OCHCO custom built performance management instance within the ServiceNow Service Automation Government Cloud Suite (SNOW SAGC)

Individuals/line Manager to record Staff Appraisal discussion/outcomes

The global employee performance management service market is anticipated to exhibit remarkable growth during 2025-2033, reaching a market size of approximately XXX million by 2033, expanding at a CAGR of XX% during the forecast period. The market is primarily driven by the increasing adoption of advanced technologies, such as AI, cloud, and data analytics, in performance management systems. These advancements enable businesses to streamline performance evaluation processes, gain real-time insights into employee performance, and automate feedback mechanisms. The market is fragmented by application, with the IT sector holding a prominent share due to its high-paced and dynamic work environment, necessitating effective performance management systems. Other industries, including healthcare, retail, education, finance, and banking, are also expected to contribute significantly to the market's growth. North America and Europe are anticipated to remain dominant regional markets over the forecast period, while Asia-Pacific is projected to witness exponential growth driven by rapidly expanding economies and increased technology adoption in the region.

To form a superior organization, it is necessary to place employees as the main supporting factor for success. This is because employees are the spearhead of implementing organizational activities to be able to achieve goals effectively. The work behavior of employees who are oriented towards high performance will be directly proportional to organizational goals. This article provides a discussion on aspects of the role of motivation as a mediating variable. The antecedent variables of motivation are leadership style, work environment, and self-efficacy. Meanwhile, the motivational consequence variable is employee performance. The sample of this research totaling 242 employees from 6 (six) financial companies in Medan City. Sampling method, using a purposive sampling technique. Data analysis, using path analysis with the help of Lisrel. The results showed that motivation was proven to play a mediating role in influencing employee performance t-count 8.93 ≥ 1.96.

Percent of Facilities Management Employees Who Received Performance Evaluations Beginning in 2017 to Present. By providing employees with annual performance evaluations, staff feel supported by leadership, have clear goals, and are committed to the organization.

The target is 100% of all department employees and we are currently at 100%.

The data shows the proportion of employees awarded a performance rating in relation to grade, gender, working pattern, disability, ethnicity, religious belief, sexual orientation, age and distribution by location. The performance year is from 1 April to 31 March.

The application will be used by managers to create employee performance plans, performance discussions and to finalize employee appraisals .

The research objective is how much influence the work environment and work culture together have on the work performance of employees at the Secretariat of the Human Resources Development Agency, Ministry of Home Affairs. The purpose of this study is to determine and examine the magnitude of the influence of the work environment and work culture jointly on employee performance at the Secretariat of the Human Resources Development Agency, Ministry of Home Affairs. The research method uses a survey with a quantitative approach that is correlational with the sampling technique used based on the sampling table developed by Isaac and Michael. In this study, the number of samples was 58 respondents. The variables studied were work environment (X1) and work culture (X2) as independent variables, while employee performance was the dependent variable (Y). Based on the results of the research that has been done, namely: 1) Based on the results of hypothesis testing the effect of work environment variables on employee performance at the Secretariat of the Human Resources Development Agency of the Ministry of Home Affairs, it has a strong and significant positive influence, this is indicated by the correlation coefficient value of 0.695 and the coefficient of determination of r2 = 0.483 or 48.3%, this means that 48.3% employee performance is determined by the work environment, the remaining 51.7% is determined by other factors. Furthermore, for the significance test, the t-count value is 7.233 and the t-table value is 2.000. This means that the alternative hypothesis is accepted because t-count (7.233) > t-table (2.000). 2) Based on the results of hypothesis testing the effect of work culture variables on employee performance at the Secretariat of the Human Resources Development Agency of the Ministry of Home Affairs, it has a strong and significant positive influence, this is indicated by the correlation coefficient value of 0.697 and the coefficient of determination of r2 = 0.486 or 48.6%, this means that 48.6% employee performance is determined by work culture, the remaining 51.4% is determined by other factors. Furthermore, for the significance test, the t-count value is 7.276 and the t-table value is 2.000. This means that the alternative hypothesis is accepted because t-count (7.276) > t-table (2.000). 3) To test the double correlation hypothesis of work environment and work culture variables together on employee performance at the Secretariat of the Human Resources Development Agency of the Ministry of Home Affairs, it turns out to have a strong and significant positive influence with a correlation coefficient of 0.739 and a coefficient of determination of r2 = 0.546, this means that together employee performance of 54.6% is determined by the work environment and work culture, the remaining 45.4% is determined by other factors. Furthermore, for the significance test, the F-count value was 33.133 and the F-table value was 3.17. This means that the alternative hypothesis is accepted because of F-count (33.133) > F-table (3.17).

