Document Type : Original Article(s)

Authors

• Feyzolah Akbari Haghighi ¹
• Hojat Zeraati ²
• Saeid Karimi ³
• Mohammad Arab ⁴
• Marzieh Akbari Mousiabadi ⁵

¹ Assistant Professor, Health Economy and Management, Tehran University of Medical Sciences, Tehran, Iran.

² Assistant Professor, Epidemiology and Biostatistics, Tehran University of Medical Sciences. Tehran, Iran.

³ Assistant Professor, Health Services Management, Health Management and Economic Research Center, Isfahan University of Medical Sciences. Isfahan, Iran.

⁴ Associate Professor, Health Economy and Management, Tehran University of Medical Sciences, Tehran, Iran.

⁵ MSc, Health Services Management, Tehran University of Medical Sciences. Tehran, Iran

Abstract

Introduction: Appraiser is the main interface between the performance appraisal system and those being appraised. Their views and behaviors have different effects on the performance of the evaluation system, as well as the reactions subjects of the appraisal make toward the system and their subsequent performance. Hence, appraisers need to be trained enough regarding the appraisal. Therefore, the present research reviewed the role of training managers and decision-making network (appraisers) in evaluating the new appraisal system of government employees in Isfahan hospitals. Methods: This was an applied cross-sectional study in which all managers and decision makers of hospitals associated with Isfahan University of Medical Sciences (198 subjects) were included. Data was collected by a questionnaire. The reliability of the questionnaire was evaluated by test-retest. The validity of the questionnaire was approved by the opinions of experts as well as a Cronbach's alpha equal to 0.95. Data was then analyzed by Pearson correlation test, t-test, analysis of variance (ANOVA) and backward linear regression in SPSS. Results: Findings of this study indicated no significant relation between management experience among managers and decision-makers and their viewpoints toward the new appraisal system of government employees. However, a positive relation was observed between the history of participating in training courses and opinions toward the new appraisal system of employees. The appraiser's experience only had a positive relation with his viewpoints toward the effectiveness of the system in evaluating organizational framework of the hospitals. Conclusion: Training can improve the opinions of appraisers, as one of the most important elements of the appraisal system, and result in correct and effective evaluations. Keywords: Training; Employee Performance Appraisal; Hospitals.