Abstract—Performance appraisal involves a communication process by which an employee’s performance during a specific period is assessed. Each stage of the performance appraisal process requires effective communication between the manager and the subordinate. The ways in which managers interact with their individual subordinates during the various stages of the performance appraisal process provides evidence of some of the most significant differences in national culture. This paper presents findings on perception of actual behavior during the performance planning stage of the appraisal process in private sector organizations in Papua New Guinea. Data was collected from employees in both managerial and non-managerial positions in various organizations through a survey using self-administered questionnaires. The findings suggest that employees in private sector organizations in Papua New Guinea, regardless of their organizational status participate in planning and setting their performance objectives.
Index Terms—Employee perceptions, Papua New Guinea,performance appraisal, performance planning.
F. Siaguru is with the management program and the Papua New Guinea,University of Technology (e-mail: email@example.com).
Cite: Frieda Siaguru, "Managers and Non-Managers Participation in Performance Planning: A Case of Private Sector Organizations in Papua New Guinea," International Journal of Innovation, Management and Technology vol. 3, no. 4, pp. 392 -395 , 2012.