| 000 | 05608na a2201201 4500 | ||
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| 001 | 227201 | ||
| 003 | koha_MIRAKIL | ||
| 005 | 20221226090128.0 | ||
| 008 | 190118b tu 000 0 | ||
| 040 |
_aCY-NiCIU _btur _cCY-NiCIU _erda |
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| 041 | 0 | _aeng | |
| 090 |
_aYL 372 _bV43 2013 |
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| 100 | 1 |
_aVictor, Orhue _d1980- |
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| 245 | 0 |
_a360 degree performance appraisal _bCase of Ermataş LTD Nicosia _cOrhue Victor; Supervisor: Ertan Akün |
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| 260 |
_aNicosia _bCyprus International University _c2013 |
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| 300 |
_aV, 75 p. _btab., fig. _c30.5 cm _eCD |
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| 336 |
_2rdacontent _atext _btxt |
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| 337 |
_2rdamedia _aunmediated _bn |
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| 338 |
_2rdacarrier _avolume _bnc |
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| 500 | _3Includes CD | ||
| 504 | _aIncludes references (62-68 p.) | ||
| 504 | _aIncludes appendix (68-75 p.) | ||
| 520 | _a'ABSTRACT Performance management is very crucial to the success of any organization. For any organization to be able to achieve its set out goals and objectives, employees are required to be able to perform at an optimum level. The use of 360 Degree Performance Appraisal as a tool for measuring performance continue to be on the increase, used with caution and aligned with organizational goals can provide meaningful information for both the organization and individuals involved. The purpose of this thesis was to plan and implement a 360 degree performance appraisal, ascertain staffs awareness of 360 Degree Performance appraisal process, and also access the efficiency of the appraisal process based on employee's preference. The thesis was based on two hypotheses, if there is significant difference between employee ratings of 360 degree performance appraisal and efficiency in the performance appraisal, and performance rating has a strong impact on the overall performance appraisal efficiency. Key words: Performance management, 360 degree performance appraisal, performance, efficiency ' | ||
| 650 | 0 | 0 | _aVerim |
| 650 | 0 | 0 | _aEfficiency |
| 650 | 0 | 0 | _aPerformance management |
| 650 | 0 | 0 | _aPerformans yönetimi |
| 700 | 0 |
_aSupervisor: Akün, Ertan _91656 |
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| 942 |
_2ddc _cTS |
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| 505 | 1 |
_g1 _tCHAPTER ONE |
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| 505 | 1 |
_g1 _tINTRODUCTION |
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| 505 | 1 |
_g3 _tCHAPTER TWO |
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| 505 | 1 |
_g3 _tLITERATURE REVIEW |
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| 505 | 1 |
_g3 _tINTRODUCTION |
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| 505 | 1 |
_g3 _tCHAPTER TWO |
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| 505 | 1 |
_g3 _tLITERATURE REVIEW |
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| 505 | 1 |
_g1 _tINTRODUCTION |
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| 505 | 1 |
_g3 _tCHAPTER TWO |
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| 505 | 1 |
_g3 _tLITERATURE REVIEW |
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| 505 | 1 |
_g3 _tINTRODUCTION |
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| 505 | 1 |
_g5 _tPERFROMANCE MANAGEMENT |
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| 505 | 1 |
_g6 _tOBJECTIVE OF PERFORMANCE MANAGEMENT |
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| 505 | 1 |
_g7 _tPERFORMANCE APPRAISAL |
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| 505 | 1 |
_g8 _tHISTORY OF 360 DEGREE PERFORMANCE APPRAISALS |
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| 505 | 1 |
_g9 _t360 DEGREE PERFORMNACE APPRAISAL SYSTEM |
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| 505 | 1 |
_g12 _tRELEVANCE OF 360 DEGREE FEEDBACK EVALUATIONS |
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| 505 | 1 |
_g14 _tBENEFITS OF 360 DEGREE APPRAISAL MODEL |
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| 505 | 1 |
_g14 _tEMPLOYEES |
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| 505 | 1 |
_g14 _tSUPERVISOR |
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| 505 | 1 |
_g14 _tTEAM MEMBER |
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| 505 | 1 |
_g15 _tLEADER AND MANAGER |
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| 505 | 1 |
_g15 _tVALUE SYSTEM |
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| 505 | 1 |
_g15 _tCOMPETITIVE ADVANTAGES |
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| 505 | 1 |
_g15 _tIMPROVED CUSTOMER SERVICE |
