6.0 Connecting the Literature Review Essay

……………………………………………………86.1Overviewofperformanceappraisal…………………………………………..86.2 The benefits to an organization of having good performanceappraisalsystem…………………………………………………86.3 Finding Suggest Appraisal be only conducted byHuman ResourceManagementSpecialist……………………………………107.0HowthisResearchTopicisrelatedtostudyarea?……………………………………………..108.0 How this researchProjectwilladdtoexistingKnowledge?……………………….119.0ProjectManagementPlan…………………………………………………………..12KeyReferences…………………………………………………………

……………….14Working TitleAttitudes of employees towards performance appraisal system of MaldivesTransport and Contracting Company.

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1. IntroductionAfter the selection process the next formal assessment of the individualemployee is the performance appraisal. Most organizations recognize thatthere is a need to monitor the effectiveness of their employees and topromote avenues for their improvement. Enormous amounts of time, energy andmoney have gone into the development of performance appraisal systems, buttheir successful implementation rests with the supervisors and managers whocarry out the appraisal.

Ultimately all human resource matters are matters of subjective judgmentand the available research evidence suggests that assessors give moreaccurate ratings when they are not shown to employees and the final outcomedoes not involve promotion decisions.

Assessors are often fearful of the negative impact of their appraisal onthe individual’s pay, promotion and on the job security, as well as itspotential to damage or even destroy a previously excellentworkingrelationship. In the past most of the attention has focused on thedevelopment of appropriate measuring device and rating scales. Howeverrecent trends indicate a shift in emphasis from the procedures to theprocess and the dynamics of the supervisor-subordinaterelationship.

Employee development must be an ongoing process if organization is toretain its capacity to respond to the challenges of the future. It is aninvestment which pays off in the survival and growth of the organization.

Employee development can only be effective if it is based on needsidentified during the performance appraisal.

The potentially relevant research for performance appraisal is very broad,including topics such as performance related pay, assessment of accuracy ofanalysis, job analysis and competencies, organizationalcommunicationstrategies, and much more besides. This research will concentrate onreviewing employee attitudes in performance appraisal.

2.0 Research Question OR Research HypothesisH1-Do the employees need such appraisal system to measuretheirperformance?H2- Is it important tool for measuring and improving the productivity ofthe employees and that of the organization?H3- Does it provide a true picture of the employee work and performance?H4- Will the appraisal capture all the factors that affect performance?H5- Do the employees feel that issues raised during the appraisal beaddressedby the company?H6- Is there objectivity and sensitivity in the way the questions areraised and worded?3.0 Research Objectives1- To identify the necessity of having a performance appraisal system andthe attitudes of employees and the management about the administration ofperformance appraisal of workers.

2- To Identify whether workers are satisfied with the way in whichappraisal process is been carried out .

3- To determine if the appraisee’s feedback is taken into the performanceappraisal.

4- To compare appraisal between lower level and senior level.

New Objectives – To identify how employees perceive appraisal system.

– To determine and compare factors that effect performance appraisalsystem – To identify the factors encouraged by senior management with regard tothe appraisal system and the expected results by the employees fromthe top management.

– To identify the existing flaws in the appraisal system.

4.0 Research Methodologya) Primary Research4.1 SamplingDevising a sampling plan involves looking into the target population, thesampling frame, the sample size and the sampling procedure (Proctor,1997).

A total of 100 respondents will be targeted from the company for thisresearch. This sample size has been determined by taking into considerationthe size of the company.

Figure 1.0picConvenience sampling technique is one of the techniques of non probabilitysampling.It is proposed that Convenience sampling to be carried out inthe company. Because convenience sampling is regarded as theleastexpensive and or least time consuming of all sampling techniques (Malhotra2004).

4.2 Data collection- Questionnaire would be circulated for data collectionamongthesignificant portion of the workforce of the company. Since such type ofresearch needs general attitudes and opinions of employee the questionnairewould be a mixture of both open and closed-ended structure.

I would prefer to use delivery and collection approach. I decided on thisbecause it is the most suitable approach considering the constraints oftime and money. If I prefer postal questionnaire, time would be needed andcost and response rate would be slow.

4.3 Measurement and scaling proceduresIt is proposed that a Likert scale questions would be used as a ratingscale. It requires the respondents to indicate a degree of agreement ordisagreement with each of a series of statements about the stimulusobjects. According to Malhotra (2004), a Likert scale has severaladvantages.

