Describe the strategies that will be (proposal) or were (manuscript) used to code and/or analyze the data, and any software that will be (proposal) or was (manuscript) used.

☐ Ensure the data that will be (proposal) or were (manuscript) analyzed can be used to answer the research questions and/or test the hypotheses with the ultimate goal of addressing the identified problem.

☐ Use proper terminology in association with each design/analysis (e.g., independent variable and dependent variable for an experimental design, predictor and criterion variables for regression).

☐ For quantitative studies, describe the analysis that will be (proposal) or was (manuscript) used to test each hypothesis. Provide evidence the statistical test chosen is appropriate to test the hypotheses and the data meet the assumptions of the statistical tests.

☐ For qualitative studies, describe how the data will be (proposal) or were (manuscript) processed and analyzed, including any triangulation efforts. Explain the role of the researcher.

☐ For mixed methods studies, include all of the above.

Assumptions Comment by Northcentral University: Tip: Assumptions, limitations, and delimitations are related but distinct concepts. For additional information, click here.
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☐ Discuss the assumptions along with the corresponding rationale underlying them.

Limitations Comment by Northcentral University: Tip: The study limitations will be revisited in Chapter 5.
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☐ Describe the study limitations.

☐ Discuss the measures taken to mitigate these limitations.

Delimitations Comment by Northcentral University: Tip: Limited time and resources are not considered to be limitations or delimitations, as all studies are limited by these factors.
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Checklist:

☐ Describe the study delimitations along with the corresponding rationale underlying them. An example of delimitations are the conditions and parameters set intentionally by the researcher or by selection of the population and sample.

☐ Explain how these research decisions relate to the existing literature and theoretical/conceptual framework, problem statement, purpose statement, and research questions.

Ethical Assurances Comment by Northcentral University: Tip: When research involves human subjects, certain ethical issues can occur. They include but are not limited to protection from harm, informed consent, right to privacy, and honesty with professional colleagues.
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Checklist:

☐ Confirm in a statement the study will (proposal) or did (manuscript) receive approval from Northcentral University’s Institutional Review Board (IRB) prior to data collection.

☐ If the risk to participants is greater than minimal, discuss the relevant ethical issues and how they will be (proposal) or were (manuscript) addressed. Comment by Northcentral University: Tip: For guidance on ethical considerations in human subjects research, click here.

☐ Describe how confidentiality or anonymity will be (proposal) or was (manuscript) achieved.

☐ Identify how the data will be (proposal) or were (manuscript) securely stored in accordance with IRB requirements.

☐ Describe the role of the researcher in the study. Discuss relevant issues, including biases as well as personal and professional experiences with the topic, problem, or context. Present the strategies that will be (proposal) or were (manuscript) used to prevent these biases and experiences from influencing the analysis or findings.

☐ In the dissertation manuscript only, include the IRB approval letter in an appendix.

Summary
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Checklist:

☐ Summarize the key points presented in the chapter.

☐ Logically lead the reader to the next chapter on the findings of the study.

Chapter 4: Findings
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Checklist:

☐ Begin with an introduction and restatement of the problem and purpose sentences verbatim and the organization of the chapter.

☐ Organize the entire chapter around the research questions/hypotheses. Comment by Northcentral University: Tip: Review peer-reviewed research articles to locate examples of how to report results generated using the research design used in your study.

XXX of the Data Comment by Northcentral University: Replace “XXX” with “Trustworthiness” for a qualitative study or “Validity and Reliability” for a quantitative study. For mixed methods studies, replace “XXX” with “Trustworthiness/Validity and Reliability.”.
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Checklist:

☐ For qualitative studies, clearly identify the means by which the trustworthiness of the data was established. Discuss credibility (e.g., triangulation, member checks), transferability (e.g., the extent to which the findings are generalizable to other situations), dependability (e.g., an in-depth description of the methodology and design to allow the study to be repeated), and confirmability (e.g., the steps to ensure the data and findings are not due to participant and/or researcher bias).

☐ For quantitative studies, explain the extent to which the data meet the assumptions of the statistical test and identify any potential factors that might impact the interpretation of the findings. Provide evidence of the psychometric soundness (i.e., adequate validity and reliability) of the instruments from the literature as well as in this study (as appropriate). Do not merely list and describe all the measures of validity and reliability.

☐ Mixed methods studies should include discussions of the trustworthiness of the data as well as validity and reliability.

Results Comment by Northcentral University: Tip: Present sufficient information so the reader can make an independent judgment regarding the interpretation of the findings.
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Checklist:

☐ Briefly discuss the overall study. Organize the presentation of the results by the research questions/hypotheses.

☐ Objectively report the results of the analysis without discussion, interpretation, or speculation.

☐ Provide an overview of the demographic information collected. It can be presented in a table. Ensure no potentially identifying information is reported.

