CLASSMATE 1My score for Hostile sexism is 1.82, and the benevole

CLASSMATE 1
My score for Hostile sexism is 1.82, and the benevolent was 2.
73. I compared my scores to the average score of Males and
Nigeria. I chose to compare my score with that of the males
because our society has a set of ideas about how women are
expected to behave, ranging from dressing, speaking,
accommodating, and nurturing. The presence of feminism and
woman studies has reduced these assigned roles to women;
however, the connection still exists. Women still face sexism in
the work area and experience a personality trait stereotype
where women are expected to be accommodating, stay at home
with children, etc. Compared to the Male Average Score, it
wasn’t surprising to see theirs higher than mine. I was, as
expected, a high score. According to our text, stereotypes, like
other cognitive representations, are maintained because the
information that confirms our stereotypes is better remembered
than information that disconfirms them (Fyock &Stangor,
1994). For example, if we believe women to be bad at math and
see a woman with bad scores in math, we quickly remember it
compared to a woman with good scores in math. It also applies
to my expectation of a higher score of efficiently placing some
men discriminate against women even though I have seen men
who support women.
The other category I selected was a country (Nigeria). From an
African background, I am aware of my social cognition, which
is how my knowledge about social worlds influences me as an
individual. I was curious to compare how largely I’ve been
socially influenced by the social norms of the United States to
Africa. Although I am aware of how submissive African women
have to be to their husbands and how authoritative some African
men can be, I was shocked by how high scores of Nigeria are in
both hostile sexism and benevolent sexism. Average Nigerian
scores on hostile and benevolent sexism were way higher than
those listed on the data. Due to their collectivism, Nigerians are

more concerned about interdependence and thus have a high
social dominance orientation (SDO). As sexist as I may sound,
some of the questions were demeaning to me. For example,
question 20, “Men should be willing to sacrifice their well -
being to provide financially for the women in their lives,”
which I strongly disagreed with. As a wife and mom, I wouldn’t
want my husband or son to sacrifice his mental health or health
to provide for me financially. I would like to be loved,
respected, but not financially sound to the detriment of
someone’s health.
2. The “ambivalent sexism” does make sense because it was
developed to measure hostile and benevolent attitudes towards
women. In contrast to many other forms of ethnic, racial, etc.,
relationships between men and women are not marked by simply
antipathy and negative stereotypes. Sexism is commonly
thought to be a manifestation of male hatred against females.
This viewpoint overlooks one crucial aspect of sexism:
subjectively good attitudes toward women, which frequently
coexist with sexist hate. The ASI considers sexism a
multifaceted concept that includes two types of sexist attitudes:
hostile and benevolent sexism. Hostile sexism is denoting an
adverse reaction to women who are believed to be challenging
men’s power and prestige, and benevolent sexism is best
thought of beliefs about women that see them as fair, obedient,
innocent, fragile. Often these attitudes characterize a desire to
protect women. Benevolent sexism is chivalrous attitudes
toward women that feel favorable but sexist because it
categorizes women as weak and needs men’s protection.
Examples of such questions are “A good ought to be set on a
pedestal by her man” Looking at both definitions, one may think
they’re opposite, but they relate to each other. They both
predict how men prejudices and stereotype women. The
prevalence of hostile and benevolent sexism should be noted.

Women have been relegated to social roles with lower status
than men in practically all cultures and periods for which
evidence is available. In our current society, there is evidence
that women still encounter discrimination in the workplace,
including sexual harassment, and that they are perceived less
positively than men when it comes to solid leadership
capacities, strength, etc. Women are depicted as kind but
incompetent and weak at many vital jobs, even though
stereotypes of women contain many good features. The positive
traits relate to social-emotional characteristics; therefore,
women are portrayed as friendly but incompetent at many
essential duties (e.g., analytical thinking). Feminism has helped
enlighten every one of this injustice and acts as a way for
others” s to take action to help make equality happen. This
activism has helped provide women’s right to voice in all the
laws and regulations we are governed by.Feminism must work
and improve on intersectionality. This means fighting for
intersectionality by not excluding people based on their race or
color, gender, status, sexual orientation, etc., and
acknowledging how race, sexual orientation, and socioeconomic
status affect Feminism.
In Feather& Mckee’s (2012) research, Ambivalent Sexism
Inventory (ASI) was used to link hostile and benevolent
attitudes toward women (HS and BS) to 10 value types from the
Schwartz Value Survey, right-wing authoritarianism (RWA),
and social dominance orientation (SDO). They hypothesized
that a person’s value priorities would influence how they
respond to the scales employed in the study. 170 students (62
men, 107 women, and 1 non-specified gender) from an
Australian university completed the scales. The participants
completed questionnaires that included a 57-item Schwartz
Value Survey, the 30-item Right-wing Authoritarianism Scale,
the 14-item Social Dominance Orientation Scale, and the 22-
item Ambivalent Sexism Inventory. They found Gender
variations in the importance of power values, HS, BS, RWA,
SDO, and several relationships. After controlling for gender, HS

and BS were favorably connected with power and security
values and negatively correlated with universalism and kindness
values. RWA and SDO were linked to separate value patterns
with considerable overlap, and they mediated relationships
between value importance and HS and BS to some extent.
References
Feather, N. T., & McKee, I. R. (2012). Values, Right-Wing
Authoritarianism, Social Dominance Orientation, and
Ambivalent Attitudes Toward Women Values, Right-Wing
Authoritarianism, Social Dominance Orientation, and
Ambivalent Attitudes Toward Women. Journal of Applied
Social Psychology, 42(10), 2479–2504. https://doi-
org.ezproxy.umgc.edu/10.1111/j.1559-1816.2012.00950.x
UnderstandingPrejudice.org: Teacher’s corner. (n.d.).
UnderstandingPrejudice.org. https://secure.understandingprejudi
ce.org/teach/
Task 2
I watched this to the end, though the instructions were for 25
minutes. It honestly drove me to tears knowing that children had
to encounter those feelings, especially current kids who have to
go through bullying and discrimination due to no faults. It is
inevitable that the teacher is fantastic and did an excellent job
teaching these kids a life-changing lesson; however, as she
mentioned, it is detrimental without practice. To teach her
students about discrimination, Jane Elliot induced stereotyping
and prejudice through the use of social psychological
phenomena such as cognitive mistakes, self-perceptions, and the
bystander effect by informing them that blue-eyed people were
superior to brown-eyed people. The blue-eyed pupils were given
a special privileges and instructions to ignore the brown-eyed
students. Elliott began by creating a stereotyping situation
among the youngsters by dividing them into two easily
distinguishable physical characteristics such as blue and brown