-It is easy to construct and administer- Respondents readily understands how to use the scale4.4 AnalysisThe data analysis of this research will be tabulated with SPSS, a computergenerated software.

b) Secondary data analysis/Literature ReviewSecondary research will be carried out before undertaking primary researchfor the purposes of conducting Literature Review on the topic of researchto provide the theoretical foundations and highlight some of the keyfactors influencing employees. The findings can support the development ofquestionnaire and ensure time is not wasted in conducting a research on atopic that has already been well studied with clear conclusive findings.

Some of the secondary sources that will be used are books, and internetsources. The information collected from these sources will be evaluatedbased on certain criteria such as accuracy, reliability, timeliness andrelevance.

6.0 Connecting the Literature Review6.1 Over view of performance appraisalThe treatment of individual performance in organizations has begun as asimple method of income justification. Today it can be viewed as an overallmeasure of organizational effectiveness (Stone, 2002). It can be used toimprove current performance, providefeedback,increasemotivation,identify training needs, identify potential, let individuals know what isexpected of them, focus on career development, award salary increases andsolve job problems (Torrington, Hall & Taylor,2002).Performanceappraisal is generally conducted annually. (Mullins 2002). However, thefrequency of appraisal should be related to the nature of the organization,the purpose and the objectives of the scheme.

6.2 The benefits to an organization of having good performanceappraisal systemPerformance appraisal has a dynamic link to employee recruitment, selectiontraining and development, career planning, compensation and benefits,safety and health and employee relations. It can be a vital tool forstrategy execution by signaling what is really important, providing ways tomeasure what is important, fixing accountability for behaviour and resultsand helping to improve performance. In total Performance appraisal is ameasure of organizational effectiveness. It is through the effort ofindividual employees that organization objectives are met. If employees’performance is improved, the organization inturnwillliftitsperformance. Appraisal of employee performance is thus a critical andongoing human resource management activity.

Performance appraisal helps management to discriminate between high and lowflow performing people. A manager must be able to objectively discriminatebetween those who are contributing to the achievement of the organization’sobjective and those who are not. Employees, who achieve, want to berecognized and rewarded for their efforts. To motivateperformance,outstanding performers must be identified and rewarded accordingly.

Discrimination in the basis of performance is an organizational necessity.

It is part of the managerial role that cannot be avoided. Ifanorganization is to survive and grow, and retain and motivate its topperformers, effective performance appraisal isamust.Performanceappraisal helps to ensure that employees are rewarded properly.

Another benefit to the organization is that of employee development.

Performance improvement comes about by building on strengths and overcomingweakness. It’s the manager’s job to remove blocks to employee performanceand to help the employee to grow and develop. Performance appraisal must bea positive and dynamic process to achieve this.

Employee communication is an essential part of the performance appraisalprocess, and it is a benefit to the organization.

6.3 Finding Suggest Appraisal be only conducted by Human ResourceManagement SpecialistThe finding shows that the manager should conducttheperformanceappraisal. The person responsible for ensuring that the appraisal isconducted satisfactorily is the person responsible for theemployeeperformance. Some may conclude that the employee is responsible for theemployee’s own performance. This is true but self-conduct of an objectiveappraisal is clearly not valid. Generally, the people who should conductperformance appraisal are managers. However, information for the appraisalcan and should come from several sources, only one of whom is the managerof the employee whose performance is being appraised. Those sources caninclude: the manager, the employee, customer or client of the employee,other employees, objective organizational data that cannot be traced to anyparticular stakeholder. The human resource specialist has an important rolein advising on the process, and monitoring it to see that it is conductedvalidity. Human resource managers thus have a critical role in educatingtheir organizations management and staff on the significance and use ofperformance appraisal in performance improvement and the achievement ofcorporate objective.

7.0 How this Research Topic is related to study area?The research draws upon issues related to Organizationalbehaviour,Motivation and Job satisfaction.

8.0 How this research Project will add to existing Knowledge?Existing literature and research reports that I have read concentrates moreon to: use of rating in appraisal, ethical dilemmas facing performanceevaluators and employees, comparing performance appraisal withtotalquality management, relationship between motivation and job satisfaction ofthe employee to the performance appraisal andrelationshipbetweenproductivity and performance appraisal.

