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To Evaluate the Role and Importance of Effective Performance Appraisal System While Operating Business at International Level !ase Study of "i#e
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ABSTRA!T An effective performance appraisal system helps the organization organization to manage its work in the international market. It is also helpful for the organization to gain competitive advantages from the market. market. It is because; effective performance appraisal system motivates motivates employees to improve their efficiency and productivity that helps organization to sustain customers in the international market. This research study helps the researcher to evaluate the role and importance of performance appraisal system in the international market. In this research research study, study, researcher researcher described the main aims and objectives in order order to analyze the research study in effective manner. This research research study focuses on the importance of performance appraisal system in international market in in the contet of !ike. The main objectives of this research study are, the eploration of theoretical framework of performance appraisal in international market; identify the role and importance of performance appraisal system in operating international business, identify different methods of performance appraisal and the methods that are used by !ike for effective performance appraisal in the international market. In order to conduct this research research study in effective effective manner, researcher researcher has used "ualitative research research design because this research research design supports the inductive approach with interpretive interpretive research philosophy, which is essential for this research study for data collection. It also helped the researcher researcher to generate valid and accurate result for the research research study. #or effectively conduct this research, researcher researcher has also used both the data collection methods such as primary and secondary. These helped the researcher to collect information and da ta related to the research topic in effective manner. To analyze analyze data and an d information, researcher has used thematic analysis framework and divided the data in different themes such as managing business operation, improvement in performance, and increase in competitive advantages and provide provide training and development programs. In order order to create create effective performance appraisal system, researcher researcher also provided provided some recommendations to the company such as timely evaluation of performance system system and improvement in communication channel and focus on observable behaviour.
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TABLE TABLE O$ !O"TE"TS CHAPTER 1: INTRODUCTION....................................................................................................6 1.1. Structure of the Study:..........................................................................................................6 1.2. Reserch !"s #d o$%ect!&es:..............................................................................................' 1.3. Reserch (uest!o#s:..............................................................................................................) 1.*. Reserch +c,-rou#d:..........................................................................................................) 1.. Pur/ose Stte"e#t:...............................................................................................................0 1.6. Sco/e #d !"!tt!o# of the Study:....................................................................................1 1.6.1. Sco/e:..........................................................................................................................1 1.6.2. !"!tt!o#s:..................................................................................................................12 1.'. Su""ry:............................................................................................................................12 CHAPTER 2: ITERATURE REIE4.......................................................................................1* 2.1. I#troduct!o#:.......................................................................................................................1* 2.2. Theoret!c5 r"e7or, of Perfor"#ce A//r!s5:............................................................1* 2.3. Ro5e #d I"/ort#ce of Perfor"#ce A//r!s5 Syste":...................................................1) 2.*. D!ffere#t 8ethods of Perfor"#ce A//r!s5:....................................................................23 2.. 8ethods used $y N!,e for Perfor"#ce A//r!s5:............................................................2) 2.6. Su""ry:............................................................................................................................31 CHAPTER 3 8ETHODOO9..................................................................................................33 3.1. I#troduct!o#:.......................................................................................................................33 3.2. Reserch Prd!-" #d Ph!5oso/hy:..................................................................................33 3.3. Reserch Des!-#:................................................................................................................3 3.*. Reserch A//roch:............................................................................................................36 3.. Reserch Strte-y:..............................................................................................................3) 3..1. Cse Study:..................................................................................................................3) 3..2. Stre#-ths of Cse Study Reserch Strte-y:................................................................30 3..3. 4e,#esses of Cse Study Reserch Strte-y:............................................................30 3.6. (u5!tt!&e #d (u#t!tt!&e Des!-#:..................................................................................30 3.'. Dt Co55ect!o# 8ethods:...................................................................................................* 3.'.1. Pr!"ry Dt Sources:.................................................................................................*1 3.'.2. Seco#dry Dt Sources:.............................................................................................*2 3.). Su""ry:............................................................................................................................*2
* CHAPTER *: DATA ANASIS AND INDI9S................................... .................................... ** *.1. I#troduct!o#:.......................................................................................................................** *.2. The"t!c r"e7or,:.........................................................................................................** *.3. The"e Co#s!dert!o#:.........................................................................................................* *.*. 9e#er5!;t!o# #d Cte-or!;t!o# of The"es:..................................................................* *.. Poster!or! The"es:.............................................................................................................. *..1. 8#-e +us!#ess O/ert!o#s:...................................................................................... *..2. I"/ro&e"e#t !# Perfor"#ce:.....................................................................................3 *..3. I#crese !# Co"/et!t!&e Ad&#t-es:..........................................................................' *..*. Pro&!de Tr!#!#- #d De&e5o/"e#t Pro-r":.............................................................6 *.6. Reserch Outco"e:.............................................................................................................61 *.'. Su""ry:............................................................................................................................63 CHAPTER : CONCUSION AND RECO88ENDATION.......................................... ............6 .1. I#troduct!o#:.......................................................................................................................6 .2. Assess"e#t of !#d!#-s:.....................................................................................................6 .3. De&e5o/!#- Re5t!o#sh!/ $et7ee# Reserch !#d!#-s #d O$%ect!&es:.............................6' .3.1. Ro5e #d I"/ort#ce of Perfor"#ce A//r!s5 Syste" to O/erte +us!#ess............6) .3.2. D!ffere#t 8ethods of Perfor"#ce A//r!s5 #d the 8ethods Used $y N!,e...........60 .*. Reco""e#dt!o#s:.............................................................................................................60 .*.1. T!"e5y E&5ut!o# of Perfor"#ce Syste":................................................................60 .*.2. I"/ro&e"e#t !# Co""u#!ct!o# Ch##e5:.................................................................60 .*.3. ocus o# O$ser&$5e +eh&!our:.................................................................................' .. urther Reserch D!rect!o#s:..............................................................................................' .6. Su""ry:............................................................................................................................'1 REERENCES..............................................................................................................................'2 APPENDI<....................................................................................................................................') (uest!o##!re:............................................................................................................................')