eyes. She began to say nasty things about one group, and the
kids readily accepted the new values that each group
represented. Depending on who was in charge for the day, they
acquired prejudice against other blue or brown eyes. They took
turns in their assigned roles for one day apiece. And over those
two days, there was a bystander effect, in which no one seemed
to come to someone’s aid, and friends simply accepted and
observed as a person was verbally abused and told that their
poor performance was due to the color of their eyes. Ms.
Elliot’s observation about the children’s academic performance
during the experiments attests to Shapiro & Neuberg’s 2007
research that stereotypes influence academic performance.
According to Ms. Elliot, the children’s score goes up on the day
they are in the majority group and down on the day they’re in
the minority group. These scores can also be influenced by
stereotype threat which, according to the text, is when a
performance is decreased by knowledge of a cultural stereotype.
The children in the minority group were affected because their
group was linked with lower IQ and learning abilities. And the
majority might be feeling confident about the knowledge of
high IQ and performed better. Being prejudiced creates a sense
of inferiority, plays on all aspects of your self-esteem, and can
cause stereotype threat.
As an African and a woman of color in America, there are a
zillion experiences I have seen happening and experienced when
it comes to prejudice and discrimination, but I will share the
most recent one. A friend visited me, and I took her to a work
dinner. During the introduction phase, a colleague
spontaneously social categorized my friend from my country
and a religious group. After the end of dinner, one of my
colleagues asked my friend why her accent was stronger than
mine? She replied because I have been living here, and she just
arrived in the states (literally weekdays ago.). She kept asking
as if she did not understand what my friend was saying. She
then turned to me and asked if my accent is weaker because I
was more educated than my friend. With a quizzical expression

on my face, I replied that she is a PharmD student and an
outstanding student; as such, before I could finish my statement,
she said sorry and shamefully excused herself. Instantly I
acknowledge the power of discrimination, how language can
reflect one’s intelligence, the ability to speak, and, most
importantly, to be understood. And the ability to listen and
understand. I believe my colleague felt ashamed because she
failed to listen and understand. An excellent and well -educated
student is reduced to an illiterate because of discrimination.
As I watched the video, I was struck by how committed Ms.
Elliott is upholding the concept of equality and attempting to
teach her children and adults in the most effective manner
possible. However, when the approach was extended to adults,
the learning was more difficult. Some grownups appear to be
having trouble accepting the newfound reality that they
discriminate against others. The experiment on adults was hard
to witness, and it reminded me of Stanley Milgram’s obedience
experiment. The adults were traumatized, and they felt
powerless in the face of the majority group and Ms. Elliot and
couldn’t find the strength to cease doing what they believed was
wrong. Others were prone to engage in belief perseverance,
which involves rejecting evidence and sticking to one’s own
beliefs. If powerful emotions are not aroused, the learning may
not last. I believe that the most successful and long-term
strategy for achieving a society free of stereotyping, bigotry,
and prejudice is to teach children through exercises similar to
Elliott’s experiment, but with coaching aspects included.
Introduce a new office a week or two before the session where
kids can go anonymously for help if they are angry. At this
office, kids will learn how to cope with discrimination issues,
such as joining together with like-minded kids to refuse to do
what they believe is wrong. Although this is more of a self-
defense lesson, teaching children self-defense may be the
slowest but most effective way to eradicate prejudice,
stereotyping, and discrimination worldwide.

Reference
Frontline. (1985). A Class Divided. Retrieved
from: http://www.pbs.org/wgbh/pages/frontline/shows/divided/
CLASSMATE 2
Task 1: Sexism
The Ambivalent Sexism Inventory is a scored test that asks the
participant their degree of agreement on a scale form 0
(“disagree strongly”) to 5 (“Agree Strongly”) with 22 individual
stereotypes about women (or about men in relation to women).
These beliefs include generalizations that appear to be negative
(e.g., “Women are too easily offended”), or positive (e.g.,
“Many women have a quality of purity that few men possess.”).
The composite score is averaged across all questions to result in
a Hostile Sexism Score and a Benevolent Sexism Score, each
between 0 and 5.
Social categorization between women and men exists across all
cultures around the world, and has been in existence as long as
humans have been around. “Traditionally, the dominating social
role of the woman was as housewife, and that of the man was
focused on work and family maintenance. Nowadays, the social
role of women is evolving in the direction of taking a
profession, while increasingly men are taking care of the
household.” (Sekścińska, Trzcińska, and Maison, “The
Influence of Different Social Roles Activation on Women’s
Financial and Consumer Choices.”) The bases for the social
categorization between women and men have changed as the
change in roles, culture, and social institutions have accelerated
with economic and technological advances. However,
stereotypes and sexist attitudes persist.
When most people think about sexism, they mean hostile
sexism. It is clear why hostile sexism is harmful to women,
resulting in discrimination behaviors. I had not given much
thought to benevolent sexism, or how it might be harmful.
However, those attitudes serve to keep women “in their place”

by making women dependent on men for their value and for
their livelihood. In the 1980s my manager at the furniture store
where I worked regularly used language that amounts to sexual
harassment, and explicitly told me that he prefers male
employees because they are better salesmen. I imagine his
hostile and benevolent ASI scores would be high, particularly
the hostile ones.
My hostile sexism score was 1.64. This compares with 2.05 for
the website, 1.60 for United States women, 1.72 for German
women and 2.41 for South African women. My score was in
line with US women. Men’s scores for hostile sexism ranged
from 2.24 in the US to 3.44 in South Africa (website average of
2.74). My benevolent sexism score was 2.09. This compares
with 2.68 for the website, 2.00 for women in the US, 2.40 for
women in Germany, and 3.45 for women in South Africa. Men’s
scores for benevolent sexism ranged from 2.30 in the US to 3.2
in South Africa. I chose countries on three continents to make
sure I got a broad sample of countries. One interesting data
point was that Germany was the only country in my small
sample of data where a benevolent sexism score was lower than
the hostile sexism score for a country (Germany). I chose
Germany specifically because over the years I had two German
exchange students come live in my home and was surprised by
some of their attitudes.
Hostile and benevolent sexism can only be reduced when
societies promote equality and open mindedness, both in terms
of attitudes as well as by providing opportunities that move
society away from stratification along traditional gender roles.
The questions in the ASI are phrased in a way that encourages
outgroup homogeneity by forcing the reader to view members of
the individual groups (women or men) as more similar to each
other than to the opposite group. For the same reason, in-group
favoritism could possibly affect women’s responses. This may
be reflected in the tendency for women to have higher
benevolent sexism scores than their hostile sexism scores. Also,
as an explicit measure asking participants questions that they