Since appraisal is done by a human, it can create serious motivational,ethical and legal problems in the workplace. Appraiser sometime tend tojudge the work performance of others including subordinates, naturally,informally and arbitrarily. Here lie the roots for changing of attitudes ofemployees. In my research it will concentrate on the current workingenvironment and the effect of determination of the issues by employees.

Annex 1Core related variables.

1- Gender vs Q 25 …..obj 1 2- Age Vs Q 20 ……….obj 2 3- Q 6 Vs 20 …..obj 2 4- Salary Vs 17 …..obj 3 5- Salary Vs 21 …..obj 3 6- Experience Q6 Vs Q15 …..obj 4 7- Salary Vs Q 27 …..obj 4 8- Q18 Vs Q29 …..obj 4 9- Q 24 Vs Q 30 …..obj 42.0 Research Question OR Research HypothesisH1-Do the employees need such appraisal system to measuretheirperformance?H2- Is it important tool for measuring and improving the productivity ofthe employees and that of the organization?H3- Does it provide a true picture of the employee work and performance?H4- Will the appraisal capture all the factors that affect performance?H5- Do the employees feel that issues raised during the appraisal beaddressedby the company?H6- Is there objectivity and sensitivity in the way the questions areraised and worded?3.0 Research Objectives1- To identify the necessity of having a performance appraisal system andthe attitudes of employees and the management about the administration ofperformance appraisal of workers.

2- To Identify whether workers are satisfied with the way in whichappraisal process is been carried out .

3- To determine if the appraisee’s feedback is taken into the performanceappraisal.

4- To compare appraisal between lower level and senior level.

New Objectives – To identify how employees perceive appraisal system.

– To determine and compare factors that effect performance appraisalsystem – To identify the factors encouraged by senior management with regard tothe appraisal system and the expected results by the employees fromthe top management.

– To identify the existing flaws in the appraisal system.

1- . Conclusions of variable “Age” and Q 9, “Appraisal should be conductedin an organization frequently”- Age group 26-35 has the highest positive agreement in the opinion towardsconducting appraisal in the organisation frequently.

– Age group >55 has the least positive agreement in the opinion towardsconducting appraisal in the organisation frequently.

– 81% of people have a positive attitude towards conducting appraisal inthe organisation frequently- Age group 16-25 has the highest disapproval in the opinion towardsconducting appraisal in the organisation frequently.

– Age group 26-35 and 36-55 has the least disapproval in the opiniontowards conducting appraisal in the organisation frequently.

– 17% of people has a disapproval in conducting appraisal in theorganisation frequently.

-Age group 16-25 and 26-35 has neither agreed or disagreed in conductingappraisal in the organization frequently.

2% of the people neither agree or disagree in conducting appraisal in theorganisation frequently.

Over all conclusion- From the findings based on the age group it is evident that more than50% favour towards conducting appraisal in the organization frequently.

2- . Conclusions of variable “Age” , Gender and Q 9, “Appraisal should beconducted in an organization frequently”- There is very high degree of positive correlation between the variablesgender and age group. (rs = 0.999, where rs= spearmen coefficient)- From the finding, based on gender it is evident that more than 50%favour towards conducting appraisal in the organization frequently.

– Therefore, from the above conclusions it is clear that gender and agegroup of employees in a org.has influence on the variable “Appraisal shouldbe conducted in an organization frequently.) (Achieved obj. 1 andhypothesis)3. Gender Vs Q 25 “My performance ratings will be better if my manager wasmale / female”.

– Male has the highest approval on the opinion that their performancerating will be better if their manager was male or female.

– Female has the lowest approval on the opinion that their performancerating will be better if their manager was male or female.

– 39% of people have approval on the opinion that their performance ratingwill be better if their manager was male or female.

– female has the highest disapproval on the opinion that their performancerating will be better if their manager was male or female.

– male has the lowest disapproval on the opinion that their performancerating will be better if their manager was male or female.

– 37% of people has disapproval on the opinion that their performancerating will be better if their manager was male or female.

-13% of the people who neither agree or disagree on the opinion that theirperformance rating will be better if their manager was male or female isfemale- 11% of the people who neither agree or disagree on the opinion that theirperformance rating will be better if their manager was male or female ismale_24% of the people neither agree or disagree on the opinion that theirperformance rating will be better if their manager was male or femaleOver all conclusion-From the finding, based on gender it is evident that less than 50% favourtowards the opinion that their performance rating will be better if theirmanager was male or female.