Performance Management System Software Market size was valued at USD 3.21 Billion in 2023 and is projected to reach USD 7.47 Billion by 2031, growing at a CAGR of 12.29% from 2024 to 2031.

Key Market Drivers
• Increasing Adoption of Remote Work and Digital Transformation: The trend to remote work has increased the demand for advanced performance management solutions. According to a United States Bureau of Labor Statistics survey, 37.9% of employers expanded telework for some or all employees during the COVID-19 epidemic. This trend has persisted, with Gallup estimating that as of June 2023, 52% of U.S. workers worked remotely at least some of the time. The increased acceptance of remote work has prompted firms to invest in performance management software to efficiently track, measure, and enhance employee productivity in distributed work environments.
• Growing Emphasis on Data-Driven Decision Making in HR: Organizations are increasingly turning to data analytics to inform their human resource strategy, including performance management.

A Bibliometric Analysis on the Impact of Employer Perception on Employee performance and motivation. Scopus database has been used in the study. The search words [ impact AND of AND employer AND perception AND on AND employee AND performance AND appraisal AND motivation] were entered. The initial search showcased 1783 documents, which were then filtered out on the basis of subject areas limited to business management and accounting, social science, psychology, arts and humanities. The document type was limited to articles and review papers while the source type was journal. The language was filtered to English. The documents were exported as a .csv file and then imported into VOS viewer software for analysis. The study uses 1068 documents. The time period of the study is 2000-2024.

This study aims to determine: (1) the influence of communication on employee performance Membang Muda Plantation at PTPN III (Persero) Membang Muda Plantation, (2) the effect of group collaboration on employee performance at PTPN III (Persero) Membang Muda Plantation, and (3) the influence of communication and group collaboration on employee performance at PTPN III (Persero) Membang Muda. This study included associative causal research using a quantitative approach. The population in this study were 65 employees of the Office of PTPN III (Persero) Membang Muda office, the samples taken in this study were 65 people. The sampling technique uses total sampling. Data was collected by a questionnaire that had been tested for validity and reliability. The data analysis technique used is multiple regression. In this study the data were analyzed using multiple linear regression analysis with the help of SPSS program (Statistical Product and Service Solutions) 20.0 for windows ... In the multiple linear regression analysis found the regression equation Y = 1,332 + 0,096X1 + 0,875X2, while the results of the t test obtained a significant value where the decision criteria through a ratio of tcount to t Table is tcount for X1 of 0,964 and t Table 0,096 (0,964> 0,0,096) and for X2 at 10.230 and tTable 0.875 (10.230 <0.875) or tcount greater than tTable at a significant level of 95% (0.5) and thus the decision is made that communication influences employee performance and also group collaboration influences the performance of PTPN employees III (Persero) Membang Muda Plantation. Then the next test which is the F test or joint test produces a comparison of Fcount with FTable X1 and X2 is 53.117> 4.96 so that the result of Fcount is greater than FTable at a significant level of 0.05. This result means concluding that communication and group collaboration simultaneously or jointly influence the performance of employees at PTPN III (Persero) Membang Muda Plantation.

In this daily diary research, we wanted to explore the effect of several job factors on employee’s well-being and performance. In addition, we also examine the crossover of these effects between work colleagues.