can easily infer would make them more or less sexist, the ASI
may encourage people to answer the way they want to be
perceived (i.e., not sexist) rather than providing answers that
accurately reflect their attitudes.
Sexism results in social dominance orientation (SDO) to
reinforce social and economic inequalities that stem from social
categorization. Men and women are able to accept inequality in
the hostile and benevolent aspects because of historical context,
outgroup homogeneity, and ingroup favoritism.
One study I read investigates the hypothesis that reactions to
automobile accidents vary as a function of the gender of the
driver. (Pek and Leong, “Sex–Related Self–Concepts, Cognitive
Styles and Cultural Values of Traditionality–Modernity as
Predictors of General and Domain–Specific Sexism.”) In the
study they describe an accident, then ask participants to draw
conclusions about it. Some participants are told that the driver
is male, while others are told the driver is female. The
researchers found that more participants (men and women
participants) faulted the female drivers than did the male
drivers. This stemmed from stereotypes that people held that
women demonstrated inattention and carelessness to a greater
degree than men. They also explored how female-driving
stereotypes might translate into real-world consequences and
lead to discriminatory treatment of female defendants in civil
case litigation.
Sources:
Pek, J.c.x., and F.t.l. Leong. “Sex–Related Self–Concepts,
Cognitive Styles and Cultural Values of Traditionality–
Modernity as Predictors of General and Domain–Specific
Sexism.” Asian Journal of Social Psychology 6, no. 1 (April
2003): 31–49. https://doi.org/10.1111/1467-839X.t01-1-00008.
Task 2: Racism
Dr. Jane Elliot had come up with the idea for the exercise with
her third graders before but felt compelled to act after the
assassination of Dr. Martin Luther King. Although it is a brief

exercise, she is able to go beyond the knowledge that
discrimination exists, but to help white people understand that
white people in the US are easily able to ignore and deny the
harm they impart on others through the stereotypes,
discrimination and institutionally enforced methods of
dehumanizing people that constitute racism. The idea is to solve
racism by forcing people to “Never judge another man until you
have walked a mile in his moccasins” (quotespedia.org, “Never
Judge Another Man until You Have Walked a Mile in His
Moccasins. – Native American Proverb – Quotespedia.Org –
Quotespedia.Org.”).
Our readings discussed change cognitive aspects, such as
positive black role models like Oprah Winfrey or Lebron James,
as a way that White Americans were able to become less
prejudiced. However, this approach essentially places the
responsibility for correcting white prejudice and discrimination
in the hands of blacks, rather than where the responsibility
belongs. Dr. Elliot avoided this trap and demonstrates to her
white students that they (whether as brown- or blue-eyed groups
in power) were responsible for mistreating the other group by
making them be the group discriminated against.
Another theory about reducing prejudice is the contact
hypothesis, which suggests by increasing the amount of contact
between groups will reduce prejudiced attitudes. The contact
hypothesis also drives the realization that diversity in movies,
television, advertisements and other media is important for all
races.
It was surprising to me how easily Dr. Elliot was able to create
unjust characterizations about the disadvantaged groups in the
minds of the advantaged group. She was able to couch any
reaction or behavior, whether it would normally be seen as
positive (e.g., independent thought), negative (e.g., anger), or
neutral (e.g., asking a question) as evidence of a lack of
character or intelligence. It was also interesting how negative
behaviors exhibited by individuals in the disadvantaged group
were generalized to apply to that group while positive behaviors

exhibited by individuals in the advantaged group were
generalized to apply throughout the group. Another major
observation was that the psychological impact of the harsh
treatment had major effect on students’ performance on
assessments. Dr. Elliot tested students two weeks before the
experiment, on the day that students were in the disadvantaged
group, and two weeks after the experiment. Performance was
greatly diminished for students after less than one day living
under disadvantaged circumstances.
The most disheartening thought that I take away from the video
is that 50 years after those experiments, very little has changed
with respect to whites’ willingness to confront their prejudice
and the impact it has on others. (DiAngelo, 2018)
As we saw during the interviews with the participants when they
came back as adults for a reunion, after having the shared
experience, the students viewed themselves as connected
(brown- and blue-eyed pupils). This can be seen as creating a
common ingroup identity, much in the same way that athletes or
soldiers who bond together through common experiences. This
is one way to reduce prejudice by forming a superordinate
categorization.
In my own experience growing up in the 70s and 80s in
Montgomery County, Maryland, the school system aggressively
tracked black children like me into remedial classes. I
remember mean teachers who constantly had low expectations
of minority students. Teachers, with a few exceptions, did not
take an interest in helping black students to thrive. This was
right here in what might be considered a modern, progressive
and open-minded school system. Even today, studies show that
black students are punished more harshly and more frequently
than their white counterparts for similar behaviors. “…counties
with higher rates of explicit biases that favor whites had greater
black–white disciplinary disparities across all five outcomes
examined…The relationship between implicit bias and
disciplinary disparities is also often associated with disciplinary
disparities” (Riddle and Sinclair, “Racial Disparities in School -

Based Disciplinary Actions Are Associated with County-Level
Rates of Racial Bias.”)
These societal behaviors mirror what Dr. Elliot found in her
classrooms, except in real life there is no switching places on
the second day.
Sources:
Riddle, Travis, and Stacey Sinclair. “Racial Disparities in
School-Based Disciplinary Actions Are Associated with
County-Level Rates of Racial Bias.” Proceedings of the
National Academy of Sciences 116, no. 17 (April 23, 2019):
8255–60. https://doi.org/10.1073/pnas.1808307116.
DiAngelo, Robin. White Fragility: Why It’s So Hard for
White People to Talk About Racism (Audible Audio Edition):
Dr. Robin DiAngelo, Michael Eric Dyson - Foreword, Amy
Landon, Beacon Press: Books.” Accessed October 8,
2021. https://www.amazon.com/White-Fragility-
audiobook/dp/B07D6XQQRY/ref=sr_1_1?crid=2IL481JFLGI4C
&dchild=1&keywords=white+fragility&qid=1633734436&s=aud
ible&sprefix=white%2Caudible%2C162&sr=1-1
less
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 OFBUSINESS ADMINISTRATION
by
Amenia Payne
La Jolla, California
January 2021