LIST O$ TABLES A"% $I&'RES 1. T$5e 1: Pr!ory The"es: Ro5e #d I"/ort#ce of Effect!&e Perfor"#ce A//r!s5 Syste"................................................................................................................................*6 2. T$5e 2: Poster!or! The"es: Ro5e #d I"/ort#ce of Effect!&e Perfor"#ce A//r!s5 Syste"................................................................................................................................*'
3. 9r/h 1: Perfor"#ce //r!s5 !s !"/ort#t for or-#!;t!o# to "#-e o/ert!o#s. ............................................................................................................................. ...............1 *. 9r/h 2: 8ost I"/ort#t Perfor"#ce A//r!s5 Syste" tht su//orts the +us!#ess t I#ter#t!o#5 8r,et...........................................................................................................3 . 9r/h 3: Perfor"#ce A//r!s5 He5/s to I"/ro&e Perfor"#ce of e"/5oyee !# I#ter#t!o#5 8r,et........................................................................................................... 6. 9r/h *: A//r!s5 Syste" he5/s to co"/re E"/5oyees= E>!st!#- Perfor"#ce 7!th Pre&!ous Perfor"#ce........................................................................................................6 '. 9r/h : Perfor"#ce A//r!s5 !s # Effect!&e Too5 to 8ot!&te E"/5oyees..........................................................................................................................) ). 9r/h 6: 36 Perfor"#ce A//r!s5 Syste" he5/s to Pro&!de Pro/er eed$c, to E"/5oyees..........................................................................................................................0 0. 9r/h ': Perfor"#ce A//r!s5 he5/s E"/5oyees to de&e5o/ the!r S,!55s #d ?#o75ed-e.........................................................................................................................61
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!(APTER ) I"TRO%'!TIO" )*)* Structure of the Study Th!s reserch study focuses o# ro5e #d !"/ort#ce of effect!&e /erfor"#ce //r!s5 syste" 7h!5e o/ert!#- the $us!#ess t !#ter#t!o#5 5e&e5. Th!s reserch study !s 5so !"!#- to descr!$e the &r!ous /erfor"#ce //r!s5 "ethods do/ted $y N!,e !# order to ch!e&e the resu5ts eff!c!e#t5y #d effect!&e5y. +r!ef !#troduct!o# of d!ffere#t ch/ters of th!s d!ssertt!o# re s fo55o7s: I# th!s d!ssertt!o# f!rst ch/ter !#troduce the reserch !ssues tht re re5ted to the /erfor"#ce //r!s5 "ethods used $y the N!,e to ch!e&e the or-#!;t!o#5 -o5s eff!c!e#t5y. Add!t!o#55y@ th!s ch/ter 5so d!scuss $out the !"s #d o$%ect!&es of reserch. A!"s #d o$%ect!&es of the reserch he5/ to f!#d out reserch uest!o#s@ 7h!ch re re5ted to the reserch !ssues. Th!s ch/ter 5so e>/5!#s the reserch $c,-rou#d. Th!s 5so he5/s to u#derst#d the reserch !ssues tht re re5ted to reserch to/!c. Add!t!o#55y@ th!s ch/ter 5so d!scusses $out the /ur/ose stte"e#t #d 5so d!scuss $out the reserch sco/e #d 5!"!tt!o#s. U#derst#d!#the reserch 5!"!tt!o#s he5/s !# ch!e&!#- the reserch !"s #d o$%ect!&es eff!c!e#t5y. Seco#d ch/ter of d!ssertt!o# !s 5!terture re&!e7@ 7h!ch !s re5ted to the reserch to/!c tht !s BTo e&5ute the ro5e #d !"/ort#ce of effect!&e /erfor"#ce //r!s5 syste" 7h!5e o/ert!#- $us!#ess t !#ter#t!o#5 5e&e5: Cse study of N!,e. At the !#!t!5 ste/ resercher hs descr!$ed the theoret!c5 fr"e7or, of /erfor"#ce //r!s5 syste"s. I# seco#d ste/ resercher hs descr!$ed the ro5e #d !"/ort#ce of /erfor"#ce //r!s5 syste" 7!th!# the or-#!;t!o#. I# the 5st ste/ d!ffere#t "ethods do/ted $y the N!,e hs $ee# d!scussed $y the resercher !# order to !#crese the /erfor"#ce of e"/5oyees.
' Th!rd ch/ter of th!s d!ssertt!o# !s reserch "ethodo5o-y@ !# 7h!ch resercher hs e>/5!#ed the &r!ous "ethodo5o-y #d //roches used $y the" to ",e the reserch "ore effect!&e #d sou#d. I# th!s ch/ter@ resercher hs used u5!tt!&e dt to - ther the re5e&#t dt /ro/er5y. urther th!s ch/ter 5so uses &r!ous /rd!-"s #d /h!5oso/h!es !# order to descr!$e the reserch "ethodo5o-y effect!&e5y. Resercher hs 5so used /r!"ry #d seco#dry dt co55ect!o# "ethods to co55ect the !#for"t!o# for /erfor"#ce / /r!s5. Resercher hs 5so /rese#ted cse study #5ys!s to co"/5ete the study. I# fourth ch/ter of th!s d!ssertt!o# dt #5ys!s #d f!#d!#-s re do#e. I# order to ",e th!s ch/ter effect!&e@ resercher hs used the"t!c #5ys!s fr"e7or, to ",e the e&5ut!o# of dt eff!c!e#t5y. I# th!s ch/ter resercher hs do#e the e&5ut!o# of /r!"ry #d seco#dry co55ected dt. Th!s ch/ter of the d!ssertt!o# !s 5so he5/fu5 !# "!#t!#!#- the 5!#, $et7ee# the reserch f!#d!#-s #d reserch o$%ect!&es. Ch/ter f!&e of th!s d!ssertt!o# -!&es the o &er55 co#c5us!o# of reserch study tht /ro&!des the -!st #d outco"es of reserch study !# //ro/r!te "##er.
)*+* Research aims and o,-ectives I# order to tt!# the reserch /ro$5e" Bto e&5ute the ro5e #d !"/ort#ce of effect!&e /erfor"#ce //r!s5 syste" 7h!5e o/ert!#- $us!#ess t !#ter#t!o#5 5e&e5@ resercher 7!55 e&5ute the fo55o7!#- reserch o$%ect!&es:
To e>/5ore the theoret!c5 fr"e7or, of /erfor"#ce //r!s5 !# !#ter#t!o#5 "r,et. To !de#t!fy the ro5e #d !"/ort#ce of /erfor"#ce //r!s5 syste" !# o/ert!#-
!#ter#t!o#5 $us!#ess. To !de#t!fy the d!ffere#t "ethods of /erfor"#ce //r!s5 #d 5so deter"!#e the "ethods used $y N!,e for /erfor"#ce //r!s5.
