Iran Journal of Nursing

This correlational study focused on formal organizations' administrative performance values. It examined the managers' (unit supervisors') employee performance appraisal process in relation to sex and personality differences among unit supervisors in Tehran, Shahid Beheshti and Iran Medical Sciences University hospitals (Tehran, 1996).

First 537 male and female managers performing as unit supervisors or head officers in different units of Tehran, Shahid Beheshti and Iran University hospitals, meeting the population criteria were tested by Cattell's non-clinical personality questionnaire and classified in enthusiastic, extrovert, sensitive, tough-minded, self-sufficient, and indecisive personality types. Demographic data was also gathered. Further a total of 220 male and female managers were selected in accordance with their personality type from the total 537 members and were asked to cany out performance appraisal on one of their employees.

The tool consisted of two packs: A) Cattell's personality test-questionnaire and B) two employee performance appraisal forms, produced by the staff and labor Organization in 1367

software. The findings indicated a significant correlation between supervisors - sex and personality type and his/her employee performance appraisal, emphasizing the performance appraisal formats ­strategy and performance, ethical and processing factors.

Further, the study outlined two models. One a linear regression, indicative of the managers' employee performance appraisal influencing factors, and the other, a factor analysis model upon which the ethical, processing and performance criteria could be related to the male and famale managers - personality as enthusiastic, extrovert, sensitive, tough-minded, self-sufficient and indecisive type, in Iran, Tehran, and Shahid Beheshti medical sciences university hospitals.

In conclusion, based on the findings and their analysis, the researcher suggested the following:

1)   Reformation and amendment of the employee appraisal form

2)   Re-inforcement of employee appraisal performance