Abstract Comment by Northcentral University: The abstract
should be included in the dissertation manuscript only. It should
not be included in the dissertation proposal.
The word Abstract should be centered, bolded, and begin on its
own page.
Begin writing here… Comment by Northcentral University:
The text should be left-justified (not indented) and double-
spaced with no breaks.
Checklist:
☐ Briefly introduce the study topic, state the research problem,
and describe who or what is impacted by this problem.
☐ Clearly articulate the study purpose and guiding theoretical
or conceptual framework of the study.
☐ Provide details about the research methodolo gy, participants,
questions, design, procedures, and analysis.
☐ Clearly present the results in relation to the research
questions.
☐ State the conclusions to include both the potential
implications of the results on and the recommendations for
future research and practice.
☐ Do not include citations and abbreviations or acronyms,
except those noted as exceptions by the American Psychological
Association (APA).
☐ Do not exceed 350 words. Strive for one page.
Acknowledgements Comment by Northcentral University: You
may include an optional acknowledgements page in normal
paragraph format in the dissertation manuscript. Do not include
such a page in the dissertation proposal.
The word Acknowledgements should be centered, bolded, and
begin on its own page.
Begin writing here…

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
List of Tables Comment by Northcentral University: The words
List of Tables should be centered, bolded, and begin on its own
page
Use the Table of Figures feature in Word and select “Table” as
the caption label. For additional information and guidance, click
here.
Tip: For formatting the caption for tables, table headings should
be double spaced and placed above the table. The word “Table”
and the number should be bolded. The table title is in title case
and italics. Comment by Northcentral University: Click here
to review a video from the Academic Success Center on creating
the List of Tables.
Begin list of tables here…
List of Figures Comment by Northcentral University: The words
List of Figures should be centered, bolded, and begin on its own
page
Use the Table of Figures feature in Word and select “Figure” as
the caption label. For additional information and guidance, click
here.
Tip: For formatting the caption for figures, figure headings
should be double spaced and placed above the figure. The word
“Figure” and the number should be bolded. The figure title is in
title case and italics. Comment by Northcentral University:
Click here to review a video on creating the List of Figures.
Begin list of figures here…

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
strategies. 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
evaluate employees and managers. Organizations use one or a
combination of the frameworks for assessing employees and
improving 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
choosing an appraisal system based on the existing strategic
method 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
administrative and human resource management field, further
research.
Statement of Problem
A brief literature review reveals little to no information on
balancing 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 system management
theory. The theory acknowledges that all organizations are made
of sub-units that 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 study aims to determine 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
assist 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
research 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. One hundred 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
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, very
little research shows the connection between strategic
management and performance appraisal.
Organizations use strategies to gain a competitive advantage
over others. The competitive advantage makes them unique and
profitable in the markets. A competitive advantage is obtained
through process and behavior, improving employee
performance, proper human resource management that reduces
turnover and dissatisfaction, and conforming to the legal
provisions in the business environment. The research will be
premised on the system management theory of management. The
system theory of management is based on coordination between
multiple components within an organization that works
harmoniously to function appropriately (Management theories,
2019).
Based on the theory, employees are crucial components of any
organization. Therefore, they must work together with other
organizational entities to ensure that the organization succeeds.
Employees work best when their work environment is
motivating (Brefo-Manuh et al., 2016; Dangol, 2021). One
employee motivating factor that this research paper tackles is
fair performance appraisal. However, many organizations fail to
develop just employee evaluation mechanisms, and that

demotivate the employees, creating system imbalances within
the organization. Another core component in business
organizations is management. The management's actions can
lead to the success or failure of organizations. One of their roles
includes developing performance appraisals within
organizations. Some assessments cause disagreements within
organizations and could lead to high employee turnovers.
Consequently, the managers must develop justifiable
performance appraisals, which most have failed.
Other components within the organizational system include
departments and business units. Each of these units has varying
roles that the management must continuously evaluate. The
appraisal system should capture the respective business
objectives and that explains why strategic management and
performance appraisal need to be integrated into business
organizations.
Theoretical Model Diagram
System/Organization
Managers
Business Units/Departments
Employees:
Makes or breaks organization
Performance Appraisals:
Can motivate or demotivate employees

The diagram shows that the entire organization is a system that
depends on managers, employees, and departments. The
managers create appraisals for all employees or individual
departments. These appraisals can motivate or demotivate the
employees, affecting the entire system. Therefore, the study will
propose the integration of strategic management and
performance appraisals to ensure that the organization remains
intact since assessments based on business strategies will be
perceived as fair by employees. 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 the connection between
organizational strategy 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 easily
accessible (Yin, 2003).
The study aims to help managers understand the correlation
between strategic management variables 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 an 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 include 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 in-depth 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?RQ2How 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 meet 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 organizatio ns that adopt strategic
management (Bouvier, 2019). Also, aligning strategies to
performance appraisal will enable the employees to connect to
the overall organizational system. Additionally, linking
strategic management and performance appraisal will assi st
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, improving
overall success.Summary
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 assessments, their role
on employee and manager perception, and their impacts on
employee motivation, satisfaction, and performance. Further,
the section evaluates strategic management articles 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 prevents
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). 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 assessment, 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 reviews, 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
assessments 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 assessments. 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. Assessments 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 estimates 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 examined 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 research 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 small
sample size, potentially invalidating its findings. Future studies
should use a large sample size for more accurate and reliable
results.
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 performa nce 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 survey, 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
assessment, and the appraisal's necessity. The results showed
that the managers were more 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 assessment. 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 reviews 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 conjecture 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 the plan
regardless of the consequences of the managers' tactics.
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 assessment 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 assessments 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. Organizations use the approach 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 plan.
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 elements 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 methods 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,
creating battles with the staff. On the other hand, the employees
have negative feelings towards assessments 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 significant 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 vital ingredients for
implementing acceptable appraisals. None of the studies
highlight how strategic management can address the challenges
associated with performance appraisals. Also, none of the
organizations evaluated shows how to integrate strategic
management with performance appraisal. Since fairness and
clarity may be achieved by integrating assessment and strategic
management tools, this study will focus on the relationship
between the two instruments (strategic management and
appraisal).Theoretical FrameworkThe study aims at establi shing
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,
very little research shows the connection between strategic
management and performance appraisal.