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Su--est the #e7 strte-!es tht c# $e !"/5e"e#ted $y N!,e !# order to !"/ro&e /erfor"#ce //r!s5 syste" !# !#ter#t!o#5 "r,et.
)*.* Research /uestions To co#duct the reserch 7or, effect!&e5y #d to co55ect effect!&e dt for the reserch /ro$5e"@ resercher 7!55 e>/5ore the fo55o7!#- reserch uest!o#: 1. 4ht !s the ro5e of /erfor"#ce //r!s5 !# !#ter#t!o#5 $us!#ess 2. 4ht re the &r!ous "ethods used !# /erfor"#ce //r!s5 3. Ho7 /erfor"#ce //r!s5s /5y # effect!&e ro5e !# rete#t!o# of e"/5oyees !# !#ter#t!o#5 $us!#ess
)*0* Research Bac#ground I# tody=s co"/et!t!&e e#&!ro#"e#t e&ery or-#!;t!o# hs to do/t d!ffere#t /erfor"#ce //r!s5 too5s !# order to ",e the e"/5oyees "ore co"/et!t!&e #d effect!&e. D!ffere#t /erfor"#ce //r!s5 "ethods he5/ !# ",!#- the e&5ut!o# #d !de#t!f!ct!o# of e"/5oyee=s /erfor"#ce "ore //ro/r!te5y. Effect!&e /erfor"#ce //r!s5 "ethod he5/s the or-#!;t!o# !# !de#t!fy!#- the /ro$5e" res 7!th!# the or-#!;t!o#. urther@ throu-h /erfor"#ce //r!s5 "#-ers c# e#h#ce the o&er55 /erfor"#ce of # or-#!;t!o#. 8#-ers c# 5so "ot!&te the e"/5oyees !# ter"s of ch!e&!#- the or-#!;t!o#5 -o5s #d o$%ect!&es eff!c!e#t5y. Perfor"#ce //r!s5 e#$5es the "#-er for co #duct!#- the &r!ous 5er#!#- #d de&e5o/"e#t /ro-r"s !# order to e#h#ce e"/5oyee=s s,!55s #d ,#o75ed-e re5ted to 7or,. Accord!#- to +c5 26F@ !# order to ",e the /erfor"#ce //r!s5@ effect!&e #d /ro/er co""u#!ct!o# shou5d $e there $et7ee# the to/ 5e&e5 #d 5o7er 5e&e5 "#-ers. Perfor"#ce //r!s5 !s &ery effect!&e syste" tht e&5utes the !#d!&!du5=s /erfor"#ce #d /ro&!des the" ch#ce for future -ro7th. urther e"/5oyee=s 7e,#ess #d stre#-ths re5ted to
0 %o$ c# $e !de#t!f!ed 7!th the he5/ of effect!&e /erfor"#ce //r!s5 syste". Perfor"#ce //r!s5 syste" he5/s !# "ot!&t!#- the e"/5oyees !# order to !#crese the /roduct!o#. Effect!&e /erfor"#ce //r!s5 syste" 5so /ro&!des feed$c, to e"/5oyees for the!r /erfor"#ce. After -ett!#- the feed$c,@ e"/5oyees c# t,e correct!&e ct!o#s !# order to !"/ro&e the /erfor"#ce. Perfor"#ce //r!s5 c# $e do#e $y us!#- &r!ous "ethods such s -r/h!c rt!#- sc5e@ 36 de-ree feed$c,@ cr!t!c5 !#c!de#t "ethod@ r#,!#- "ethod etc. A55 these "ethods c# ",e /erfor"#ce //r!s5 effect!&e. E&ery or-#!;t!o# do/ts d!ffere#t "ethods $sed o# the!r o$%ect!&es #d -o5s. I# the &!e7s of Ar"stro#- 20F@ !# tody=s co"/et!t!&e e#&!ro#"e#t@ !t !s #ecessry to do /erfor"#ce //r!s5 of the e"/5oyees. Or-#!;t!o# c# do recru!t"e#t #d se5ect!o# of e"/5oyees $sed o# the e"/5oyee=s /erfor"#ce. 8#-ers !# or-#!;t!o# e&5ute the /erfor"#ce ccord!#- to the!r %o$ reu!re"e#t. It !s #ecessry for e&ery or-#!;t!o# to do/t the effect!&e /erfor"#ce //r!s5 "ethod. E"/5oyees c# -et feed$c, of the!r /erfor"#ce throu-h the "#-ers or fro" the /eer -rou/s. After -ett!#- feed$c,@ e"/5oyees 7!55 ",e efforts to e#h#ce the /erfor"#ce #d ch!e&e the !"s #d o$%ect!&es of N!,e. Pro/er tr!#!##d de&e5o/"e#t to e"/5oyees 7!55 ",e the e"/5oyees c/$5e to do/t the #e7 tech#o5o-!es.
)*1* Purpose Statement The "!# /ur/ose of th!s d!ssertt!o# !s to /ro&!de theoret!c5 fr"e7or, of /erfor"#ce //r!s5 syste" !# the co#te>t of N!,e@ so tht other co"/#!es c# de&e5o/ the!r u#derst#d!##d ,#o75ed-e $out the d!ffere#t /erfor"#ce //r!s5 "ethods !# order to $u!5d co"/et!t!&e d&#t-e. The "!# /ur/ose of th!s reserch study !s to /ro&!de !"/ort#t shres !# -ett!#- the u5!ty #d 5r-e "ou#t of reserch for the &r!ous f!r"s #d or-#!;t!o#. 4!th the he5/ of th!s reserch or-#!;t!o# c# do effect!&e recru!t"e#t #d se5ect!o# of e"/5oyees. Or-#!;t!o# c# 5so /ro&!de future -ro7th of the e"/5oyees #d ",e de&e5o/"e#t of the!r crr!er. Th!s
1 d!ssertt!o# !s 5so he5/fu5 for the co"/#y to ",e the sou#d /os!t!o# !# !#ter#t!o#5 s 7e55 s do"est!c "r,et. 8oreo&er@ th!s d!ssertt!o# !s he5/fu5 !# do/t!#- "ore effect!&e /erfor"#ce //r!s5 syste" $y the or-#!;t!o#. Resercher c# 5so de&e5o/ tr!#!#- #d de&e5o/"e#t /ro-r"s to ",e the e"/5oyees sust!#$5e !# co"/et!t!&e #d !#ter#t!o#5 "r,et. Other /ur/ose of th!s reserch study !s to /ro&!de tr!#!#- #d de&e5o/ "e#t to e"/5oyees !# order to !"/ro&e the!r s,!55s #d ,#o75ed-e. Effect!&e /erfor"#ce //r!s5 syste" he5/s !# ",!#- the /ro/er 55oct!o# of hu"# resources ccord!#- to the!r s,!55s #d ,#o75ed-e. P5c!#- of e"/5oyees ccord!#- to the!r s/ec!5!;t!o# 7!55 e#h#ce the /erfor"#ce #d resu5ts c# $e ch!e&ed effect!&e5y. Th!s d!ssertt!o# 7!55 5so -u!de the reders to de&e5o/ # u#derst#d!#- $out d!ffere#t "ethods of /erfor"#ce //r!s5 used $y the or-#!;t!o#.
