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The concept of Bottom-line mentality (BLM) has been increasingly emphasized in contemporary workplaces, often at the expense of other critical organizational priorities. However, its implications for employees have remained underexplored. This study, which investigates how supervisors’ BLM influences employees’ behaviors and perceptions in the workplace, underscores the need for a balanced approach to leadership. Using SmartPLS 4, survey data from 382 employees in Pakistan’s fast-moving consumer goods sector were analyzed. The results reveal that supervisor BLM is positively associated with employee incivility and negatively associated with employees’ goal progress. Furthermore, employees’ hindrance appraisals mediate the relationship between supervisor BLM and incivility, whereas challenge appraisals mediate the relationship between supervisor BLM and goal progress. This research extends the literature by clarifying how supervisors’ bottom-line focus shapes employee actions and work outcomes, and it highlights the importance of a balanced leadership approach. The findings suggest that although leaders may adopt a bottom-line mentality to enhance performance, its effectiveness depends on how employees interpret and respond. The study offers practical guidance for organizations seeking to strengthen feedback systems and reduce the negative effects of supervisory misconduct.

PurposeThe purpose of this study is to analyze how the design of performance appraisal is influenced by the competitive strategy of the firm. Then, this paper examines if the alignment between appraisal and strategy impacts firm performance.Design/methodology/approachThe study sample includes 258 Spanish firms in the manufacturing and services sectors. This information was gathered through questionnaires addressed to the CEO and the senior human resources manager. Several econometric models are estimated, using robust regression analysis and including a set of relevant control variables.FindingsA positive relationship is found between an innovation strategy and developmental performance appraisal. A cost strategy has a negative impact on the adoption of developmental performance appraisal. The findings also confirm that firms with a quality strategy and developmental appraisal have higher performance. In addition, firms adopting an innovation strategy and administrative appraisal enjoy higher return of equity.Research limitations/implicationsFuture research should analyze the dynamics of the relationships between appraisal, strategy and performance to rule out the flaws of cross-sectional data. Another potential extension is the analysis of the interactions of the design of other human resources management practices with both competitive strategy and firm performance.Practical implicationsFirms can improve performance by aligning performance appraisal design with strategy. Those with an innovation strategy should choose administrative appraisal, and those competing on quality should focus on developmental appraisal.Originality/valueThis paper compares the theoretical recommendations on performance appraisal for different competitive strategies, what firms actually do, and the impact that the alignment between appraisal and strategy has on firm performance.

Aim To conduct the cultural adaptation of the Performance Appraisal Motivation Scale (PAMS) for use in the Turkish context and to evaluate its validity and reliability. Methods The study was conducted across various healthcare institutions in Türkiye. The sample consisted of 563 nurse managers. Data were collected using a Participant Information Form, Turkish version of the Performance Appraisal Motivation Scale (PAMS-T), and the Satisfaction with Performance Appraisal Scale. The psychometric evaluation of the PAMS-T included comprehensive analyses of content validity, construct validity, criterion validity, test-retest reliability, internal consistency, and item-total correlation. Findings The Kaiser-Meyer-Olkin test and Bartlett’s test of sphericity indicated that the data were suitable for factor analysis. Exploratory and confirmatory factor analyses revealed a five-factor structure, accounting for 81.37% of the total variance. Item-total correlation coefficients exceeded the acceptable threshold ( r  > 0.30, p  < 0.01), ranging from 0.594 to 0.833, indicating strong item discrimination. Construct validity was supported by a strong, positive, and statistically significant correlation between the PAMS-T and the Satisfaction with Performance Appraisal Scale ( r  = 0.729, p  = 0.001). The Cronbach’s alpha coefficient for the overall scale was 0.932. Conclusions The findings demonstrate that the PAMS-T is a valid and reliable instrument for assessing performance appraisal motivation among nurse managers in Türkiye. Future research should apply the PAMS-T in diverse socio-cultural settings and incorporate longitudinal designs to explore the dynamics of performance appraisal motivation over time. Routine administration of the scale can facilitate the monitoring of evaluator motivation and inform the development of targeted interventions aimed at improving the effectiveness of performance appraisal processes. Clinical trial number Not applicable.