Organizations use strategies to gain a 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. The research will be
premised on the system management theory of management. The
system theory of management is premised on the concepts of
coordination between multiple components within an
organization that works harmoniously to function correctly
(Management theories, 2019).
Based on the theory, employees are crucial components of any
organization. Therefore, they must work together with other
organizational entities to ensure that the organization succeeds.
Employees work best when their work environment is
motivating (Brefo-Manuh et al., 2016; Dangol, 2021). One
employee motivating factor that this research paper tackles is
fair performance appraisal. However, many organizations fail to
develop just employee evaluation mechanisms, and that
demotivate the employees, creating system imbalances within
the organization. Another core component in business
organizations is management.
The management's actions can lead to the success or failure of
organizations. One of their roles includes developing
performance appraisals within organizations. Some assessments
cause disagreements within organizations and could lead to high
employee turnovers. Consequently, the managers must develop
justifiable performance appraisals, which most have failed.
Other components within the organizational system include
departments and business units. Each of these units has varying
roles that the management must continuously evaluate. The

appraisal system should capture the respective business
objectives and that explains why strategic management and
performance appraisal need to be integrated into business
organizations.
Theoretical Model Diagram
System/Organization
Managers
Business Units/Departments
Employees:
Makes or breaks organization
Performance Appraisals:
Can motivate or demotivate employees
Summary of the Literature Review
The existing literature provides vast knowledge on
performance appraisals and strategic management. Various
authors have published information on the different uses of
performance appraisals, how they are perceived by managers
and employees, and their influence on employee motivation,
performance, and job satisfaction. Also, scholars have
elaborated on how strategic management is applied in meeting
organizational goals. Organizations use strategic management
and performance appraisal to enhance their overall performance.
This section of the chapter covers the main points from the
literature review with further support from other publications.
Uses of Performance Appraisals
Based on the evaluated literature, appraisals can encourage
or discourage employees from improving (Sharma & Sharma,
2017). Scholars have examined how managers use HR analytics
and its impact on the employees. Cleveland et al., (1989) found
that performance appraisals could be used for multiple
purposes. Their study showed that the appraisal outcome
impacted salary administration, performance feedback, and the
identification of employee weaknesses and strengths (Cleveland
et al., 2019). The management may improve salaries for top

performers to retain them for the long term. Regarding
feedback, the administration responds to evaluation outcomes
by introducing different training programs, dismissals, or
encouraging employees to take individual steps to improve.
Different parts of appraisals may have different roles. The
appraisal success in organizations is dependent on how fair they
are perceived by employees (Sharma & Sharma, 2017). There is
always an unwillingness to improve if the appraisals are
discriminatory.
More scholars have provided different perspectives on
using performance appraisals in improving organizational
performance. (De Andrés et al., 2010) define appraisal as "a
process used by some firms to evaluate their employees'
efficiency and productivity in order to plan their promotion
policy, salary policy, and layoffs policy." Their definition of
appraisal incorporates some actual uses of appraisals, such as
setting salary policies and provisions. Consequently, there is a
consensus between (De Andrés et al., 2010) and (Cleveland et
al., 1989) that performance appraisals are crucial in determining
employee salaries in various organizations. A 360-degree
evaluation framework that also evaluates supervisors,
reviewers, and collaborators is used in most organizations to
wholly enhance fairness and address organizational issues (De
Andrés et al., 2010).
Besides appraisals being used to develop salary policies,
they highlight the company's progress towards its goal
achievement. (Brefo-Manuh et al., 2016) note that many
organizations have applied performance appraisals towards
improving employee performance. The authors elaborate that
comprehensive, practical, and fair assessments prompt increased
employee productivity. In terms of overall organizational
progress, the performance of each employee or department can
predict whether organizations are improving. Based on the
system of management theory adopted in the research, an
organization is composed of various subunits that make a whole.
Subsequently, the performance of multiple subunits indicates

how the entire organization is performing.
Still on the uses of performance appraisals, Brefo-Manuh
et al., (2016) assert that they are crucial tools in improving
internal communication. Most organizations have adopted a top-
down communication strategy. The role of executives in
organizations is to communicate the goals and the visions of an
organization. The appraisals can also bolster goal clarification
and setting of expectations. The supervisors should have open
dialogues with employees on the need for reviews and what they
need to achieve. Many organizations also use appraisals to
motivate employees through reward and punishment. Brefo-
Manuh et al., (2016) allude that managers reward top
performers with promotions or increased salaries while poor
performers are demoted, dismissed, or paid less. However,
appraisals motivate employees only when they are fair and
related to organizational or departmental goals (Sharma &
Sharma, 2017). Therefore, the motivation impact of
performance appraisal is dependent on their effectiveness.
The other vital use of performance appraisal as derived
from the literature review is for career development and
employee training. Training refers to the systematic
development of attitudes, knowledge, skills, and behavior
patterns required by an individual to perform adequately a given
job or task (Brefo-Manuh et al., 2016). All organizations expect
the employees to remain committed to delivering on
organizational goals and must help the employees improve their
performance by training them. Training helps employees
advance their skills, be ready for higher positions, have
increased feeling of job security, and improve their performance
(Brefo-Manuh et al., 2016). The performance appraisals are
used to establish performance standards and core competencies
and communicate them to employees. Based on the appraisals'
outcomes, employers organize training programs to assist their
employees in acquiring the requisite competencies that facilitate
top performance. Thus, workplace evaluations are pivotal in
designing training programs for employees (Brefo-Manuh et al.,

2016). The fairer the employees perceive the appraisals, the
more they are likely to embrace the employers' training and
career development programs.
Employee appraisals can also enhance employee
performance, depending on their purpose, administration, and
feedback communication. Improved performance and career
development and training are directly linked. Employees
identify their strengths and weaknesses and some develop
improvement plans. Others seek help from their managers or
colleagues on how they can improve. Moreover, since appraisals
can have a motivating effect, inspired employees feel
encouraged to perform better at their workplace. The evaluation
feedback also facilitates the development of training and career
development programs. Therefore, through informing the
training programs and motivating employees, appraisals
improve employee performance.
Factors Influencing Appraisals Usefulness
Appraisals are undeniably relevant to all organizations.
The literature review summarizes that assessments influence
employee performance, communication, and training programs.
However, some businesses have not benefited from appraisals
based on the current analyzed literature. This section of the
summary looks at dynamics that influence the relevance of
performance appraisals and how they impact the employees and
manager.
As established within the system theory of management
that applies to the research, organizations are made up of
subunits that combine to form a whole. In that context, and
regarding performance appraisals, the critical subunits are
employees and managers. The way employees and managers
perceive performance appraisal affects how important they
become in organizations. Consequently, researchers have
published different articles on employee and/or manager
perceptions towards performance appraisals and how they affect
the appraising process. Perceptions refer to attitudes favoring or
against the appraising process influenced by intrinsic or