)*2* Scope and Limitation of the Study )*2*)* Scope Th!s reserch study /ro&!des the 7!de d!scuss!o# &r!ous /erfor"#ce //r!s5 "ethods
used $y N!,e. Th!s reserch study !s &ery "uch usefu5 !# #5y;!#- the &r!ous "ethods used $y the co"/#!es for do!#- the /erfor"#ce //r!s5. Th!s study !s 5so usefu5 for the or-#!;t!o# !# e#h#c!#- the /erfor"#ce of e"/5oyees. urther /erfor"#ce //r!s5 5so "ot!&tes the e"/5oyees for $etter /erfor"#ce. Se5ect!o# of //ro/r!te "ethods of /erfor"#ce //r!s5 7!55 he5/ !# e&5ut!#- the e"/5oyees= /erfor"#ce. E&5ut!o# of e"/5oyees= /erfor"#ce e#$5es the "#-ers to co#duct the 5er#!#- #d de&e5o/"e#t /ro-r"s !f reu!red. Th!s d!ssertt!o# !s 5so he5/fu5 !# /ro&!d!#- !#for"t!o# to other co"/#!es re-rd!#- the /erfor"#ce //r!s5 cr!ter!. It !s 5so he5/fu5 !# u#derst#d!#- the s!-#!f!c#ce of effect!&e /erfor"#ce //r!s5 syste" !# ter"s of o/ert!#- the $us!#ess !#to !#ter#t!o#5 "r,et. Th!s d!ssertt!o# e>/5!#s the sco/e of /erfor"#ce //r!s5 syste" for u#derst#d!#- the tech#!ues
11 used !# !#ter#t!o#5 "r,et. urther "#-ers c# "ot!&te the e"/5oyees for e#h#c!#- the /erfor"#ce t !#ter#t!o#5 5e&e5. Effect!&e #d /ro/er /erfor"#ce //r!s5 syste" 7!55 ttrct "ore e"/5oyees #d 5so $oost u/ the "or5e of the". Th!s reserch study 5so focuses o# &r!ous "ethods tht c# $e used for co#duct!#- the /erfor"#ce //r!s5. Th!s reserch study 7!55 5so /ro&!de "ethods tht re used $y the N!,e for co#duct!#the /erfor"#ce //r!s5 syste" ccord!#- to !#ter#t!o#5 5e&e5. Perfor"#ce //r!s5 syste" !s 5so he5/fu5 !# #5y;!#- the tr!#!#- #d de&e5o/"e#t #eeds for the e"/5oyees. urther th!s reserch study 7!55 /ro&!de &r!ous dr7$c,s #d d &#t-es of /erfor"#ce //r!s5 syste". Th!s reserch study 7!55 5so he5/fu5 for the e>/erts !# ",!#- the co"/r!so# $et7ee# &r!ous "ethods used $y the other f!r"s 7!th!# the "r,et #d he5/s !# $u!5d!#- the co"/et!t!&e d&#t-e. Th!s reserch study 7!55 5so he5/fu5 !# u#derst#d!#- the e"/5oyee #eeds #d 7#ts. Perfor"#ce //r!s5 he5/s !# !#te-rt!#- or-#!;t!o# -o5s 7!th !#d!&!du5 -o5s tht he5/s !# e#h#c!#- the /erfor"#ce of e"/5oyees. Th!s reserch study 5so /ro&!des !#for"t!o# to the reders re-rd!#- the !"/ct of /erfor"#ce //r!s5 syste" !# the do"est!c s 7e55 s !#ter#t!o#5 $us!#ess. Th!s reserch study !s 5so he5/fu5 !# se5ect!#- the //ro/r!te "ethod of /erfor"#ce //r!s5 $y N!,e. Se5ect!o# of effect!&e /erfor"#ce //r!s5 "ethod he5/s !# -!&!#co"/et!t!o# to other f!r"s 7!th!# the "r,et. E"/5oyees c# 5so $5e to co/e u/ 7!th ch#-!#e#&!ro#"e#t #d do/ts the #e7 tech#o5o-y. Th!s reserch study c# 5so $e used s seco#dry dt for co#duct!#- #other reserch study. Resercher c# t,e refere#ce for ",!#- #other reserch /ro%ects #d e#h#ce the effect!&e#ess. Sco/e of th!s reserch !s &ery 7!de !# u#derst#d!#- the &r!ous "ethods used $y N!,e for do!#- the /erfor"#ce //r!s5. 4!th the he5/ of /erfor"#ce //r!s5 N!,e c# ",e the e"/5oyees sust!#$5e !# !#ter#t!o#5 "r,et.
