……………………………………………………8 6.1Overviewofperformance appraisal…………………………………………..8 6.2 The benefits to an organization of having good performanceappraisal system…………………………………………………8 6.3 Finding Suggest Appraisal be only conducted by Human ResourceManagement Specialist……………………………………10 7.0HowthisResearchTopicisrelatedtostudy area?……………………………………………..10 8.0 How this researchProjectwilladdtoexistingKnowledge? ……………………….11 9.0ProjectManagementPlan …………………………………………………………..12 Key References………………………………………………………… ……………….14 Working Title Attitudes of employees towards performance appraisal system of Maldives Transport and Contracting Company. 1. Introduction After the selection process the next formal assessment of the individual employee is the performance appraisal. Most organizations recognize that there is a need to monitor the effectiveness of their employees and to promote avenues for their improvement. Enormous amounts of time, energy and money have gone into the development of performance appraisal systems, but their successful implementation rests with the supervisors and managers who carry out the appraisal.
Ultimately all human resource matters are matters of subjective judgment and the available research evidence suggests that assessors give more accurate ratings when they are not shown to employees and the final outcome does not involve promotion decisions. Assessors are often fearful of the negative impact of their appraisal on the individual’s pay, promotion and on the job security, as well as its potential to damage or even destroy a previously excellentworking relationship. In the past most of the attention has focused on the development of appropriate measuring device and rating scales. However recent trends indicate a shift in emphasis from the procedures to the process and the dynamics of the supervisor-subordinaterelationship. Employee development must be an ongoing process if organization is to retain its capacity to respond to the challenges of the future.
It is an investment which pays off in the survival and growth of the organization. Employee development can only be effective if it is based on needs identified during the performance appraisal. The potentially relevant research for performance appraisal is very broad, including topics such as performance related pay, assessment of accuracy of analysis, job analysis and competencies, organizationalcommunication strategies, and much more besides. This research will concentrate on reviewing employee attitudes in performance appraisal.
2.0 Research Question OR Research Hypothesis H1-Do the employees need such appraisal system to measuretheir performance? H2- Is it important tool for measuring and improving the productivity of the 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 be addressedby the company? H6- Is there objectivity and sensitivity in the way the questions are raised and worded? 3.0 Research Objectives 1- To identify the necessity of having a performance appraisal system and the attitudes of employees and the management about the administration of performance appraisal of workers. 2- To Identify whether workers are satisfied with the way in which appraisal process is been carried out . 3- To determine if the appraisee’s feedback is taken into the performance appraisal. 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 appraisal system – To identify the factors encouraged by senior management with regard to the appraisal system and the expected results by the employees from the top management. – To identify the existing flaws in the appraisal system. 4.0 Research Methodology a) Primary Research 4.1 Sampling Devising a sampling plan involves looking into the target population, the sampling frame, the sample size and the sampling procedure (Proctor,1997). A total of 100 respondents will be targeted from the company for this research. This sample size has been determined by taking into consideration the size of the company.
Figure 1.0 pic Convenience sampling technique is one of the techniques of non probability sampling.It is proposed that Convenience sampling to be carried out in the company. Because convenience sampling is regarded as theleast expensive and or least time consuming of all sampling techniques (Malhotra 2004). 4.2 Data collection – Questionnaire would be circulated for data collectionamongthe significant portion of the workforce of the company. Since such type of research needs general attitudes and opinions of employee the questionnaire would be a mixture of both open and closed-ended structure. I would prefer to use delivery and collection approach.