extrinsic factors. These perceptions influence whether
employees and managers support or oppose evaluations at the
workplace.
(Getnet et al., 2014) studied the effect of employees'
fairness perception on their satisfaction towards the
performance appraisal practices of the University of Gondar.
Though the study was limited to one institution, it can offer
some insights into some of the aspects that influence the
relevance of appraisals. Fairness is also interpreted as
organizational justice and refers to a personal evaluation of
ethical and moral standing (Getnet et al., 2014). Organizational
justice creates a culture of trust and teamwork between
employees and managers. Studies show that organizations
benefit from appraisals if they are fair in all aspects. Higher
perceived fairness in appraising employees motivates them to
perform their functions diligently and with less supervision
(Getnet et al., 2014). While appraisals have numerous
advantages, the authors showed that highly unfair review s could
result in a strike, increase grievance, and lead to physical or
psychological withdrawal ranging from absenteeism and
turnover to increased visits to the dispensary and poor mental
health. Performance appraisal unrelated to the organization's
goals also increases the chances of employees' assessments
being perceived as unfair.
Besides perceived fairness, the other factor influencing the
robustness of appraisals is politics. Politics in organizations
emerge from the pursuit of personal interests. Some
organizational scholars have found that politics influence
performance appraisal. Intense political activities in
organizations lower employee job satisfaction and performance
(Du Plessis & Van Niekerk, 2017). It also increased turnover
rates in businesses. A review of existing studies shows that
employees who are highly engaged in politics perform poorer
than their contemporaries. Furthermore, increased
organizational politics deter managers from implementing a
performance appraisal system (Du Plessis & Van Niekerk,

2017). Some managers develop negative attitudes towards the
appraisals as they break the unity of organizations and create
division. As part of diminishing the impact of politics in
organizations, suggestions have been made to make reviews a
long-term process and enhance coordination between the
employees and the management. Moreover, politics are
avoidable if appraisals have increased perceived fairness and
are in conjunction with the organizational goals.
The literature review also shows that the difference in
attitudes between managers and employees on performance
appraisals in organizations also affects their usefulness
(Mehraban et al., 2017). In some instances, managers are
opposed to checks while employees back them. The reason why
managers could have negative attitudes towards appraisals is
because they are highly politicized. On the other hand,
employees may support assessment to receive the rewards
associated with top performance. Another source of conflict
may involve managers supporting appraisals as employees
oppose them. Managers may backup checks to evaluate
individual employee performance and use the feedback as a
basis for reward and punishment. Employees become opposed to
appraisals due to reduced perceived fairness (Mehraban et al.,
2017). Also, employees may reject assessments if they deviate
from organizational or departmental goals. In rare
circumstances, the managers and employees may oppose
appraisals because of the divisive impact they can have on the
organizations. Therefore, the conflicting interests among the
managers and employees weaken the importance of reviews in
organizations.
The perceived importance of appraisals by managers
impacts them. Scholars acknowledge that while some managers
are optimistic about assessments, others harbor negative
attitudes. Optimistic leaders strive to implement evaluation
systems within their organizations. They also utilize the
evaluation outcome to improve various organizational processes
such as career training and development programs and

improving employee performance. On the other hand, managers
with negative attitudes towards appraisals are unwilling to
introduce them in their organizations. Moreover, they hesitate
in sharing feedback obtained from employee evaluations. Thus,
management's attitudes are influential in determining the
importance of appraisals.
Performance Appraisal and Employee Wellness
Employee wellness is crucial to the success of
organizations. Organizations should safeguard employees'
physical, emotional and mental fitness to ensure sustained
productivity and performance. The analyzed articles using
correlational studies show a positive association between
employee wellness and fair performance appraisals. Increased
perceived fairness of the appraisal yields increased employee
motivation. High employee motivation at work reduces exposure
to emotional and mental disorders (Ismail & Gali, 2016). On the
other hand, the demotivated staff is vulnerable to stress and
other mood disorders and depression, among other diseases.
Therefore, organizations should continuously improve their
evaluation approaches to protect employees from illnesses.
Job satisfaction is also associated with employee wellness.
Numerous studies show that job satisfaction is correlated to
mental health. On the other hand, appraisals are associated with
job satisfaction (Subekti, 2021). Fair assessments and those that
match with organizational goals enhance employee job
satisfaction. In turn, job satisfaction increases employees'
mental health by reducing their exposure to workplace stress
(Ismail & Gali, 2016). The improved employee health affects
retention and turnover rates, affecting the company's
productivity. Therefore, organizations should maintain a healthy
workforce by creating fair appraisals.
Linking Strategic management to Performance Appraisals
The paper focuses on whether organizations link their
appraisal to strategies or each organizational process is
independent of another. The review section has provided
immense knowledge on assessments and strategic management

in organizations. Before linking the two critical components in
organizations, this summary section first looks at strategic
management.
Strategic management involves two major components
aimed at assisting organizations in achieving competitive
advantage: setting goals and creating initiatives to achieve the
goals (Bryson & George, 2020). Leaders use appraisals to plan
for the future existence of their organizations in the market and
ensure they remain highly profitable. Strategies set
organizations apart and create a competitive advantage over
rivals (Bryson & George, 2020). The literature review reveals
that strategic management involves planning, monitoring, and
assessment. Planning is where organizations consider their
present positions, where they need to be in the future based on
the current environment, and what needs to be done to achieve
their goals (Engert et al., 2016). Monitoring involves constantly
checking the established plan to determine its effectiveness in
achieving the set goals, while analysis determines the difference
between the actual goals and what is achieved.
Besides ensuring organizations a competitive advantage
over rivals, strategic management has other roles. It creates
sustainable growth by improving employee performance in
organizations. Part of the critical components of strategic
management is a satisfied workforce for maximum production.
Human resource managers implement best employee practices
such as increased compensation to retain their workers. It also
enhances communication between employees and the
management because the success of every strategy depends on
the efficient flow of information.
On the other hand, performance appraisals are used to
complement the established strategies. Based on the same
literature review, organizations use performance appraisals to
determine whether the employees achieve organizational goals.
These goals are set during strategy formulation. The success of
performance appraisal depends on the organization's current
state (politicized or not politicized), perceived fairness, and