12 )*2*+* Limitations or co#duct!#- the reserch study !# # effect!&e "##er resercher hs to fce cert!#
/ro$5e"s or !ssues re5ted to reserch. So"e of the /ro$5e"s re d!scussed $e5o7: $ost $onstraints: To -ther the re5e&#t dt for do!#- the reserch !s &ery e>/e#s!&e /rocess. Due to th!s co#str!#t@ resercher !s #ot $5e to co#duct the reserch eff!c!e#t5y. I# order to co55ect the seco#dry dt resercher #eeds %our#5s@ rt!c5es@ #d $oo,s@ etc. tht reu!res 5ot of cost. !"!ted use of seco#dry dt 7!55 5so ffect the effect!&e#ess of reserch study. Time $onstraints: Resercher hs to fce the /ro$5e" of t!"e 7h!5e do!#- the reserch study. Resercher -ets 5!"!ted t!"e for do!#- the reserch tht ffects the u5!ty of dt #d !#for"t!o# tht hs $ee# co55ected. Reduct!o# !# u5!ty of dt "y 5so ffect the effect!&e#ess of reserch #d !"s #d o$%ect!&es of reserch c##ot $e ch!e&ed. 8oreo&er resercher c##ot -ther the e#ou-h !#for"t!o# !# order to co#duct the reserch effect!&e5y. Access $onstraints: So"e rt!c5es #d 7e$s!tes re #ot uthe#t!c for do!#- the reserch tht cretes /ro$5e" !# us!#- the dt for the reserch study. or co#duct!#- the reserch !# //ro/r!te #d effect!&e "##er resercher hs used seco#dry dt o#5y. De/e#de#cy o# seco#dry dt "y ffect the /erfor"#ce of reserch study. Pr!"ry dt #eed to $e used to ",e the reserch eff!c!e#t #d 5so $5e to ch!e&e the reserch !"s #d o$%ect!&es. Re5!$!5!ty of co55ected dt c# $e ffected due to the use of outdted rt!c5es #d so"e e#&!ro#"e#t5 ch#-es.
)*3* Summary ro" the $o&e d!scuss!o#@ !t c# $e co#c5uded tht th!s ch/ter of d!ssertt!o# !s &ery usefu5 !# de&e5o/!#- the ,#o75ed-e re-rd!#- theoret!c5 fr"e7or, $out &r!ous /erfor"#ce //r!s5 "ethods used $y N!,e@ so tht /erfor"#ce of e"/5oyees c# $e e#h#ced. Th!s ch/ter 5so /ro&!de the $se for #s7er!#- the reserch /ro$5e"s. Th!s ch/ter 5so -!&e
13 d!scuss!o# $out the reserch $c,-rou#d@ reserch o $%ect!&es@ /ur/ose of the study@ sco/e #d 5!"!tt!o# of study etc. tht he5/s the resercher !# ",!#- the co#c5us!o# tht "ethods used !# /erfor"#ce //r!s5 he5/s N!,e !# !"/ro&!#- the /erfor"#ce of e"/5oyees. It c# 5so $e co#c5uded tht effect!&e /erfor"#ce //r!s5 !s he5/fu5 !# "ot!&t!#- the e"/5oyees for $etter #d effect!&e /erfor"#ce.
1*
!(APTER + LITERAT'RE RE4IEW +*)* Introduction I# th!s d!ssertt!o#@ "!# o$%ect!&e of th!s ch/ter !s to cr!t!c55y #5y;e d!ffere#t $oo,s #d rt!c5es@ 7h!ch re re5ted to the reserch /ro$5e"@ 7h!ch !s BEffect!&e /erfor"#ce //r!s5 of N!,e. Th!s ch/ter he5/s !# !de#t!fy!#- the theoret!c5 fr"e7or, of effect!&e /erfor"#ce //r!s5. Th!s ch/ter 5so e#$5es the resercher to !de#t!fy the ro5e #d !"/ort#ce of /erfor"#ce //r!s5 syste" !# the do"est!c s 7e55 s !# !#ter#t!o#5 "r,et. Th!s !s 5so he5/fu5 for the resercher to de&e5o/ #d u#derst#d d!ffere#t "ethods of /erfor"#ce //r!s5 syste". Resercher hs 5so #5y;ed the d!ffere#t "ethods tht h&e $ee# used $y the N!,e !# order to do the /erfor"#ce //r!s5 of the!r e"/5oyees. Therefore@ d!ffere#t "ethod of /erfor"#ce //r!s5 used $y N!,e h e5/s !# ttrct!#- #d ret!#!#- the e"/5oyees. urther@ effect!&e /erfor"#ce //r!s5 5so !#f5ue#ces the "or5e of e"/5oyees #d "ot!&tes the" for the $etter /erfor"#ce. Effect!&e /erfor"#ce //r!s5 syste" cretes he5thy 7or,!#- e#&!ro#"e#t #d $r!#-s coo/ert!o# "o#- e"/5oyees.
+*+* Theoretical $rame5or# of Performance Appraisal Accord!#- to S#d5er #d ?eefe 23F@ /erfor"#ce //r!s5 !s the "ethod of e&5ut!#- #d "esur!#- the e"/5oyee /erfor"#ce !# order to #5y;e the future -ro7th of $us!#ess. Resercher sttes tht /erfor"#ce //r!s5 he5/s !# !de#t!fy!#- the outco"es of the /rese#t /erfor"#ce of e"/5oyees s 7e55 s !# t,!#- the future dec!s!o#s. ?u&s 211F 5so su//orts the &!e7 of S#d5er #d ?eefe 23F #d stted tht the "!# o$%ect!&e of /erfor"#ce //r!s5 !s to -!&e the feed$c, to e"/5oyees for the!r /erfor"#ce #d "ot!&tes the" for $etter /erfor"#ce. eed$c, !s -!&e# $y the 5!#e "#-ers to the!r e"/5oyees. I# co#trst@