-There is very high degree of positive correlation between the variablesgender and the variable “my performance rating will be better if my managerwas male / female). (rs = 0.997, where rs= spearmen coefficient)- Therefore from the above conclusion it is evident that even though thereis a high degree of positive correlation between gender and the variable”my performance rating will be better if my manager was male / female “theconsideration to imply the variable “my performance rating will be betterif my manager was male / female” would have a moderate acceptance by theemployees of the org ( OBJ 1 H 6 )3- Age Vs Q 20 “If I do not achieve my targets, I would get a badappraisal.”- Age group 26-35 has the highest positive agreement on the opinion that ifemployees did not achieve their targets , they would get a bad appraisal- Age group >55 has the least positive agreement in the opinion that ifemployees did not achieve their targets , they would get a bad appraisal- 67% of people has a positive attitude that if employees did not achievetheir targets , they would get a bad appraisal- Age group 16-25 has the highest disapproval in the opinion that ifemployees did not achieve their targets , they would get a bad appraisal- Age group >55 has the least disapproval in the opinion that if employeesdid not achieve their targets , they would get a bad appraisal- 30% of people has a disapproval in that if employees did not achievetheir targets , they would get a bad appraisal- Age group 16-25 neither agree or disagree that if employees did notachieve their targets , they would get a bad appraisal- 3% of the people neither agree or disagree in that if employees did notachieve their targets , they would get a bad appraisalOver all conclusion – from the findings based on age group it is evident that more than 50%favour to the variable that “if I do not achieve my targets , I wouldget a bad appraisal”.

– There is very high degree of positive correlation between thevariables age and the variable “if I do not achieve my targets , Iwould get a bad appraisal” ). (rs = 0.998709870987099, where rs=spearmen coefficient).

– Therefore, frm the above conclusions it is clear that age group andvariable “if I do not achieve my targets , I would get a badappraisal” would have a high chance of implication to the fact thatif targets are not achieved than the employee would be credited with abad appraisal in the org. whereas there exist moderate implication forthe belief that the credit of appraisal could be bad if an employeedid not achieve his/ her targets. (achieved obj. 2 and hypothesis)4- Coclusions of Q17 A Appraisal allows my manager to identify my trainingneeds”vs Salary1. Majority of the higher salary scale 79% agrees to “A Appraisal allows mymanager to identify my training needs”2.Yet a very nominal percentage of employee 5% from the higher salary scaleneither agrees or disagrees to “A Appraisal allows my manager to identifymy training needs”.

3.Nearly 16% of the higher salary scale disagrees to “A Appraisal allowsmy manager to identify my training needs”4. A similar trend of higher salary scale employees are seen in the lowersalary scales respectively. The ratio of agree is to disagree in the lowersalary scale is 53 : 42Finding shows that the employee who neither agree or disagree to thevariable that “appraisal allows manager to identify the employee trainingneeds”, are the most minimal from the samplethere is high degree ofpositive correlation between “A Appraisal allows my manager to identify mytraining needs.” and salary. Normally the employee salary increment isbased on his performance and his performance is based on the knowledge andskill the employees posess5- Conclusions of Q21 “I believe the results of an appraisal will be usedto determine salary increments.” vs SalaryFinding shows that the employee who agree to the variable that “I believethe results of an appraisal will be used to determine salary increments.”,have got the highest percentage of support from all salary scales (74%).

The total percentage of agreeable people ( in the order of salary scale areas follows: 71%, 54%,4% and 79%) by salary is the highest from that ofdisagree and neither agree or disagree. The percentage of agreeable peoplefor each salary scale is highest compared to disagree and neither agree ordisagree.

There is very high degree of positive correlation between salary and “Ibelieve the results of an appraisal will be used to determine salaryincrements.”6- Conclusions of Q15 “The person who currently appraises me is suitablyqualified” vs ExperienceThis analysis shows that 65% of the experience scales of the people agreethat there is very high link between the experience and the qualificationof the appraiser. Finding shows that the ratio of agree to disagree by themost experience scale of the employees towards the variable “The person whocurrently appraises me is suitably qualified” is 23:10. A trend of high tolow percentage is shown by the other categories of experience in the orderstrongly agree – neither agrees nor disagrees.