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| 505 | 1 |
_g15 _tPERFORMANCE APPRAISAL AND ORGANIZATION CULTURE |
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| 505 | 1 |
_g17 _tSOURCES OF 360 DEGREE APPRAISAL RATING |
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| 505 | 1 |
_g17 _tSUPERRIOR RATINGS |
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| 505 | 1 |
_g18 _tSELF RATINGS |
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| 505 | 1 |
_g19 _tSELF RATINGS |
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| 505 | 1 |
_g19 _tPEER RATINGS |
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| 505 | 1 |
_g2O _tSUBORDINATE RATINGS |
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| 505 | 1 |
_g21 _tCUSTOMER RATINGS |
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| 505 | 1 |
_g21 _tPERFORMANCE DIMENSION |
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| 505 | 1 |
_g22 _tCHAPTER THREE |
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| 505 | 1 |
_g22 _tREASEARCH METHOD |
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| 505 | 1 |
_g22 _tINTRODUCTION |
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| 505 | 1 |
_g22 _tRESEARCH METHODOLOGY |
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| 505 | 1 |
_g23 _tTHE PRIMARY DATA ANALYSIS APPROACH |
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| 505 | 1 |
_g24 _tRELIAHABILITY AND VALIDITY OF THE SURVEY INSTRUMENT |
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| 505 | 1 |
_g26 _tSMALL BUSINESS IN NORTH CYPRUS |
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| 505 | 1 |
_g27 _tCOMPARSION OF 360 DEGREE PERFORMANCE APPRAISAL PROCESS |
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| 505 | 1 |
_g30 _tCHAPTER FOUR |
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| 505 | 1 |
_g30 _tCASE STUDY AT ERMATAS LTD NICOSIA |
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| 505 | 1 |
_g30 _tABOUT ERMATAS LTD |
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| 505 | 1 |
_g30 _tPERFORMANCE MANAGEMENT PROCESS AT ERMATAS |
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| 505 | 1 |
_g30 _tESTABLISHING 360 DEGREE PERFORMANCE OBJECTIVE |
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| 505 | 1 |
_g31 _t360 DEGREE APPRAISAL AT ERMATAS |
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| 505 | 1 |
_g32 _tCASE STUDY |
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| 505 | 1 |
_g32 _tSTUDY INSTRUMENT AND MEASUREMENT |
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| 505 | 1 |
_g33 _tSCALE |
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| 505 | 1 |
_g33 _tCHAPTER FIVE |
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| 505 | 1 |
_g34 _tDATA ANALYSIS AND RESULTS |
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| 505 | 1 |
_g34 _tDESCRIPTIVE STATISTICS |
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| 505 | 1 |
_g34 _tAWARENESS OF 360 DEGREE PERFORMANCE APPRAISALS |
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| 505 | 1 |
_g36 _tPARTICIPATION IN PREVIOUS 360 DEGREE PERFORMANCE APPRAISALS PROCESS |
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| 505 | 1 |
_g37 _tRESPONDENTS AWARENESS OF 360 DEGREE PERFORMANCE APPRAISAL |
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| 505 | 1 |
_g39 _tRESPONDENTS PARTICIPATION IN PREVIOUS APPRAISAL PROCESS |
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| 505 | 1 |
_g40 _tCROSS TABULATION OF RESPONDENTS AWARENESS OF 360 DEGREE APPRAISAL PROCESS |
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| 505 | 1 |
_g40 _tCROSS TABULATION OF RESPONDENTS AWARENESS OF 360 DEGREE PERFORMANCE APPRAISAL PROCESS |
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| 505 | 1 |
_g42 _tKNOWLEDGE AND SKILL |
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| 505 | 1 |
_g43 _tCOMMUNICATION |
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| 505 | 1 |
_g45 _tJOB PERFORMANCE |
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| 505 | 1 |
_g45 _tWORKING WITH OTHER |
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| 505 | 1 |
_g46 _tTRADITIONAL VERSUS 360 DEGREE FEEDBACK PERFORMANCE APPRAISAL |
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| 505 | 1 |
_g46 _tEFFICIENCY OF THE 360 DEGREE APPRAISAL PROCESS |
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| 505 | 1 |
_g47 _tINFERENCE |
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| 505 | 1 |
_g47 _tCHAPTER SIX |
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| 505 | 1 |
_g53 _tCONCLUSION |
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| 505 | 1 |
_g60 _tRECOMMENDATION |
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| 505 | 1 |
_g62 _tREFERENCES |
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| 505 | 1 |
_g68 _tAPPENDIX |
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| 999 |
_c405 _d405 |
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