ABOUT THE CITY OF TEMPE EMPLOYEE SURVEY REPORT This report includes the results from the Tempe Employee Survey, conducted every other year, to gather input from employees about issues in six major areas: professional development and career mobility; organizational support; supervisions and working environment; compensation and benefits; employee engagement; and peer relationships. Participation in the survey is voluntary and confidential. Employees are able to complete the survey during work hours or at home, with surveys directly returned to the vendor conducting the survey. In many of the survey questions, survey respondents are asked to rate their agreement level with a given statement on a scale of 5 to 1, where 5 means "Strongly Agree" and 1 means "Strongly Disagree" (while some questions follow another scale). The survey has a 95% confidence level. PERFORMANCE MEASURES Data collected in this survey applies directly to the following Performance Measures for the City of Tempe: Safe and Secure Communities 1.11 Feeling Safe in City Facilities Strong Community Connections 2.13 Employee Engagement2.25 Employee Work-Related Needs Quality of Life No performance measures in this category presently relate directly to the Employee Survey Sustainable Growth & Development No performance measures in this category presently relate directly to the Employee Survey Financial Stability & VitalityNo performance measures in this category presently relate directly to the Employee Survey The City of Tempe Employee Survey was first conducted in 2016 and occurs every two years. Additional Information Source: Employee Survey Contact (author): Aaron Peterson Contact E-Mail (author): aaron_peterson@tempe.gov Contact (maintainer): Aaron Peterson Contact E-Mail (maintainer): aaron_peterson@tempe.gov Data Source Type: PDF Preparation Method: NA Publish Frequency: Biennial Publish Method: Manual

This dataset's answers referes to 386 employees (fixed employees and public servants), both genders. We have information about marital status, level of education, income and also questions to better understand how populous the teleworking was, considering the first pandemic pick. It means that data was collected between May and July/2020. About the constructs, we publish in this database the follow constructs. - Work as Meaning Inventory WAMI: is a 10-item measure assessing search for Greater Good Motivation (3 items; e.g. My work helps me make sense of the world around me), positive meaning (4 items; e.g. I have found a meaningful career”) and contribution to meaning-making (3 items; e.g. I view my work as contributing to my personal growth”). The items of the inventory are rated from 1 (absolutely untrue) to 5 (absolutely true); - Performance. Short Version of General Self-Assessment Scale of Job Performance has 10 items to measure Task and Context performance (e.g. I take initiatives to improve my results at work). Items are rated from 1 (absolutely false) to 5 (absolutely true). - I- deal. The HR flexibility and development i-deal is a measure with 6 items (HR i-deal e.g. I try to negotiate my job conditions with the company). We use the scale is a single factor just considering flexibility aspect. Items rated from 1 (Never) to 5 (Always). - Recovery Experience Questionnaire is composed of four types of recovery experience (psychological detachment, relaxation, mastery and control). We reduce 1 item of each scale based on the factor loading. Participants indicated on a 5-point scale (1 = never to 5 = always) the extent to which each recovery experience was de-scribing the psychological detachment (3-item), relaxation (3-item), mastery (3-item), and control (3-item).. We keep in this database all the factors about the constructs measured and also the clusters we found considering Belasos Model. All these information was collected in a second moment (T2 281_COVID-19 BR.csv)

ABOUT THE CITY OF TEMPE EMPLOYEE SURVEY REPORT (DATASET)This report (dataset) includes the results from the Tempe Employee Survey, conducted every other year, to gather input from employees about issues in six major areas: professional development and career mobility; organizational support; supervisions and working environment; compensation and benefits; employee engagement; and peer relationships. Participation in the survey is voluntary and confidential. Employees are able to complete the survey during work hours or at home, with surveys directly returned to the vendor conducting the survey.In many of the survey questions, survey respondents are asked to rate their agreement level with a given statement on a scale of 5 to 1, where 5 means "Strongly Agree" and 1 means "Strongly Disagree" (while some questions follow another scale). The survey has a 95% confidence level.PERFORMANCE MEASURESData collected in this survey applies directly to the following Performance Measures for the City of Tempe:1. Safe and Secure Communities1.11 Feeling Safe in City Facilities2. Strong Community Connections2.13 Employee Engagement2.25 Employee Work-Related Needs3. Quality of LifeNo performance measures in this category presently relate directly to the Employee Survey4. Sustainable Growth & DevelopmentNo performance measures in this category presently relate directly to the Employee Survey5. Financial Stability & VitalityNo performance measures in this category presently relate directly to the Employee Survey The City of Tempe Employee Survey was first conducted in 2016 and occurs every two years.Additional InformationSource: Community Attitude SurveyContact (author): Adam SamuelsContact E-Mail (author): Adam_Samuels@tempe.govContact (maintainer): Contact E-Mail (maintainer): Data Source Type: Excel tablePreparation Method: Data received from vendor after report is completedPublish Frequency: BiennialPublish Method: ManualData Dictionary (pending)