Despite the significant burden of stroke in rural China, secondary prevention of stroke is suboptimal. This study aims to develop a SINEMA for the secondary prevention of stroke in rural China and to evaluate the effectiveness of the model compared with usual care. The SINEMA model is being implemented and evaluated through a 1-year cluster-randomized controlled trial in Nanhe County, Hebei Province in China. Fifty villages from 5 townships are randomized in a 1:1 ratio to either the intervention or the control arm (usual care) with a target to enroll 25 stroke survivors per village. Village doctors in the intervention arm (1) receive systematic cascade training by stroke specialists on clinical guidelines, essential medicines and behavior change; (2) conduct monthly follow-up visits with the support of a mobile phone application designed for this study; (3) participate in virtual group activities with other village doctors; 4) receive performance feedback and payment. Stroke survivors participate in a health education and project briefing session, receive monthly follow-up visits by village doctors and receive a voice message call daily as reminders for medication use and physical activities. Baseline and 1-year follow-up survey will be conducted in all villages by trained staff who are blinded of the randomized allocation of villages. The primary outcome will be systolic blood pressure and the secondary outcomes will include diastolic blood pressure, medication adherence, mobility, physical activity level and quality of life. Process and economic evaluation will also be conducted. This study is one of very few that aim to promote secondary prevention of stroke in resource-constrained settings and the first to incorporate mobile technologies for both healthcare providers and patients in China. The SINEMA model is innovative as it builds the capacity of primary healthcare workers in the rural area, uses mobile health technologies at the point of care, and addresses critical health needs for a vulnerable community-dwelling patient group. The findings of the study will provide translational evidence for other resource-constrained settings in developing strategies for the secondary prevention of stroke.

PurposeThe purpose of this paper is to examine the impact of performance appraisal satisfaction (PAS) on work engagement (WE) and the impact of WE on turnover intention. Furthermore, this paper investigates the mediating effect of WE between PAS and turnover intention.Design/methodology/approachThe sample consisted of employees of 12 oil and gas organisations operating in Malaysia. The data collection process consists of two surveys using a three-month time lag approach. A total of 295 samples were used for the final data analysis. Partial least squares structural equation modelling was performed to test the research hypotheses.FindingsThe results indicate a strong causal relation between PAS, WE and turnover intentions. In brief, PAS was found to be a predictor of WE, and WE has a negative impact on employees’ turnover intention. Furthermore, WE proved to be a mediator between PAS and turnover intentions.Practical implicationsThe findings of this study can be used as a basis to consider PAS to increase employees’ level of WE and to decrease voluntary turnover. Overall, the findings provide pragmatic insights for human resource management practitioners and relevant stakeholders.Originality/valueTo date, little is known about the interrelationship between PAS, WE and turnover intention. Importantly, the mediating role of WE between PAS and turnover intention has remained unexplored. This study fills this gap in the existing literature.

To capture the essence of good science, stakeholders must combine forces to create an open, sound and consistent system for measuring all the activities that make up academic productivity, says Julia Lane.

The performance appraisal (PA) process is carried out in organizations in general and in health organizations in particular due to its expected benefits, such as improving performance regarding patient care quality, documentation, identifying training needs, raising job satisfaction, and employee engagement. This paper explores the nurses' perspective on the PA process. As part of course assignments in the Master's degree program in health systems management, 34 nurses in hospitals in Israel (students in the course) were asked to describe the PA process they underwent in their organization (their written narratives regarding the PA process). Thematic analysis was employed to examine their responses. Four themes were found: characteristics of the feedback session (the PA interview), characteristics of the appraisee, characteristics of the appraiser, and characteristics of the PA process. Beyond elucidating the nurses' subjective experiences and priorities, the study brought to light several major issues, such as the fact that nurses highly value the PA process and do not consider it a mere formal chore. Also, the nurses emphasized the procedural justice of the process (i.e., they cared that the process has sufficient validity and reliability). Lastly, they crave recognition and acknowledgment. This research has theoretical and practical implications based on specifying the nurses' perspectives and priorities and taking them into consideration. The study's findings can assist healthcare organizations to understand this crucial practice better so that it can achieve its full potential.

PurposeTo develop and validate an instrument to measure the problems associated with performance appraisal.Design/methodology/approachThe implementation was in two phases. Phase 1 involved the development and validation of an instrument to measure the problems with performance appraisal. Phase 2 involved the exploration and confirm the construct measurement. Data used in Phase 1 were collected from interviews with administrators and employees in the automotive parts manufacturing industry and five experts. In Phase 2, data were derived from questionnaires sent to 320 employees of automotive parts manufacturers in the Eastern Region of Thailand.FindingsProblems concerning performance appraisals were classified into two components as problems with the appraisal process and problems with the appraising person. The concepts, theories and interview results that were used to develop the instrument and assess problems with performance appraisals were consistent with the empirical evidence.Practical implicationsThe developed instrument may be used to measure problem levels of performance appraisals in organizations with high accuracy and reliability. Findings may be used as guidelines for management to effectively reduce problems with performance appraisals. The instrument may also be used for research measurement of organizational problems concerning performance appraisal.Social implicationsFairness, transparency and testability are aspects of effective management. Ignorance of problems in performance appraisals may have negative effects on a conducive working atmosphere and behaviors at the personal, group and organizational levels. Therefore, the findings of this study have social implications for the capability to examine fairness in employees' performance appraisals.Originality/valueThe instrument for measuring problems with performance appraisal was developed based on the combination of concepts, theories and interview and questionnaire data. This instrument facilitates human resource officers, managers and organizations in measuring the levels of problems with performance appraisals.