Finding shows that there is a high degree of positive correlation betweenexperience and qualification of the person.

7- Conclusions of Q27″ I’m satisfied with the appraisal system in myorganization.” vs SalaryFinding shows that the people who gets higher and lower salary is mostsatisfied with variable ” I’m satisfied with the appraisal system in myorganization.”(26% , 19%). More than 50% people are satisfied with thevariable “I’m satisfied with the appraisal system in my organization.”The difference between the percentage of agreed and disagreed people fromthe lowest salary category is very nominal ( 19:16 is 3%).

There is very high degree of positive correlation between the variablessalary and the variable ” I’m satisfied with the appraisal system in myorganization.”The results of the analysis show that there is no trend of opinion goinghigh or low based on the increase in salary. Though there is a correlationbetween “I’m satisfied with the appraisal system in my organization” andsalary level it cannot be deduced that there is a trend of ascending ordescending in opinions between above-mentioned variables.

8- Conclusions of Q18 “My appraisal will be most fair if there is more thanone appraiser” vs managers’ likelihood-The overall highest % 47 , represents the total number of male and femalewho agrees to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree to “Manager likelihood” will affect totheir performance.

-The overall lowest % 1 , represents the total who neither agrees ordisagree to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree to “Manager likelihood” will affect totheir performance.

-22 % (Highest), represents the total number of male who agrees to thevariable “My appraisal will be most fair if there is more than oneappraiser” and disagree to “Manager likelihood” will affect to theirperformance.

-1% (lowest) represents the male who agrees to the variable “My appraisalwill be most fair if there is more than one appraiser” and disagree to”Manager likelihood” will affect to their performance.

-25% (Highest), ( represents the total number of female who agrees to thevariable “My appraisal will be most fair if there is more than oneappraiser” and disagree to “Manager likelihood” will affect to theirperformance.

-2% (lowest) represents the total female who disagrees to the variable “Myappraisal will be most fair if there is more than one appraiser” anddisagree to “Manager likelihood” will affect to their performance.

-The % of female 25, represents the total number of male and female whoagrees to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree to “Manager likelihood” will affect totheir performance.

Overall conclusionThere is very high degree of positive correlation between the variables”Manager Likelihood” and “My appraisal will be most fair if there is morethan one appraiser”.

Since there is a very high degree of positive correlation between the abovementioned two variables, it is assumed that the attitude of the employeesin this organization sees performance appraisal system of this organizationdepends to the variable “I’m satisfied with the appraisal system in myorganization” and salary level.

It cannot be deduced that there is a trend of ascending or descending inopinions between above-mentioned variables.

Total people who at least disagree to the variable Q29, manager likelihoodis 30% , 56% at least agrees to the variable that “Manager likelihood” willaffect to their performance. 2% disagrees to the both variables and 31%agrees to both variables. From the analysis it is clear that the majorityof employees of the organization view that their appraisal depends on thelikelihood of their manager. Thus, their exist the flaw in the appraisalsystem of the company.

9- “Bottom-up appraisal should be included” Vs “Job skills” – This analysis shows that 69% of the people having more than 5 yrs ofexperience who at least agrees that job skills will affect theirperformance ratings most, forms majority of acceptance – This analysis shows that 58% of the people having 2-3 years ofexperience who at least agree that job skills will affect theirperformance ratings most, forms minority of acceptance.

– This analysis shows that 42% of the people having 2-3 yrs ofexperience who at least disagrees that job skills will affect theirperformance ratings most, forms majority of disapproval.

– This analysis shows that 20% of the people having more than 5 years ofexperience who at least agree that job skills will affect theirperformance ratings most, forms minority of acceptance.

– This analysis shows that 75% of the people having 2-3 years ofexperience who at least agrees that “bottom-up appraisal should beincluded” will affect their performance ratings most, forms majorityof acceptance – This analysis shows that 58% of the people having 6-12 months ofexperience who at least agree that job skills will affect theirperformance ratings most, forms minority of acceptance.

– This analysis shows that 25% of the people having 2-3 yrs and 6-12months of experience who at least disagrees that job skills willaffect their performance ratings most, forms majority of disapproval.

– This analysis shows that 23% of the people having more than 5 years ofexperience who at least agree that job skills will affect theirperformance ratings most, forms minority of acceptance.