how they are connected to organizational goals (Getnet et al.,
2014). Appropriate appraisals can improve employee
performance, motivation, cohesion, communication, and
sustainable growth like in strategic management. Moreover,
organizations that properly utilize appraisal results could gain a
competitive advantage over their rivals. Therefore, strategic
management and performance appraisals are linked.
State of Current Literature on strategic management and
appraisals
Several inferences arise from the review. First, the
perceived fairness of performance appraisals is correlated to
organizational goals. Scholars have found that employees
perceive assessments as fair if they incorporate what the
specific organizations aim to achieve. Therefore, the appraisers
need to integrate goals with performance appraisals to ensure
employees perceive them as reasonable. The other finding from
the literature is that performance appraisals could be more
acceptable if they are continuous and long-term. Short-term
assessments increase appraisal politicization and reduce the
perceived fairness of the reviews. Consequently, organizations
do not benefit from them.
However, a close analysis of the same literature review shows
no attempt of stakeholders to address the existing gaps in
appraisals and make them more appealing to employees. In
other words, there are no suggestions that can help
organizations incorporate organizational goals into performance
appraisals and make them continuous, fairer, and long-term.
These are the gaps the study wishes to address. Linking
strategic management to organizational goals will help address
the identified gaps and make performance appraisal a long-term
process, just as is strategic planning. The first step towards
connecting the two concepts will focus on strategic management
and performance appraisal in selected organizations. The study
will propose how organizations can integrate strategic
management and performance assessment based on the findings.
Performance Appraisals, Strategic Management and the System

theory of Management
The selected theory that will be critical in approaching the
study is the system theory of management. According to the
theory's proponents, an organization is a system comprising
small components. The organization's subunits include
departments, employees, and leaders. Each subunit has a role in
ensuring that the organization attains its strategic goals. In most
instances, the leaders (managers) have the function of preparing
and administering appraisals. They also disseminate the
feedback to employees and initiate training programs to address
the weaknesses of employees. However, based on the factors
that influence the usefulness of appraisals, employees can
impact the success or failure of an organization. That implies
that the entire subunits (employees, departments, top
executives) of a system (organization) must collaborate for
appraisals to be effective. The interdependence between the
subunits validates using the system theory of management.
Like performance appraisals, strategic management demands the
collaboration of employees, departments, and leaders. The
leaders develop strategies; break them down into departments
which further communicate to employees who finally execute.
Moreover, various organizational components depend on each
other. For instance, managers prepare performance appraisals
based on the company's objectives. The objectives are set
during strategy formulation. Therefore, there is a relationship
between strategic management and performance appraisal
though most organizations have not formalized the association.
Again, the correlation of various aspects in organizations that
combine to influence performance renders the study's system
theory of management a practical approach.

Definitions of Key TermsTerm 1Appraisal 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 3Clustered 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 aiming 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 7Evaluation 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
program's goals.Outcome- measures the short-term impact of
implementing a program, giving information on how well it

reaches its target audience. Strategic Performance- is the
methodology used to improve measurement, monitoring, and
overall organizational objectives (Basumallick, 2021).Term
8Industrial Organization is concerned with the workings of
markets and industries, mainly how firms compete (Chen &
Walters, 2020).Term 9International Theory- seeks both to
explain past state behavior and to predict future state behavior
(Cristo, 2019).Term 10Management-by-objective method- is a
strategic approach to enhance the performance of an
organization (CFI, 2015).Term 11Organizational Strategies- a
plan that specifies how your business will allocate resources at:
The corporate, business, and functional level (Sling,
2014).Term 12Performance 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 13Random Sampling- is a part of the sampling
technique in which each sample has an equal probability of
being chosen (Bennett, 2021).Term 14Smart Partial Least
Square (Smart PLS)- a second-generation structural equation
modeling software that analyzes data (Surienty et al.,
2013).Term 15Straight 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.
Reference
Al Khajeh, E. H. (2018). Impact of leadership styles on
organizational performance. Journal of Human Resources
Management Research, 1–10.
https://doi.org/10.5171/2018.687849
Assessment Criteria definition. Law Insider. (2021). Retrieved

December 18, 2021, from
http://www.lawinsider.com/dictionary/assessment-criteria
Baird, K., Tung, A., & Su, S. (2020). Employee empowerment,
performance appraisal quality, and performance. Journal of
Management Control, 31(4), 451–474.
https://doi.org/10.1007/s00187-020-00307-y
Bakotić, D. (2016). Relationship between job satisfaction and
organizational performance. Economic Research-Ekonomska
Istraživanja, 29(1), 118–130.
https://doi.org/10.1080/1331677x.2016.1163946
Barbosa, M., Castañeda -Ayarza, J. A., & Lombardo Ferreira,
D. H. (2020). Sustainable strategic management (GES):
Sustainability in Small Business. Journal of Cleaner Production,
258, 120880. https://doi.org/10.1016/j.jclepro.2020.120880
Basumallick, C. (2021, March 2). What Is Strategic
Performance Management? Definition, Process, and Best
Practices. Toolbox. Retrieved December 18, 2021, from
http://www.toolbox.com/
Bennett, C. (2021). Definition of 'Random Sampling. The
Economic Times. Retrieved December 19, 2021, from
https://economictimes.indiatimes.com/
Brefo-Manuh, A. B., Anlesinya, A., Odoi, A. A. S., & Owusu,
D. R. (2016). Evaluating Organizational Uses of Performance
Appraisal System: A Conceptual Analysis and Framework for
the Future. International Journal of Business and Management
Review, 4(7), 8–20.
Bryson, J., & George, B. (2020). Strategic management in
public administration. Oxford Research Encyclopedia of
Politics.
https://doi.org/10.1093/acrefore/9780190228637.013.1396
Cambridge University Press. (2021). Economic Theory.
Cambridge Dictionary. Retrieved December 19, 2021, from
https://dictionary.cambridge.org/
CFI Education Inc. (2015). Management by Objectives (MBO).
Corporate Finance Institute. Retrieved December 19, 2021, from
http://www.corporatefinanceinstitute.com/

