Hodnocení zaměstnanců veřejné správy v ČR: teorie a praxe
| Title in English | Performance appraisal of public administration's employees in the Czech Republic: theory and practice |
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| Authors | |
| Year of publication | 2008 |
| Type | Article in Proceedings |
| Conference | Sborník příspěvků z VIII. mezinárodní konference studentů doktorských studijních programů IMEA 2008 |
| MU Faculty or unit | |
| Citation | |
| Field | Management and administrative |
| Keywords | performance appraisal; public administration; performance review dialogue |
| Description | Systematic and regular performance appraisal belongs to basic pillars of personnel work in all organizations. It is an instrument of leadership, motivation and development of employees, support of their performance. The purpose of the performance appraisal is to assess employees performance in the previous period and to set new performance goals. Performance appraisal results identify training and development needs and they may establish a basis for rewarding employees. The extent, in which the appraisal results have an impact on real measures, is limited by specifics of public administration as law regulations and budget constraints. The first part of the paper explains the importance of performance appraisal in public administration and describes its purposes and effects. It deals with employee evaluation methods and analyses the most frequent method - performance review dialogue. The second part focuses on selected practices of performance appraisal in the real administrative situations in Czech regional offices. This part is based particularly on data that have been gathered during the work on a project that was carried out by the research team of the Faculty of Economics and Administration during 2007. The research shows that both the way of carrying out performance appraisal and the perception of benefits from the performance review dialogue differs in regional offices. Most offices carry out the appraisal on the basis of their own methodology, approximately one quarter of offices do not apply any methodology and unified performance appraisal system. Based on the results of research in practice, the appraisal influences financial compensation in minimal extent. |