I decided on this because it is the most suitable approach considering the constraints of time and money. If I prefer postal questionnaire, time would be needed and cost and response rate would be slow. 4.3 Measurement and scaling procedures It is proposed that a Likert scale questions would be used as a rating scale. It requires the respondents to indicate a degree of agreement or disagreement with each of a series of statements about the stimulus objects. According to Malhotra (2004), a Likert scale has several advantages. -It is easy to construct and administer – Respondents readily understands how to use the scale 4.4 Analysis The data analysis of this research will be tabulated with SPSS, a computer generated software.
b) Secondary data analysis/Literature Review Secondary research will be carried out before undertaking primary research for the purposes of conducting Literature Review on the topic of research to provide the theoretical foundations and highlight some of the key factors influencing employees. The findings can support the development of questionnaire and ensure time is not wasted in conducting a research on a topic that has already been well studied with clear conclusive findings. Some of the secondary sources that will be used are books, and internet sources. The information collected from these sources will be evaluated based on certain criteria such as accuracy, reliability, timeliness and relevance. 6.0 Connecting the Literature Review 6.1 Over view of performance appraisal The treatment of individual performance in organizations has begun as a simple method of income justification. Today it can be viewed as an overall measure of organizational effectiveness (Stone, 2002).
It can be used to improve current performance, providefeedback,increasemotivation, identify training needs, identify potential, let individuals know what is expected of them, focus on career development, award salary increases and solve job problems (Torrington, Hall & Taylor,2002).Performance appraisal is generally conducted annually. (Mullins 2002). However, the frequency 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 performance appraisal system Performance appraisal has a dynamic link to employee recruitment, selection training and development, career planning, compensation and benefits, safety and health and employee relations.
It can be a vital tool for strategy execution by signaling what is really important, providing ways to measure what is important, fixing accountability for behaviour and results and helping to improve performance. In total Performance appraisal is a measure of organizational effectiveness. It is through the effort of individual employees that organization objectives are met. If employees’ performance is improved, the organization inturnwillliftits performance. Appraisal of employee performance is thus a critical and ongoing human resource management activity. Performance appraisal helps management to discriminate between high and low flow performing people.
A manager must be able to objectively discriminate between those who are contributing to the achievement of the organization’s objective and those who are not. Employees, who achieve, want to be recognized 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. Ifan organization is to survive and grow, and retain and motivate its top performers, effective performance appraisal isamust.Performance appraisal 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 overcoming weakness. It’s the manager’s job to remove blocks to employee performance and to help the employee to grow and develop.
Performance appraisal must be a positive and dynamic process to achieve this. Employee communication is an essential part of the performance appraisal process, and it is a benefit to the organization. 6.3 Finding Suggest Appraisal be only conducted by Human Resource Management Specialist The finding shows that the manager should conducttheperformance appraisal. The person responsible for ensuring that the appraisal is conducted satisfactorily is the person responsible for theemployee performance. Some may conclude that the employee is responsible for the employee’s own performance.
This is true but self-conduct of an objective appraisal is clearly not valid. Generally, the people who should conduct performance appraisal are managers. However, information for the appraisal can and should come from several sources, only one of whom is the manager of the employee whose performance is being appraised. Those sources can include: the manager, the employee, customer or client of the employee, other employees, objective organizational data that cannot be traced to any particular stakeholder. The human resource specialist has an important role in advising on the process, and monitoring it to see that it is conducted validity. Human resource managers thus have a critical role in educating their organizations management and staff on the significance and use of performance appraisal in performance improvement and the achievement of corporate 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 more on to: use of rating in appraisal, ethical dilemmas facing performance evaluators and employees, comparing performance appraisal withtotal quality management, relationship between motivation and job satisfaction of the employee to the performance appraisal andrelationshipbetween productivity 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 to judge the work performance of others including subordinates, naturally, informally and arbitrarily. Here lie the roots for changing of attitudes of employees. In my research it will concentrate on the current working environment and the effect of determination of the issues by employees.
Annex 1 Core 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 4 2.0 Research Question OR Research Hypothesis H1-Do the employees need such appraisal system to measuretheir performance? H2- Is it important tool for measuring and improving the productivity of the 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 be addressedby the company? H6- Is there objectivity and sensitivity in the way the questions are raised and worded? 3.0 Research Objectives 1- To identify the necessity of having a performance appraisal system and the attitudes of employees and the management about the administration of performance appraisal of workers. 2- To Identify whether workers are satisfied with the way in which appraisal process is been carried out . 3- To determine if the appraisee’s feedback is taken into the performance appraisal. 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 appraisal system – To identify the factors encouraged by senior management with regard to the appraisal system and the expected results by the employees from the top management. – To identify the existing flaws in the appraisal system. 1- .