Chen, J. (2020, November 28). Industrial Organization.
Investopedia. Retrieved December 19, 2021, from
http://www.investopedia.com/
Cleveland, J. N., Murphy, K. R., & Williams, R. E. (1989).
Multiple uses of performance appraisal: Prevalence and
correlates. Journal of Applied Psychology, 74(1), 130–135.
https://doi.org/10.1037/0021-9010.74.1.130
Cristo, J. (2019, November 26). International Relations Theory.
Oxford Bibliographies. Retrieved December 19, 2021, from
http://www.oxfordbibliographies.com/ Carpenter, M. E. (2019,
January 25). Different Evaluation Techniques. Bizfluent.
Retrieved December 19, 2021, from http://www.bizfluent.com/
Dangol, P. (2021). Role of the performance appraisal system
and its impact on employees' motivation. Quantitative
Economics and Management Studies, 2(1), 13–26.
https://doi.org/10.35877/454ri.qems119
De Andrés, R., García-Lapresta, J. L., & González-Pachón, J.
(2010). Performance appraisal based on distance function
methods. European Journal of Operational Research, 207(3),
1599–1607. https://doi.org/10.1016/j.ejor.2010.06.012
Du Plessis, T., & Van Niekerk, A. (2017). Factors influencing
managers' attitudes towards performance appraisal. SA Journal
of Human Resource Management, 15.
https://doi.org/10.4102/sajhrm.v15i0.880
Engert, S., Rauter, R., & Baumgartner, R. J. (2016). Exploring
the integration of corporate sustainability into Strategic
Management: A literature review. Journal of Cleaner
Production, 112, 2833–2850.
https://doi.org/10.1016/j.jclepro.2015.08.031
Garavaglia-McGann, N. (2019). What are the effects of
performance appraisal on employees? PeopleGoal. Retrieved
October 22, 2021, from
https://www.peoplegoal.com/blog/effects-of-performance-
appraisal-on-employees-the-empirical-evidence

Getnet, B., Jebena,, T., & Tsegaye, A. (2014). The Effect of
Employees' Fairness Perception on Their Satisfaction towards
the Performance Appraisal Practices (A Case Study of
University of Gondar), 2(1), 174–210.
Griffin, D. (2019, February 12). Types of Employee Appraisal
Systems. Small Business - Chron.com. Retrieved December 19,
2021, from https://smallbusiness.chron.com/
Goldsmith, M., & Carter, L. (2010). Best practices in talent
management how the world's leading corporations manage,
develop, and retain top talent. Jossey-Bass
The historical development of the Strategic Management
Discipline. (2015). Advances in Business Strategy and
Competitive Advantage, 1–29. https://doi.org/10.4018/978-1-
4666-6513-2.ch001
Homauni, A., Mosadeghrad, A. M., & Jaafaripooyan, E. (2021).
The effectiveness of employee performance appraisal system in
the health sector: Evidence from Iranian organizations. Asia
Pacific Journal of Health Management, 16(4), 36–44.
https://doi.org/10.24083/apjhm.v16i4.813
Ismail, H. N., & Gali, N. (2016). Relationships among
performance appraisal satisfaction, work-family conflict, and
job stress. Journal of Management & Organization, 23(3), 356–
372. https://doi.org/10.1017/jmo.2016.15
Kim, T., & Holzer, M. (2014). Public employees and
performance appraisal. Review of Public Personnel
Administration, 36(1), 31–56.
https://doi.org/10.1177/0734371x14549673
Kools, M., & George, B. (2020). Debate: The learning
organization—a fundamental construct linking strategic
planning and Strategic Management. Public Money &
Management, 40(4), 262–264.
https://doi.org/10.1080/09540962.2020.1727112
Krishnan, R., Ahmad, N. A., & Haron, H. (2018). The effect of
employees' perceived fairness of performance appraisal systems
on Employees' Organizational Commitment. International
Journal of Academic Research in Business and Social Sciences,

8(3). https://doi.org/10.6007/ijarbss/v8-i3/3941
Mehraban, M. A., Moradi, T., & Moeini, M. (2017).
Comparison of the perceptions of managers and nursing staff
toward performance appraisal. Iranian Journal of Nursing and
Midwifery Research, 22(2), 128.
https://doi.org/10.4103/ijnmr.ijnmr_142_15
Neis, D., Pereira, M., & Maccari, E. (2017). The strategic
planning process and organizational structure: Impacts,
confluence, and similarities. Brazilian Business Review, 14(5),
479–492. https://doi.org/10.15728/bbr.2017.14.5.2
Ongaro, E., & Ferlie, E. (2020). Strategic management in
public organizations: Profiling the public entrepreneur as
strategist. The American Review of Public Administration,
50(4-5), 360–374. https://doi.org/10.1177/0275074020909514
Reeger, A. (2019). Technically speaking: Why we use random
sampling in reading research. Iowa Reading Research Center.
Retrieved November 1, 2021, from
https://iowareadingresearch.org/blog/technically-speaking-
random-sampling#:~:text=Random%20 sampling%20
ensures%20that%20
results,equal%20chance%20of%20being%20selected
Reinbolt, M. (2021). What is a Performance Appraisal System?
SelectHub raquo. Retrieved December 18, 2021, from
http://www.selecthub.com/
Roth, W. W. (2006). Doing qualitative research: Praxis of the
method. SENSE Publishers
Sharma, A., & Sharma, T. (2017). HR Analytics and
Performance Appraisal System. Management Research Review,
40(6), 684–697. https://doi.org/10.1108/mrr-04-2016-0084
Sling. (2014). What Organizational Strategy Is And Why Your
Business Needs It. Getsling.com. Retrieved December 19, 2021,
from http://www.getsling.com/
Subekti, A. (2021). The influence of performance appraisal
system towards job satisfaction, motivation, as well as
employee performance. International Journal of Economics,
Bussiness and Accounting Research (IJEBAR), 5(2), 104–114

Surienty, L., Ramayah, T., Lo, M.-C., & Tarmizi, A. N. (2013,
October 25). Quality of Work Life and Turnover Intention: A
Partial Least Square (PLS) Approach. Springer. Retrieved
December 19, 2021, from https://link.springer.com/
Thomas, L. (2020, September 7). An introduction to cluster
sampling. Scribbr. Retrieved December 19, 2021, from
http://www.scribbr.com/
Twin, A. (2021, March 8). Competitive Advantage.
Investopedia. Retrieved December 19, 2021, from
http://www.investopedia.com/
Yin, R. (2003). Case Study Research: Design and Methods.
Thousand Oaks, Calif: Sage Publications Print. Turabian (6th
ed.)
Zondo, R. W. D. (2018). The influence of a 360-degree
performance appraisal on labor productivity in an automotive
manufacturing organization. South African Journal of Economic
and Management Sciences, 21(1).
https://doi.org/10.4102/sajems.v21i1.2046

CLASSMATE 1My score for Hostile sexism is 1.82, and the benevole

Recommended

Recommended

More Related Content

Similar to CLASSMATE 1My score for Hostile sexism is 1.82, and the benevole

Similar to CLASSMATE 1My score for Hostile sexism is 1.82, and the benevole (8)

More from VinaOconner450

More from VinaOconner450 (20)

Recently uploaded

Recently uploaded (20)

CLASSMATE 1My score for Hostile sexism is 1.82, and the benevole