Research Question 1/Hypothesis Comment by Northcentral University: Repeat this process for each research question.
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☐ Report all the results (without discussion) salient to the research question/hypothesis. Identify common themes or patterns.

☐Use tables and/or figures to report the results as appropriate. Comment by Northcentral University: Tip: Tables and figures should not be included on the same page. If you introduce a table or figure in the middle of the page and there is not enough room to include the entire table or figure on the page, it must be placed on the next page. Perform a hard right return (hold down the shift key while hitting the return key) and begin the table on the next page. Comment by Northcentral University: Tip: Tables and figures should be placed with the corresponding research question. The formatting of tables varies, depending on the statistical test. Follow APA formatting requirements for tables, titles, figures, and captions. Comment by Northcentral University: Tip: Tables and figures must be referenced in the text. Please refer to APA guidelines regarding when and how to use tables and figures. Do not fully describe data in the text and also present them in a table.

☐ For quantitative studies, report any additional descriptive information as appropriate. Identify the assumptions of the statistical test and explain how the extent to which the data met these assumptions was tested. Report any violations and describe how they were managed as appropriate. Make decisions based on the results of the statistical analysis. Include relevant test statistics, p values, and effect sizes in accordance with APA requirements.

☐ For qualitative studies, describe the steps taken to analyze the data to explain how the themes and categories were generated. Include thick descriptions of the participants’ experiences. Provide a comprehensive and coherent reconstruction of the information obtained from all the participants. Comment by Northcentral University: Tip: Review published articles that used the same design for examples of how to present qualitative, thematic findings.

☐ For mixed methods studies, include all of the above.

Evaluation of the Findings Comment by Northcentral University: The Academic Success Center has a weekly group session on both Writing Quantitative and Writing Qualitative Analysis. Learn more about these sessions and find the link to register here.
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Checklist:

☐ Interpret the results in light of the existing research and theoretical or conceptual framework (as discussed in Chapters 1 and 2). Briefly indicate the extent to which the results were consistent with existing research and theory.

☐ Organize this discussion by research question/hypothesis.

☐ Do not draw conclusions beyond what can be interpreted directly from the results.

☐ Devote approximately one to two pages to this section.

Summary
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Checklist:

☐ Summarize the key points presented in the chapter.

Chapter 5: Implications, Recommendations, and Conclusions Comment by Northcentral University: Tip: A common tendency is to rush through Chapter 5 and fail to develop ideas fully. Take time to remember why the study was important in the first place and ensure Chapter 5 demonstrates and reflects the depth and importance of the study. Refer back to the study problem and significance and consider what professional and academic organizations might be interested in your research findings. As you complete Chapter 5, seek out avenues to present and publish your research.
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Checklist:

☐ Begin with an introduction and restatement of the problem and purpose sentences verbatim, and a brief review of methodology, design, results, and limitations.

☐ Conclude with a brief overview of the chapter.

Implications
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Checklist:

☐ Organize the discussion around each research question and (when appropriate) hypothesis individually. Support all the conclusions with one or more findings from the study.

☐ Discuss any factors that might have influenced the interpretation of the results.

☐ Present the results in the context of the study by describing the extent to which they address the study problem and purpose and contribute to the existing literature and framework described in Chapter 2.

☐ Describe the extent to which the results are consistent with existing research and theory and provide potential explanations for unexpected or divergent results.

☐ Identify the most significant implications and consequences of the dissertation (whether positive and/or negative) to society/desired societal outcomes and distinguish probable from improbable implications.

Research Question 1/Hypothesis Comment by Northcentral University: Repeat this process for each research question.
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Recommendations for Practice
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Checklist:

☐ Discuss recommendations for how the findings of the study can be applied to practice and/or theory. Support all the recommendations with at least one finding from the study and frame them in the literature from Chapter 2.

☐ Do not overstate the applicability of the findings.

Recommendations for Future Research
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Checklist:

☐ Based on the framework, findings, and implications, explain what future researchers might do to learn from and build upon this study. Justify these explanations.

☐ Discuss how future researchers can improve upon this study, given its limitations.

☐ Explain what the next logical step is in this line of research.

Conclusions
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Checklist:

☐ Provide a strong, concise conclusion to include a summary of the study, the problem addressed, and the importance of the study.

☐ Present the “take-home message” of the entire study.

☐ Emphasize what the results of the study mean with respect to previous research and either theory (PhD studies) or practice (applied studies).

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Appendix A XXX Comment by Northcentral University: Each appendix referenced in the text should appear in this section at the end of the manuscript. Appendices should be listed in the order referenced in the text. Remember to include each appendix in your Table of Contents. Apply the level 1 heading for each appendix title and the appendix name. Replace “XXX” with the appendix name.
Insert Appendix A content here… Comment by Northcentral University: Be sure to de-identify all materials so readers cannot identify participants or where data were specifically collected.

Appendix B XXX
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Strategic Management And Performance Appraisal Essay

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