Conclusions of variable “Age” and Q 9, “Appraisal should be conducted in an organization frequently” – Age group 26-35 has the highest positive agreement in the opinion towards conducting appraisal in the organisation frequently. – Age group >55 has the least positive agreement in the opinion towards conducting appraisal in the organisation frequently. – 81% of people have a positive attitude towards conducting appraisal in the organisation frequently – Age group 16-25 has the highest disapproval in the opinion towards conducting appraisal in the organisation frequently. – Age group 26-35 and 36-55 has the least disapproval in the opinion towards conducting appraisal in the organisation frequently. – 17% of people has a disapproval in conducting appraisal in the organisation frequently. -Age group 16-25 and 26-35 has neither agreed or disagreed in conducting appraisal in the organization frequently.
2% of the people neither agree or disagree in conducting appraisal in the organisation frequently. Over all conclusion – From the findings based on the age group it is evident that more than 50% favour towards conducting appraisal in the organization frequently. 2- . Conclusions of variable “Age” , Gender and Q 9, “Appraisal should be conducted in an organization frequently” – There is very high degree of positive correlation between the variables gender 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 age group of employees in a org.has influence on the variable “Appraisal should be conducted in an organization frequently.) (Achieved obj. 1 and hypothesis) 3. Gender Vs Q 25 “My performance ratings will be better if my manager was male / female”. – Male has the highest approval on the opinion that their performance rating will be better if their manager was male or female.
– Female has the lowest approval on the opinion that their performance rating will be better if their manager was male or female. – 39% of people have approval on the opinion that their performance rating will be better if their manager was male or female. – female has the highest disapproval on the opinion that their performance rating will be better if their manager was male or female. – male has the lowest disapproval on the opinion that their performance rating will be better if their manager was male or female. – 37% of people has disapproval on the opinion that their performance rating will be better if their manager was male or female.
-13% of the people who neither agree or disagree on the opinion that their performance rating will be better if their manager was male or female is female – 11% of the people who neither agree or disagree on the opinion that their performance rating will be better if their manager was male or female is male _24% of the people neither agree or disagree on the opinion that their performance rating will be better if their manager was male or female Over all conclusion -From the finding, based on gender it is evident that less than 50% favour towards the opinion that their performance rating will be better if their manager was male or female. -There is very high degree of positive correlation between the variables gender and the variable “my performance rating will be better if my manager was male / female). (rs = 0.997, where rs= spearmen coefficient) – Therefore from the above conclusion it is evident that even though there is a high degree of positive correlation between gender and the variable “my performance rating will be better if my manager was male / female “the consideration to imply the variable “my performance rating will be better if my manager was male / female” would have a moderate acceptance by the employees of the org ( OBJ 1 H 6 ) 3- Age Vs Q 20 “If I do not achieve my targets, I would get a bad appraisal.” – Age group 26-35 has the highest positive agreement on the opinion that if employees did not achieve their targets , they would get a bad appraisal – Age group >55 has the least positive agreement in the opinion that if employees did not achieve their targets , they would get a bad appraisal – 67% of people has a positive attitude that if employees did not achieve their targets , they would get a bad appraisal – Age group 16-25 has the highest disapproval in the opinion that if employees did not achieve their targets , they would get a bad appraisal – Age group >55 has the least disapproval in the opinion that if employees did not achieve their targets , they would get a bad appraisal – 30% of people has a disapproval in that if employees did not achieve their targets , they would get a bad appraisal – Age group 16-25 neither agree or disagree that if employees did not achieve their targets , they would get a bad appraisal – 3% of the people neither agree or disagree in that if employees did not achieve their targets , they would get a bad appraisal Over 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 would get a bad appraisal”. – There is very high degree of positive correlation between the variables age and the variable “if I do not achieve my targets , I would get a bad appraisal” ). (rs = 0.998709870987099, where rs= spearmen coefficient).