To evaluate the changes in productivity when scribes were used by emergency physicians in emergency departments in Australia and assess the effect of scribes on throughput. Randomised, multicentre clinical trial. Five emergency departments in Victoria used Australian trained scribes during their respective trial periods. Sites were broadly representative of Australian emergency departments: public (urban, tertiary, regional referral, paediatric) and private, not for profit. 88 physicians who were permanent, salaried employees working more than one shift a week and were either emergency consultants or senior registrars in their final year of training; 12 scribes trained at one site and rotated to each study site. Physicians worked their routine shifts and were randomly allocated a scribe for the duration of their shift. Each site required a minimum of 100 scribed and non-scribed shifts, from November 2015 to January 2018. Physicians' productivity (total patients, primary patients); patient throughput (door-to-doctor time, length of stay); physicians' productivity in emergency department regions. Self reported harms of scribes were analysed, and a cost-benefit analysis was done. Data were collected from 589 scribed shifts (5098 patients) and 3296 non-scribed shifts (23 838 patients). Scribes increased physicians' productivity from 1.13 (95% confidence interval 1.11 to 1.17) to 1.31 (1.25 to 1.38) patients per hour per doctor, representing a 15.9% gain. Primary consultations increased from 0.83 (0.81 to 0.85) to 1.04 (0.98 to 1.11) patients per hour per doctor, representing a 25.6% gain. No change was seen in door-to-doctor time. Median length of stay reduced from 192 (interquartile range 108-311) minutes to 173 (96-208) minutes, representing a 19 minute reduction (P<0.001). The greatest gains were achieved by placing scribes with senior doctors at triage, the least by using them in sub-acute/fast track regions. No significant harm involving scribes was reported. The cost-benefit analysis based on productivity and throughput gains showed a favourable financial position with use of scribes. Scribes improved emergency physicians' productivity, particularly during primary consultations, and decreased patients' length of stay. Further work should evaluate the role of the scribe in countries with health systems similar to Australia's. ACTRN12615000607572 (pilot site); ACTRN12616000618459.

Background In many healthcare systems, physicians are accustomed to periodically participate in individual performance appraisals to guide their professional development. For the purpose of revalidation, or maintenance of certification, they need to demonstrate that they have engaged with the outcomes of these appraisals. The combination of taking ownership in professional development and meeting accountability requirements may cause undesirable interference of purposes. To support physicians in their professional development, new Dutch legislation requires that they discuss their performance data with a non-hierarchical (peer)coach and draft a personal development plan. In this study, we report on the design of this system for performance appraisal in a Dutch academic medical center. Methods Using a design-based research approach, a hospital-based research group had the lead in drafting and implementing a performance appraisal protocol, selecting a multisource feedback tool, co-developing and piloting a coaching approach, implementing a planning tool, recruiting peer coaches and facilitating their training and peer group debriefings. Results The system consisted of a two-hour peer-to-peer conversation based on the principles of appreciative inquiry and solution-focused coaching. Sessions were rated as highly motivating, development-oriented, concrete and valuable. Peer coaches were considered suitable, although occasionally physicians preferred a professional coach because of their expertise. The system honored both accountability and professional development purposes. By integrating the performance appraisal system with an already existing internal performance system, physicians were enabled to openly and safely discuss their professional development with a peer, while also being supported by their superior in their self-defined developmental goals. Although the peer-to-peer conversation was mandatory and participation in the process was documented, it was up to the physician whether or not to share its results with others, including their superior. Conclusions In the context of mandatory revalidation, professional development can be supported when the appraisal process involves three characteristics: the appraisal process is appreciative and explores developmental opportunities; coaches are trustworthy and skilled; and the physician has control over the disclosure of the appraisal output. Although the peer-to-peer conversations were positively evaluated, the effects on physicians’ professional development have yet to be investigated in longitudinal research designs.