1 Pro7se #d Pro7se 20F sserted tht /erfor"#ce //r!s5 c##ot $e co#ducted eff!c!e#t5y@ !f the 5!#e "#-er does #ot h&e !#te55ectu5 s,!55s to "esure the /erfor"#ce of e"/5oyees. urther they stted tht "#-ers shou5d h&e the c/c!ty to e&5ute #d /ro&!de feed$c, o# e"/5oyee /erfor"#ce. It c# $e stted tht effect!&e /erfor"#ce //r!s5 syste" he5/s !# ch!e&!#- the -o5s of or-#!;t!o# eff!c!e#t5y. I# the &!e7s of 4r#er 22F@ /erfor"#ce //r!s5 he5/s !# /ro&!d!#- /rotect!o# to the co"/#y 5e-55y -!#st #y "!sco#duct or u#der/erfor"#ce. It 5so /ro&!des !de#t!f!ct!o# of /oor /erfor"ers #d 5so /ro&!des &r!ous "ethods to e#h#ce the /erfor"#ce. It 5so cretes he5thy re5t!o#sh!/ "o#- the e"/5oyees #d !t c# $e do#e throu-h /ro/er co""u#!ct!o# #d o$ser&t!o#. I# the su//ort of 4r#er 22F@ He55&!st 211F e>/5!#ed tht /erfor"#ce //r!s5 he5/s !# "#-!#- the 7or,force /ro/er5y 7!th!# the or-#!;t!o#. Effect!&e /erfor"#ce //r!s5 syste" he5/s !# ",!#- the e"/5oyees d/t!&e ccord!#- to the tech#o5o-!c5 ch#-es. 8#-!#- #d de&e5o/!#- the e"/5oyees for !#ter#t!o#5 "r,et !s the "%or ch55e#-e for the "#-ers 7h!5e do!#- the /erfor"#ce //r!s5. 85ey 211F 5so su//orts the r-u"e#ts of He55&!st 211F@ #d stted tht "#-ers h&e to -!&e tr!#!#- #d de&e5o/"e#t to the e"/5oyees ccord!#- to the !#ter#t!o#5 "r,et. Due the e"er-!#- -5o$5!;t!o#@ d!&ers!f!ed 7or,force hs $ee# do/ ted $y the or-#!;t!o#. r!ous "u5t!#t!o#5 cor/ort!o# "esure the /erfor"#ce of the!r e"/5oyees ccord!#- to the !#ter#t!o#5 "r,et co#d!t!o#s. Or-#!;t!o# #5y;es the /erfor"#ce //r!s5 syste" !# &r!ous cou#tr!es. Scro--!#s #d +e#so# 21F stted tht #o7 dy=s or-#!;t!o# hs to sho7 the!r s,!55s 7or5d7!de !# order to ",e the co"/et!t!&e d&#t-e. Effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# !# -!&!#- co"/et!t!o# to the r!&5r!es !# !#ter#t!o#5 "r,et. 8ost of the "u5t!#t!o#5 co"/#!es do/t the /erfor"#ce //r!s5 syste" ccord!#-
16 to the !#ter#t!o#5 "r,et. Effect!&e /erfor"#ce //r!s5 5eds to the o/t!"u" u t!5!;t!o# of resources. Accord!#- to Crdy #d eo#rd 211F /erfor"#ce //r!s5 he5/s the "#-er !# !de#t!fy!#- the o&er55 7or,!#- of the or-#!;t!o#. Add!t!o#55y throu-h the /erfor"#ce //r!s5@ 5!#e "#-ers c# !de#t!fy the /ro$5e" res #d t,e correct!&e ct!o#s ccord!#-5y. A//r!s5 of e"/5oyees e#sures the $etter /erfor"#ce #d 5so "ot!&tes the" to 7or, hrd !# order to ch!e&e the or-#!;t!o#5 -o5s. Resercher stted tht !# order to "ot!&te the e"/5oyees for $etter /erfor"#ce@ 5!#e "#-ers h&e to !#te-rte the or-#!;t!o#5 -o5s 7!th the !#d!&!du5 -o5s. +#f!e5d #d ?y 211F hs su//orted the &!e7 of Crdy #d eo#rd 211F #d su--ested tht 7!th the e"er-e#ce of "u5t!#t!o#5 co"/#!es@ or-#!;t!o# hs to recru!t the d!&ers!f!ed 7or,force. 4!th the he5/ of d!&ers!f!ed e"/5oyees@ or-#!;t!o# c# co/e u/ 7!th the tech#o5o-!c5 ch#-es !# the e>ter#5 e#&!ro#"e#t. !#e "#-ers h&e to do/t the /erfor"#ce //r!s5 "ethods ccord!#- to the d!&ers!f!ed 7or,force. er-r #d 9rd#er 211F e>/5!#ed tht /erfor"#ce of e"/5oyees #eeds to $e e&5uted t the 5e&e5 of !#ter#t!o#5 "r,et. After do!#- the //r!s5 of e"/5oyees@ "#-ers c# /ro&!de tr!#!#- #d de&e5o/"e#t fc!5!t!es to the e"/5oyees. Perfor"#ce //r!s5 he5/s the "#-ers !# !de#t!fy!#- the su!t$!5!ty of e"/5oyees ccord!#- to the %o$. Th!s !de#t!f!ct!o# he5/s !# !de#t!fy!#- the #eed for further recru!t"e#t #d se5ect!o# of su!t$5e c#d!dte. I# the su//ort of er-r #d 9rd#er 211F@ o#s 211F su--ested tht 7!th the he5/ of /erfor"#ce //r!s5@ "#-ers c# -!&e re"u#ert!o# ccord!#-5y #d 5so /ro&!de re7rds for !"/ro&ed /erfor"#ce. Pro"ot!o# #d de"ot!o# c# $e do#e o# the $s!s of /erfor"#ce //r!s5. E"/5oyee /erfor"#ce he5/s !# "esur!#- the 5e&e5 of resu5ts tht h&e $ee# ch!e&ed #d future $e#ef!t of or-#!;t!o#.