– Therefore, frm the above conclusions it is clear that age group and variable “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 are not achieved than the employee would be credited with a bad appraisal in the org. whereas there exist moderate implication for the belief that the credit of appraisal could be bad if an employee did not achieve his/ her targets. (achieved obj. 2 and hypothesis) 4- Coclusions of Q17 A Appraisal allows my manager to identify my training needs” vs Salary 1.
Majority of the higher salary scale 79% agrees to “A Appraisal allows my manager to identify my training needs” 2.Yet a very nominal percentage of employee 5% from the higher salary scale neither agrees or disagrees to “A Appraisal allows my manager to identify my training needs”. 3.Nearly 16% of the higher salary scale disagrees to “A Appraisal allows my manager to identify my training needs” 4. A similar trend of higher salary scale employees are seen in the lower salary scales respectively. The ratio of agree is to disagree in the lower salary scale is 53 : 42 Finding shows that the employee who neither agree or disagree to the variable that “appraisal allows manager to identify the employee training needs”, are the most minimal from the samplethere is high degree of positive correlation between “A Appraisal allows my manager to identify my training needs.” and salary.
Normally the employee salary increment is based on his performance and his performance is based on the knowledge and skill the employees posess 5- Conclusions of Q21 “I believe the results of an appraisal will be used to determine salary increments.” vs Salary Finding shows that the employee who agree to the variable that “I believe the 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 are as follows: 71%, 54%,4% and 79%) by salary is the highest from that of disagree and neither agree or disagree. The percentage of agreeable people for each salary scale is highest compared to disagree and neither agree or disagree. There is very high degree of positive correlation between salary and “I believe the results of an appraisal will be used to determine salary increments.” 6- Conclusions of Q15 “The person who currently appraises me is suitably qualified” vs Experience This analysis shows that 65% of the experience scales of the people agree that there is very high link between the experience and the qualification of the appraiser.
Finding shows that the ratio of agree to disagree by the most experience scale of the employees towards the variable “The person who currently appraises me is suitably qualified” is 23:10. A trend of high to low percentage is shown by the other categories of experience in the order strongly agree – neither agrees nor disagrees. Finding shows that there is a high degree of positive correlation between experience and qualification of the person. 7- Conclusions of Q27″ I’m satisfied with the appraisal system in my organization.” vs Salary Finding shows that the people who gets higher and lower salary is most satisfied with variable ” I’m satisfied with the appraisal system in my organization.”(26% , 19%). More than 50% people are satisfied with the variable “I’m satisfied with the appraisal system in my organization.” The difference between the percentage of agreed and disagreed people from the lowest salary category is very nominal ( 19:16 is 3%). There is very high degree of positive correlation between the variables salary and the variable ” I’m satisfied with the appraisal system in my organization.” The results of the analysis show that there is no trend of opinion going high or low based on the increase in salary.
Though there is a correlation between “I’m satisfied with the appraisal system in my organization” and salary level it cannot be deduced that there is a trend of ascending or descending in opinions between above-mentioned variables. 8- Conclusions of Q18 “My appraisal will be most fair if there is more than one appraiser” vs managers’ likelihood -The overall highest % 47 , represents the total number of male and female who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. -The overall lowest % 1 , represents the total who neither agrees or disagree to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. -22 % (Highest), represents the total number of male who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. -1% (lowest) represents the male who agrees to the variable “My appraisal will 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 the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance.
-2% (lowest) represents the total female who disagrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. -The % of female 25, represents the total number of male and female who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. Overall conclusion There is very high degree of positive correlation between the variables “Manager Likelihood” and “My appraisal will be most fair if there is more than one appraiser”. Since there is a very high degree of positive correlation between the above mentioned two variables, it is assumed that the attitude of the employees in this organization sees performance appraisal system of this organization depends to the variable “I’m satisfied with the appraisal system in my organization” and salary level.