– Therefore from the analysis it shows that people who has more than 5years of experience, at least disagree to fact that the job skillswill affect their performance ratings most and that ” bottom-upappraisal should be included” forms minority of acceptance.

– There is very high degree of positive correlation between thevariables “Bottom-up appraisal should be included” and “Job skills.

– Even though there is a positive correlation, it could not be assumedthat variable “job skills and Bottom-up appraisal has a positive ornegative impact to the appraisal system.

Gender Vs Q 25 “My performance ratings will be better if my manager wasmale / female”.

Response to Q25 strongly agree or agreeeFrequency%GenderMale 2323Female1616Total3939Male has the highest approval on the opinion that their performance ratingwill be better if their manager was male or female.

Female has the lowest approval on the opinion that their performancerating will be better if their manager was male or female.

39% of people has approval on the opinion that their performance ratingwill be better if their manager was male or female.

Response to Q25 strongly agree or dissagreeeFrequency%GenderMale 1616Female2121Total3737Female has the highest disapproval on the opinion that their performancerating will be better if their manager was male or female.

Male has the lowest disapproval on the opinion that their performancerating will be better if their manager was male or female.

37% of people has disapproval on the opinion that their performance ratingwill be better if their manager was male or female.

Response to Q25 neither agree or disagreeFrequency%GenderMale 1111Female1313Total2424* 13% of the people who neither agree or disagree on the opinion thattheir performance rating will be betterif their manager was male or female is female* 11% of the people who neither agree or disagree on the opinion thattheir performance rating will be better iftheir manager was male or female is male* 24% of the people neither agree or disagree on the opinion that theirperformance rating will be better if theirmanager was male or femaleConclusion:From the finding, based on gender it is evident that less than 50% favourtowards the opinion that theirperformance rating will be better if their manager was male or female.

Age Vs Q 20 “If I do not achieve my targets, I would get a bad appraisal.”Response to Q20 strongly agree or agreeeAge group frequency %16-25202026-35292936-551414>55 44Total6767Age group 26-35 has the highest positive agreement on the opinion that ifemployees did not achieve their targets,they would get a bad appraisal.

Age group >55 has the least positive agreement in the opinion that ifemployees did not achieve their targets ,they would get a bad appraisal.

67% of people has a positive attitude that if employees did not achievetheir targets , they would get a bad appraisalResponse to Q20 strongly disagree or disagreeAge group frequency %16-25141426-356636-5588>55 22Total3030Age group 16-25 has the highest disapproval in the opinion that ifemployees did not achieve their targets ,they would get a bad appraisal.

Age group >55 has the least disapproval in the opinion that if employeesdid not achieve their targets ,they would get a bad appraisal.

30% of people has a disapproval in that if employees did not achieve theirtargets , they would get a bad appraisalResponse to Q20 neither agree or disagreeAge group frequency %16-252226-351136-5500>55 00Total33Age group 16-25 neither agree or disagree that if employees did notachieve their targets , they would get a bad appraisal3% of the people neither agree or disagree in that if employees did notachieve their targets , they would get a bad appraisalTotal number of employees who agrees 67Total number of employees who disagrees-30Difference between agree and disagree37Conclusion:From the findings based on age group it is evident that more than 50%favour to the variable that “if I do not achieve my targets , I would get abad appraisal” .

Total people who atleast disagree to the variable Q29, manager likelihoodis 30% , 56% atleast agrees to the variable that “Manager likelihood” willaffect to their performance.

2% disagrees to the both variables and 31% agrees to both variables. Fromthe analysis it is clear that the majority of employees of the organizationview that their appraisaldepends on the likelihood of their manager. Thus their exist the flaw inthe appraisal system of the company.

The overall highest % 47 , represents the total numeber of male and femalewho agrees to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree toManager likelihood will affect to their performanceThe overall lowest % 1 , represents the total who neither agrees ordisagree to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree toManager likelihood will affect to their performance22 % (Higest), represents the total numeber of male who agrees to thevariable “My appraisal will be most fair if there is more than oneappraiser” and disagree to “Manager likelihood”will affect to their performance1% (lowest) represents the male who agrees to the variable “My appraisalwill be most fair if there is more than one appraiser” and disagree to”Manager likelihood” will affect to their performance25% (Highest), ( represents the total numeber of female who agrees to thevariable “My appraisal will be most fair if there is more than oneappraiser” and disagree to “Manager likelihood”will affect to their performance2% (lowest) represents the total female who disagrees to the variable “Myappraisal will be most fair if there is more than one appraiser” anddisagree to “Manager likelihood” will affect to their performanceThe % of female 25 , represents the total numeber of male and female whoagrees to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree to”Manager likelihood” will affect to their performanceFrom the findings based on the age group it is evident that more than 50%favour towards conducting appraisal in the organization frequently.