1' I# -!#st of o#s 211F@ ors5u#d 211F r-ued tht /erfor"#ce //r!s5 c##ot $e effect!&e u#5ess@ !t !s used !# /ro/er 7y. So"et!"es /erfor"#ce //r!s5 syste" 7!55 5ed to u#derest!"t!o# of the e"/5oyee=s /erfor"#ce. 8#-ers 7!th 5ess !#te55ectu5 s,!55s c##ot "esure the /erfor"#ce #d t,e correct!&e ct!o#s. Pro/er tr!#!#- #d de&e5o/"e#t shou5d $e -!&e# to the "#-ers !f #ecessry for do!#- the //r!s5. I# cse of the "u5t!#t!o#5 co"/#!es@ "#-ers shou5d h&e ,#o75ed-e $out the &r!ous cu5tures #d &5ues. They 5so h&e the c/$!5!ty to !#te-rte d!ffere#t cu5tures 7!th!# the or-#!;t!o#. Pro/er "#-e"e#t of d!&ers!f!ed 7or,force he5/s !# e#h#c!#- the /erfor"#ce of or-#!;t!o#. Hu#ter #d Re#7!c, 211F hs -!&e# the e>"/5e of Tesco #d e>/5!#ed &r!ous /o5!c!es #d /rocedures used $y the". Tesco hs def!#ed the for"5 /o5!c!es #d /rocedures !# order to -!&e -u!d#ce to the 5!#e "#-ers for do!#- the hu"# resource "#-e"e#t /ro/er5y. Tesco hs to "#-e the e"/5oyee=s /ro/er5y !# order to "!#t!# the co"/et!t!&e#ess !# US "r,et. Accord!#- to "$ert 21F@ for the /erfor"#ce //r!s5 of !#ter#t!o#5 co"/#!es@ "#-ers h&e to e#sure tht !#ter#t!o#5 e"/5oyees #d su$s!d!r!es h&e to $e co#ce#trted to7rds the -o5s of ho"e co"/#y. I# co#trst of "$ert 21F@ A5e>#der #d Doherty 21F stted tht /erfor"#ce //r!s5 !# !#ter#t!o#5 "r,et !s d!ff!cu5t /rocess to /erfor". 9o5s of the /re#t co"/#y do #ot "tch 7!th su$s!d!r!es #d 5so cretes co""u#!ct!o# $rr!er. So"et!"es@ #y !#for"t!o# re5ted to %o$ does #ot /ss to the su$s!d!r!es t //ro/r!te t!"eG th!s ffects the /erfor"#ce of e"/5oyees. It c# $e stted tht /erfor"#ce //r!s5 syste" do/ted the $y the &r!ous !#ter#t!o#5 co"/#!es de/e#ds o# the!r -o5s@ o$%ect!&es #d /o5!c!es. Ts! 211F e>/5!#ed tht /erfor"#ce //r!s5 c# $e do#e $y co"/r!#- the ctu5 /erfor"#ce 7!th the /5##ed -o5s. A#y de&!t!o# !# the !# the stted o$%ect!&es 7!55 #eed
1) correct!&e ct!o#s to $e t,e#. So"e /r!#c!/5es of the /erfor"#ce //r!s5 sttes tht e"/5oyees shou5d -et "er!t ccord!#- to the!r /erfor"#ce. Th!s fct !s su//orted $y 8orde# 2'F #d he stted tht e"/5oyee shou5d $e /ro"oted s /er the!r c/$!5!ty #d s,!55s #ot o# the $s!s of /os!t!o#. 4h!5e do!#- the /erfor"#ce //r!s5@ /erfor"#ce of the e"/5oyees shou5d $e "esured !#d!&!du55y !# the co55$ort!&e efforts.
+*.* Role and Importance of Performance Appraisal System Accord!#- to 8orse 21F /erfor"#ce //r!s5 syste" /5ys &ery !"/ort#t ro5e !# hu"# resource "#-e"e#t. Perfor"#ce //r!s5 of !#d!&!du5s e#h#ces the o&er55 eff!c!e#cy of #y $us!#ess e#t!ty. 8#-ers !# the or-#!;t!o# c# -ther &r!ous $e#ef!ts fro" the effect!&e /erfor"#ce //r!s5 syste". Perfor"#ce //r!s5 he5/s !# ",!#- the creer of the !#d!&!du5 e"/5oyee !# the or-#!;t!o#. Ttu" #d E$er5!# 26F e>/5!#ed three fu#ct!o#5 res of /erfor"#ce //r!s5 !# # or-#!;t!o#. !rst5y /erfor"#ce //r!s5 /5ys d"!#!strt!&e ro5e for the 5!#e "#-ers. 8#-ers c# !de#t!fy the s5ry #d re7rds for e"/5oyees $sed o# the!r /erfor"#ce. 8#-ers c# 5so t,e dec!s!o#s re-rd!#- s5ry !#crese fter e&5ut!#- the /erfor"#ce. Throu-h the /e rfor"#ce //r!s5 de5e-t!o# of uthor!ty #d res/o#s!$!5!ty c# 5so $e -!&e# to c/$5e e"/5oyees. 4!th the he5/ of uthor!ty@ e"/5oyees c# t,e dec!s!o#s $y the!r o7# re5ted to the!r 7or, Ttu" #d E$er5!# 26F. Seco#d5y@ /erfor"#ce //r!s5 5so /5ys ro5e !# /ro&!d!#- deute !#for"t!o# re5ted to the ts,. A//r!s5 syste" c# $e effect!&e !f "#-ers h&e the !#for"t!o# $out !#d!&!du5=s s/ec!5!;t!o# #d 7e,#ess. S/ec!5!;t!o# of e"/5oyee !# /rt!cu5r f!e5d he5/s the "#-ers !# 55oct!#- the resources to the e"/5oyees ccord!#-5y tht !"/ro&e the eff!c!e#cy. After #5y;!#- the 7e,#ess /ro/er tr!#!#- #d de&e5o/"e#t /ro-r"s cou5d $e co#ducted !# order to o&erco"e the 7e,#ess. 8os5ey #d P!etr! 21F 5so su//orted th!s $y sy!#- tht