It cannot be deduced that there is a trend of ascending or descending in opinions between above-mentioned variables. Total people who at least disagree to the variable Q29, manager likelihood is 30% , 56% at least agrees to the variable that “Manager likelihood” will affect to their performance. 2% disagrees to the both variables and 31% agrees to both variables. From the analysis it is clear that the majority of employees of the organization view that their appraisal depends on the likelihood of their manager. Thus, their exist the flaw in the appraisal system 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 of experience who at least agrees that job skills will affect their performance ratings most, forms majority of acceptance – This analysis shows that 58% of the people having 2-3 years of experience who at least agree that job skills will affect their performance ratings most, forms minority of acceptance. – This analysis shows that 42% of the people having 2-3 yrs of experience who at least disagrees that job skills will affect their performance ratings most, forms majority of disapproval. – This analysis shows that 20% of the people having more than 5 years of experience who at least agree that job skills will affect their performance ratings most, forms minority of acceptance. – This analysis shows that 75% of the people having 2-3 years of experience who at least agrees that “bottom-up appraisal should be included” will affect their performance ratings most, forms majority of acceptance – This analysis shows that 58% of the people having 6-12 months of experience who at least agree that job skills will affect their performance ratings most, forms minority of acceptance. – This analysis shows that 25% of the people having 2-3 yrs and 6-12 months of experience who at least disagrees that job skills will affect their performance ratings most, forms majority of disapproval. – This analysis shows that 23% of the people having more than 5 years of experience who at least agree that job skills will affect their performance ratings most, forms minority of acceptance.
– Therefore from the analysis it shows that people who has more than 5 years of experience, at least disagree to fact that the job skills will affect their performance ratings most and that ” bottom-up appraisal should be included” forms minority of acceptance. – There is very high degree of positive correlation between the variables “Bottom-up appraisal should be included” and “Job skills. – Even though there is a positive correlation, it could not be assumed that variable “job skills and Bottom-up appraisal has a positive or negative impact to the appraisal system. Gender Vs Q 25 “My performance ratings will be better if my manager was male / female”. Response to Q25 strongly agree or agreeeFrequency% Gender Male 2323 Female1616 Total3939 Male has the highest approval on the opinion that their performance rating will be better if their manager was male or female. Female has the lowest approval on the opinion that their performance rating will be better if their manager was male or female.
39% of people has approval on the opinion that their performance rating will be better if their manager was male or female. Response to Q25 strongly agree or dissagreeeFrequency% Gender Male 1616 Female2121 Total3737 Female has the highest disapproval on the opinion that their performance rating will be better if their manager was male or female. Male has the lowest disapproval on the opinion that their performance rating will be better if their manager was male or female. 37% of people has disapproval on the opinion that their performance rating will be better if their manager was male or female. Response to Q25 neither agree or disagreeFrequency% Gender Male 1111 Female1313 Total2424 * 13% of the people who neither agree or disagree on the opinion that their performance rating will be better if their manager was male or female is female * 11% of the people who neither agree or disagree on the opinion that their performance rating will be better if their manager was male or female is male * 24% of the people neither agree or disagree on the opinion that their performance rating will be better if their manager was male or female Conclusion: From the finding, based on gender it is evident that less than 50% favour towards the opinion that their performance 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 agreee Age group frequency % 16-252020 26-352929 36-551414 >55 44 Total6767 Age group 26-35 has the highest positive agreement on the opinion that if employees did not achieve their targets, they would get a bad appraisal.