Therefore, frm the above conclusions it is clear that gender and age groupof employees in a org.has influence on the variable ” Appraisal should beconducted in an organization frequently.) (achieved obj. 1 and hypothesis2. Gender Vs Q 25From the finding, based on gender it is evident that less than 50% favourtowards the opinion that their performance rating will be better if theirmanager was male or female.

There is very high degree of positive correlation between the variablesgender and the variable “my performance rating will be better if my managerwas male / female). (rs = 0.997383738373837, where rs= spearmencoefficient)Therefore frm the above conclusion it is evident that eventhough there isa high degree of positive correlation between gender and the variable “myperformance rating will be better if my manager was male / female”theconsideration to imply the variable “my performance rating will be betterif my manager was male / female” would have a moderate acceptance by theemployees of the org ( OBJ 1 H 6 )3- Age Vs Q 20from the findings based on age group it is evident that more than 50%favour to the variable that “if I do not achieve my targets , I would get abad appraisal”There is very high degree of positive correlation between the variables ageand the variable “if I do not achieve my targets , I would get a badappraisal” ). (rs = 0.998709870987099, where rs= spearmen coefficient)Therefore, frm the above conclusions it is clear that age group andvariable “if I do not achieve my targets , I would get a bad appraisal”would have a high chance of implication to the fact that if targets arenot achieved than the employee would be credited with a bad appraisal inthe org. whereas there exist moderate implication for the belief that thecredit of appraisal could be bad if an employee did not achieve his/ hertargets. (achieved obj. 2 and hypothesis)4- Salary Vs Q 171.Majority of the higher salary scale 79% agrees to “A Appraisal allows mymanager to identify my training needs”2.Yet a very nominal percentage of employee 5% from the higher salary scaleneither agrees or disagrees to “A Appraisal allows my manager to identifymy training needs”.

3.Nearly 16% of the higher salary scale disagrees to “A Appraisal allowsmy manager to identify my training needs”4. A similar trend of higher salary scale employees are seen in the lowersalary scales respectively. The ratio of agree is to disagree in the lowersalary scale is 53 : 42Finding shows that the employee who neither ageee or disagree to the factthat apraisal allows manager to identify the employee training needs, arethe most minimal from the sample …there is high degree of positivecorreletion between “A Appraisal allows my manager to identify my trainingneeds.” and salary. Normaly the employee salary increment is based on hisperformance and his performance is based on the knowledge and skill theemployees has5- Salary Vs Q 21Finding shows that the employee who agree to the variable that “I believethe results of an appraisal will be used to determine salary increments.”,have got the highest percentage of support from all salary scales (74%).

The total percentage of agreeable people ( in the order of salary scale areas follows: 71%, 54%,4% and 79%) by salary is the highest from that ofdisagree and neither agree or disagree. The percentage of agreeable peoplefor each salary scale is highest compared to disagree and neither agree ordisagree.

There is very high degree of positive correlation between salary and “Ibelieve the results of an appraisal will be used to determine salaryincrements.”6- Experience Q6 Vs Q 15This analysis shows that 65% of the experience scales of the people agreethat there is very high link between the experience and the qualificationof the appraiser. Finding shows that the ratio of agree to disagree by themost experience scale of the employees towards the variable “The person whocurrently appraises me is suitably qualified” is 23:10. A trend of high tolow percentage is shown by the other categories of experience in the orderstrongly agree – neither agree or disagree.

Finding shows that there is a high degree of positive correlation betweenexperience and qualification of the person.

7- Conclusions of Q27″ I’m satisfied with the appraisal system in myorganization.” vs SalaryFinding shows that the people who gets higher and lower salary is mostsatisfied with variable ” I’m satisfied with the appraisal system in myorganization.”(26% , 19%). More than 50% people are satisfied with thevariable “I’m satisfied with the appraisal system in my organization.”The difference between the percentage of agreed and disagreed people fromthe lowest salary category is very nominal ( 19:16 is 3%).