Organizational sustainability has become a critical challenge in the current era. This research purpose is to determine the impact of empowering leadership on conflict management and employees’ performance for organizational sustainability. Furthermore, it also investigates the moderating impact of emotional stability on the relationship between empowering leadership, conflict management, and employee performance. Quantitative data for this research was collected from 512 middle-management-level employees from manufacturing firms in China. The partial least squares structural equation modelling results highlighted that empowering leadership positively impacts conflict management and employees’ performance. Furthermore, the study showed that the organization’s sustainability is possible with conflict management and employee performance when there is emotional stability. The theoretical grounding of this research closed a loop in the literature, and the findings are reliable for practice for organization sustainability.

This study aims to determine "the effect of conflict on employee performance at Giant Pekanbaru". In this study, a sample of 90 people was used. Data collection was carried out through questionnaires and data analysis techniques used with a significance level of 0.05 were validity test, reliability test with crobanchalpha, simple linear regression and t test analysis and analysis of determination R Square (R2). The results of the analysis and data of this study using the help of SPSS Version 16.0, the results of the simple linear regression equation are Y = 45.561 + 0.256X. Based on the results of the research on the t-test showed results, Tcount> Ttable or 2,250> 1,987. So it can be concluded that there is a significant influence between conflict on performance. Based on the data obtained from the variable Y (performance), obtained R Square (R2) of 0.597 or 59.7%. R Square is used to determine the percentage of the influence of the Independent variable (conflict) on the Dependent variable (performance) is 59.7% while the remaining 40.3% is influenced by other variables not examined.

This dataset comes from the Biennial City of Tempe Employee Survey questions related to employee support of work-related needs. Survey respondents are asked to rate their level of agreement on a scale of 5 to 1, where 5 means "Strongly Agree" and 1 means "Strongly Disagree" (without "don't know" as an option).Participation in the survey is voluntary and confidential.This page provides data for the Employee Work-Related Needs performance measure.Please note that in 2022, due to strategic transformational changes, the Strategic Management and Diversity Office was reorganized into the Strategic Management and Innovation Office and the Office of Diversity, Equity and Inclusion.The performance measure dashboard is available at 2.25 Employee Work Related Needs.Additional InformationSource: paper and digital survey submissionsContact: Wydale HolmesContact E-Mail: wydale_holmes@tempe.govData Source Type: ExcelPreparation Method: Extracted from employee survey resultsPublish Frequency: BiennialPublish Method: ManualData Dictionary

This dataset comes from the Biennial City of Tempe Employee Survey questions related to employee engagement. Survey respondents are asked to rate their level of agreement on a scale of 5 to 1, where 5 means "Strongly Agree" and 1 means "Strongly Disagree".This dataset includes responses to the following statements:Overall, I am satisfied with the level of employee engagement in my Department I have been mentored at work. Overall, how satisfied are you with your current job? Participation in the survey is voluntary and confidential.This page provides data for the Employee Engagement performance measure. The performance measure dashboard is available at 2.13 Employee Engagement.Additional Information Source: Community Attitude SurveyContact:  Wydale Holmes Contact E-Mail:  wydale_holmes@tempe.govData Source Type:  ExcelPreparation Method:  Data received from vendor (Community Survey)Publish Frequency:  AnnualPublish Method:  ManualData Dictionary

The data consist of findings from articles in Scopus, which were then screened to identify articles that met the criteria.