Age group >55 has the least positive agreement in the opinion that if employees did not achieve their targets , they would get a bad appraisal. 67% of people has a positive attitude that if employees did not achieve their targets , they would get a bad appraisal Response to Q20 strongly disagree or disagree Age group frequency % 16-251414 26-3566 36-5588 >55 22 Total3030 Age group 16-25 has the highest disapproval in the opinion that if employees did not achieve their targets , they would get a bad appraisal. Age group >55 has the least disapproval in the opinion that if employees did not achieve their targets , they would get a bad appraisal. 30% of people has a disapproval in that if employees did not achieve their targets , they would get a bad appraisal Response to Q20 neither agree or disagree Age group frequency % 16-2522 26-3511 36-5500 >55 00 Total33 Age group 16-25 neither agree or disagree that if employees did not achieve their targets , they would get a bad appraisal 3% of the people neither agree or disagree in that if employees did not achieve their targets , they would get a bad appraisal Total number of employees who agrees 67 Total number of employees who disagrees -30 Difference between agree and disagree37 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 would get a bad appraisal” . Total people who atleast disagree to the variable Q29, manager likelihood is 30% , 56% atleast agrees to the variable that “Manager likelihood” will affect to their performance. 2% disagrees to the both variables and 31% agrees to both variables.
From the analysis it is clear that the majority of employees of the organization view that their appraisal depends on the likelihood of their manager. Thus their exist the flaw in the appraisal system of the company. The overall highest % 47 , represents the total numeber of male and female who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to Manager likelihood will affect to their performance The overall lowest % 1 , represents the total who neither agrees or disagree to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to Manager likelihood will affect to their performance 22 % (Higest), represents the total numeber of male who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance 1% (lowest) represents the male who agrees to the variable “My appraisal will 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 numeber of female who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance 2% (lowest) represents the total female who disagrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance The % of female 25 , represents the total numeber of male and female who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance From 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 group of employees in a org.has influence on the variable ” Appraisal should be conducted in an organization frequently.) (achieved obj.
1 and hypothesis 2. Gender Vs Q 25 From the finding, based on gender it is evident that less than 50% favour towards the opinion that their performance rating will be better if their manager was male or female. There is very high degree of positive correlation between the variables gender and the variable “my performance rating will be better if my manager was male / female). (rs = 0.997383738373837, where rs= spearmen coefficient) Therefore frm the above conclusion it is evident that eventhough there is a high degree of positive correlation between gender and the variable “my performance rating will be better if my manager was male / female”the consideration to imply the variable “my performance rating will be better if my manager was male / female” would have a moderate acceptance by the employees of the org ( OBJ 1 H 6 ) 3- Age Vs Q 20 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 a bad appraisal” There is very high degree of positive correlation between the variables age and the variable “if I do not achieve my targets , I would get a bad appraisal” ). (rs = 0.998709870987099, where rs= spearmen coefficient) Therefore, frm the above conclusions it is clear that age group and variable “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 are not achieved than the employee would be credited with a bad appraisal in the org.
whereas there exist moderate implication for the belief that the credit of appraisal could be bad if an employee did not achieve his/ her targets. (achieved obj. 2 and hypothesis) 4- Salary Vs Q 17 1.Majority of the higher salary scale 79% agrees to “A Appraisal allows my manager to identify my training needs” 2.Yet a very nominal percentage of employee 5% from the higher salary scale neither agrees or disagrees to “A Appraisal allows my manager to identify my training needs”. 3.Nearly 16% of the higher salary scale disagrees to “A Appraisal allows my manager to identify my training needs” 4. A similar trend of higher salary scale employees are seen in the lower salary scales respectively. The ratio of agree is to disagree in the lower salary scale is 53 : 42 Finding shows that the employee who neither ageee or disagree to the fact that apraisal allows manager to identify the employee training needs, are the most minimal from the sample …there is high degree of positive correletion between “A Appraisal allows my manager to identify my training needs.” and salary.
Normaly the employee salary increment is based on his performance and his performance is based on the knowledge and skill the employees has 5- Salary Vs Q 21 Finding shows that the employee who agree to the variable that “I believe the 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 are as follows: 71%, 54%,4% and 79%) by salary is the highest from that of disagree and neither agree or disagree. The percentage of agreeable people for each salary scale is highest compared to disagree and neither agree or disagree. There is very high degree of positive correlation between salary and “I believe the results of an appraisal will be used to determine salary increments.” 6- Experience Q6 Vs Q 15 This analysis shows that 65% of the experience scales of the people agree that there is very high link between the experience and the qualification of the appraiser.