There is very high degree of positive correlation between the variablessalary and the variable ” I’m satisfied with the appraisal system in myorganization.”The results of the analysis show that there is no trend of opinion goinghigh or low based on the increase in salary. Though there is a correlationbetween “I’m satisfied with the appraisal system in my organization” andsalary level it cannot be deduced that there is a trend of ascending ordescending in opinions between above-mentioned variables.

8- Q18 Vs Q29-The overall highest % 47 , represents the total number of male and femalewho agrees to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree to “Manager likelihood” will affect totheir performance.

-The overall lowest % 1 , represents the total who neither agrees ordisagree to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree to “Manager likelihood” will affect totheir performance.

-22 % (Highest), represents the total number of male who agrees to thevariable “My appraisal will be most fair if there is more than oneappraiser” and disagree to “Manager likelihood” will affect to theirperformance.

-1% (lowest) represents the male who agrees to the variable “My appraisalwill be most fair if there is more than one appraiser” and disagree to”Manager likelihood” will affect to their performance.

-25% (Highest), ( represents the total number of female who agrees to thevariable “My appraisal will be most fair if there is more than oneappraiser” and disagree to “Manager likelihood” will affect to theirperformance.

-2% (lowest) represents the total female who disagrees to the variable “Myappraisal will be most fair if there is more than one appraiser” anddisagree to “Manager likelihood” will affect to their performance.

-The % of female 25, represents the total number of male and female whoagrees to the variable “My appraisal will be most fair if there is morethan one appraiser” and disagree to “Manager likelihood” will affect totheir performance.

Overall conclusionThere is very high degree of positive correlation between the variables”Manager Likelihood” and “My appraisal will be most fair if there is morethan one appraiser”.

Since there is a very high degree of positive correlation between the abovementioned two variables, it is assumed that the attitude of the employeesin this organization sees performance appraisal system of this organizationdepends to the variable “I’m satisfied with the appraisal system in myorganization” and salary level.

It cannot be deduced that there is a trend of ascending or descending inopinions between above-mentioned variables.

Total people who at least disagree to the variable Q29, manager likelihoodis 30% , 56% at least agrees to the variable that “Manager likelihood” willaffect to their performance. 2% disagrees to the both variables and 31%agrees to both variables. From the analysis it is clear that the majorityof employees of the organization view that their appraisal depends on thelikelihood of their manager. Thus, their exist the flaw in the appraisalsystem of the company.

-This analysis shows that 69% of the people who is more than 5yrs is the highest scales of the people who agrees that there is very highlink between the experience and the job skills of the appraiser.

-This analysis shows that 67% of the people who is 6-12 monthsare the second highest scales of the people who agree that there is veryhigh link between the experience and the job skills of the appraiser.

-42 % (Highest), represents the total number of people withinthe duration of 2-3 years , who disagrees to the variable “job skills” and” duration”.

-This analysis shows that 75% of the people who is 2-3 years arethe highest scales of the people who agree that there is very high linkbetween the experience and the “Bottom-up appraisal should be included” ofthe appraiser.

-25 % (Highest), represents the total number of people withinthe duration of 2-3 years and 6-12 months , who disagrees to the variable “”Bottom-up appraisal should be included” and ” duration”.

-There is very high degree of positive correlation between thevariables “Bottom-up appraisal should be included” and “Job skills.

-Even though there is a positive correlation, it could not beassumed that variable “job skills and Bottom-up appraisal has a positive ornegative impact to the appraisal system.

———————–Sampling TechniquesNon probability- That do not use chance selection procedures, rather rely on the personaljudgment of the researcher Probability- Each elements of the population has a fixed probabilistic chance of being selectedClassification of sampling techniquesSource: Malhotra Naresh K (2004),MarketingResearch:AnAppliedOrientationAN OVERVIEW OF THE PERFORMANCE APPRAISAL SYSTEM Benefits of appraisalPrinciples and Ethics Establishing the systemQuestions to be addressed PERFORMANCE APPRAISAL APPRAISALPotential ProblemsMethods of appraisalSource: Mullins Laurie J (2002), Management and Organizational Behaviourl

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