Performance Appraisals in Public Parks and Recreation: A Study of Employees' Short and Longer Term Attitudes Toward the Appraisal System.

Well-designed employee performance appraisals assume great importance by providing park and recreation agencies with information that can guide administrative and developmental decision-making about their most important asset—their human resources. Despite their importance, an agency's performance appraisal system can often be viewed by employees and management as a frustrating and unfair process. Responding to these issues, a pay-for-performance appraisal system was developed in 2004 for the Elmhurst Park District (Elmhurst, IL) that utilized an employee participation model and was guided by the appraisal literature. The purpose of this study was to examine the employees' longer-term reactions to the implementation and administration of the performance appraisal system over the past 10 years. Data was collected at three points: (1) in 2004, prior to the start of the pay-for-performance workshops (n = 56); (2) in 2005 at the conclusion of the workshops and initial implementation of the newly developed system (n = 56); and (3) in 2014-15, 10 years after implementation of the system (n = 51). Drawing from existing management literature and the utilization of an employee participation model, this 10-year follow-up study sought to address the following questions: To what extent are the employees' (1) overall satisfaction, (2) perceptions of accuracy of the appraisal ratings, (3) perceptions of procedural justice, and (4) perceptions of distributive justice with the appraisal system different in 2014-15 compared to 2005 and the original system in 2004? Analyses indicated that there were significant differences between employees' attitudes toward their agencies' performance appraisal systems in 2004 compared to 2005 and 2014-15. Study findings and implications for management are discussed. [ABSTRACT FROM AUTHOR]