Finding shows that the ratio of agree to disagree by the most experience scale of the employees towards the variable “The person who currently appraises me is suitably qualified” is 23:10. A trend of high to low percentage is shown by the other categories of experience in the order strongly agree – neither agree or disagree. Finding shows that there is a high degree of positive correlation between experience and qualification of the person. 7- Conclusions of Q27″ I’m satisfied with the appraisal system in my organization.” vs Salary Finding shows that the people who gets higher and lower salary is most satisfied with variable ” I’m satisfied with the appraisal system in my organization.”(26% , 19%). More than 50% people are satisfied with the variable “I’m satisfied with the appraisal system in my organization.” The difference between the percentage of agreed and disagreed people from the lowest salary category is very nominal ( 19:16 is 3%).
There is very high degree of positive correlation between the variables salary and the variable ” I’m satisfied with the appraisal system in my organization.” The results of the analysis show that there is no trend of opinion going high or low based on the increase in salary. Though there is a correlation between “I’m satisfied with the appraisal system in my organization” and salary level it cannot be deduced that there is a trend of ascending or descending in opinions between above-mentioned variables. 8- Q18 Vs Q29 -The overall highest % 47 , represents the total number of male and female who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. -The overall lowest % 1 , represents the total who neither agrees or disagree to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance.
-22 % (Highest), represents the total number of male who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. -1% (lowest) represents the male who agrees to the variable “My appraisal will 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 the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. -2% (lowest) represents the total female who disagrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance.
-The % of female 25, represents the total number of male and female who agrees to the variable “My appraisal will be most fair if there is more than one appraiser” and disagree to “Manager likelihood” will affect to their performance. Overall conclusion There is very high degree of positive correlation between the variables “Manager Likelihood” and “My appraisal will be most fair if there is more than one appraiser”. Since there is a very high degree of positive correlation between the above mentioned two variables, it is assumed that the attitude of the employees in this organization sees performance appraisal system of this organization depends to the variable “I’m satisfied with the appraisal system in my organization” and salary level. It cannot be deduced that there is a trend of ascending or descending in opinions between above-mentioned variables.
Total people who at least disagree to the variable Q29, manager likelihood is 30% , 56% at least agrees to the variable that “Manager likelihood” will affect to their performance. 2% disagrees to the both variables and 31% agrees to both variables. From the analysis it is clear that the majority of employees of the organization view that their appraisal depends on the likelihood of their manager. Thus, their exist the flaw in the appraisal system of the company.
-This analysis shows that 69% of the people who is more than 5 yrs is the highest scales of the people who agrees that there is very high link between the experience and the job skills of the appraiser. -This analysis shows that 67% of the people who is 6-12 months are the second highest scales of the people who agree that there is very high link between the experience and the job skills of the appraiser. -42 % (Highest), represents the total number of people within the 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 are the highest scales of the people who agree that there is very high link between the experience and the “Bottom-up appraisal should be included” of the appraiser.
-25 % (Highest), represents the total number of people within the 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 the variables “Bottom-up appraisal should be included” and “Job skills. -Even though there is a positive correlation, it could not be assumed that variable “job skills and Bottom-up appraisal has a positive or negative impact to the appraisal system. ———————– Sampling Techniques Non probability – That do not use chance selection procedures, rather rely on the personal judgment of the researcher Probability – Each elements of the population has a fixed probabilistic chance of being selected Classification of sampling techniques Source: Malhotra Naresh K (2004),MarketingResearch:AnApplied Orientation AN OVERVIEW OF THE PERFORMANCE APPRAISAL SYSTEM Benefits of appraisal Principles and Ethics Establishing the system Questions to be addressed PERFORMANCE APPRAISAL APPRAISAL Potential Problems Methods of appraisal Source: Mullins Laurie J (2002), Management and Organizational Behaviour l