10 7h!5e o/ert!#- #y !#ter#t!o#5 $us!#essG "#-ers h&e to recru!t the d!&ers!f!ed 7or,force !# order to "eet the do"est!c s 7e55 s !#ter#t!o#5 de"#ds eff!c!e#t5y. Tr!#!#- #d de&e5o/"e#t of d!&ers!f!ed e"/5oyees re /ro&!ded to !#te-rte the d!ffere#t &!e7s of e"/5oyees to7rds co""o# -o5s. or the o/ert!o# of !#ter#t!o#5 $us!#ess@ "#-ers h&e to !#te-rte d!ffere#t cu5tures #d &5ues 7!th!# the or-#!;t!o#. Accord!#- to Ers"us #d Sche#, 20F@ /erfor"#ce //r!s5 /5ys fu#d"e#t5 ro5e !# "ot!&t!#- e"/5oyees for $etter /erfor"#ce. 8#-ers shou5d c rete the 5er#!#e>/er!e#ce@ 7h!ch $oosts u/ the "or5e of e"/5oyees. 8#-ers 5so h&e the c/$!5!ty to !#f5ue#ce the e"/5oyees !# order to !"/ro&e /roduct!&!ty. I# the &!e7 of Ch#@ 4u #d eu#211F /erfor"#ce //r!s5 -!&es $e#ef!ts to the or-#!;t!o# !# "#y 7ys such s !t !s he5/fu5 to re/ out the e>/ected outco"e #d fter #5y;!#- the stre#-ths #d 7e,#ess "#-ers c# set the or-#!;t!o# $eh&!our c cord!#-5y. 8oreo&er@ "#-ers c# -!&e feed$c, to the e"/5oyees $out the!r /erfor"#ce #d 55o7s the" to !#crese the outco"e. I# the su//ort of Ch#@ 4u #d eu#- 211F@ Coo, #d Cross"# 2*F stted tht /erfor"#ce //r!s5 5so /5ys # !"/ort#t ro5e !# !de#t!fy!#- the d!ffere#t #eeds #d e>/ectt!o#s of e"/5oyees 7!th!# the or-#!;t!o#. It !s &ery "uch !"/ort#t for the "#-ers to do the /erfor"#ce //r!s5@ 7h!5e o/ert!#- the !#ter#t!o#5 $us!#ess. 8#-ers shou5d -!&e tr!#!##d de&e5o/"e#t to the e"/5oyees for do/t!#- #e7 tech#o5o-!es. or do!#- the !#ter#t!o#5 $us!#ess e"/5oyees shou5d $e d/t!&e ccord!#- to the ch#-e !# tech#o5o-!es. There re &r!ous fctors such s ch#-e !# -o&er#"e#t /o5!c!es@ e>ch#-e rte f5uctut!o#s@ ch#-e !# tste #d /refere#ces of outs!de custo"ers@ etc. 7h!ch r!se the #eed of /erfor"#ce //r!s5 t re-u5r !#ter&5. Perfor"#ce //r!s5 he5/s !# -!&!#-u!d#ce to the e"/5oyees $y the "#-ers re-rd!#- the !#ter#t!o#5 $us!#ess "#-e"e#t. I#
2 co#trst of Coo, #d Cross"# 2*F@ Cros$y@ De&#ey #d 7 211F stted throu-h the /erfor"#ce //r!s5 e"/5oyees -et "ot!&ted o#5y for short ter". E"/5oyees do hrd 7or, o#5y for -ett!#- //r!s5s@ they 57ys do #ot /erfor" effect!&e5y. They re #ot 57ys /re/red to /erfor" cret!&e #d #e7 th!#-s !# the or-#!;t!o#. So"et!"es de&!t!o# !# the /erfor"#ce cou5d #ot $e fou#d $y the "#-ers. Or-#!;t!o# c# cu!re the th!rd /rty !# order to do /erfor"#ce //r!s5. 4!th the he5/ of /erfor"#ce //r!s5@ "#-ers c# h!-h5!-ht the ch#-es tht h&e $ee# do/ted $y the e"/5oyees fter -ett!#- feed$c, of the!r /re&!ous /erfor"#ce. Accord!#- to +er#rd!# 2)F@ //r!s5s of the e"/5oyee shou5d $e -!&e# $oth o# u5!tt!&e #d u#t!tt!&e "esures. Th!s 7!55 he5/ !# do!#- the o&er55 /erfor"#ce #5ys!s of e"/5oyees. So"e or-#!;t!o# -!&es feed$c, e!ther o# u#t!tt!&e $s!s or o# u5!tt!&e $s!s@ 7h!ch cretes /ro$5e"s. I# su//ort of +er#rd!# 2)F@ S"!ther #d o#do# 20F stted tht /erfor"#ce //r!s5 /5ys fu#d"e#t5 ro5e !# e#h#c!#- the /erfor"#ce of e"/5oyees s 7e55 s the or-#!;t!o#. Ad/t$!5!ty #d !##o&t!o#s !# the or-#!;t!o# he5/s !# cce/t!#- the !#ter#5 #d e>ter#5 e#&!ro#"e#t5 ch#-es. 4!th the //ro/r!te /erfor"#ce //r!s5 "#-ers c# de&e5o/ &r!ous 5er#!#- /ro-r"s for do!#- the !#ter#t!o#5 $us!#ess. or do!#- the !#ter#t!o#5 $us!#ess@ /erfor"#ce //r!s5 hs so"e !"/ort#ce !# "#-!#- the $us!#ess. Accord!#- to r#d5e@ H!5ey #d ?e55!her 211F /erfor"#ce //r!s5 !s co#s!dered s !#d!s/e#s!$5e too5 for "!#t!#!#- the /erfor"#ce of or-#!;t!o#. 4!th the he5/ of //r!s5 !#for"t!o#@ "#-ers c# t,e the dec!s!o#s re-rd!#- recru!t"e#t #d se5ect!o# of e"/5oyees. It !s 5so he5/fu5 !# t,!#- d ec!s!o#s for so"e /erso#5 s/ects such s /ro"ot!o#@ de"ot!o#s@ #d !#crese !# "er!ts. 8#-ers c# 5so fr"e &r!ous /o5!c!es #d strte-!es for the e"/5oyees !# order to ch!e&e the resu5ts eff!c!e#t5y. Th!s fct !s 5so su//orted
21 $y De5!s5e #d 9r!sso" 211F@ they descr!$ed tht 7!th the he5/ of /erfor"#ce //r!s5 syste" e"/5oyees c# %ud-e the!r /erfor"#ce $y the!r o7#. Se5f ssess"e#t he5/s !# "ot!&t!#the e"/5oyees for t,!#- "ore res/o#s!$!5!ty for the!r o7# /erfor"#ce. They try to focus o# !"/ro&e"e#t !# the!r o7# /erfor"#ce. urther@ !t !s he5/fu5 !# reduc!#- co#fus!o# for the /erfor"#ce #d e"/5oyees 7!55 ch#-e the!r %o$ $eh&!our. 9rote 22F 5so r-ued tht se5f //r!s5 of /erfor"#ce he5/s the e"/5oyees !# #5y;!#- the!r %o$ dut!es. urther@ they re $5e to h#d5e the !ssues re5ted to the!r %o$s #d 5so $5e to -!&e rt!#- $y the!r o7#. 4!th the he5/ of se5f rt!#-@ e"/5oyees c# d!scuss the /ro$5e"s #d !ssues re5ted to %o$ 7!th the "#-ers. After #5y;!#- the !ssues "#-ers c# ",e %o$ !"/ro&e"e#t /5#. The &!e7 of 9rote 22F 5so su//orts the &!e7 of He55&!st 211F@ 7ho stted tht "#-ers c# !de#t!fy the 7orth of e"/5oyees !# re5t!o# to the %o$. O# the $s!s of tht "#-ers c# t,e dec!s!o#s re-rd!#- recru!t"e#t@ se5ect!o#@ tr!#!#-@ de&e5o/"e#t #d /ro"ot!o#s. Add!t!o#55y@ they c# 5so dec!de $out the tr#sfer #d /u#!sh"e#t of e"/5oyees. E"/5oyees c# $e tr#sferred to the!r su!t$5e %o$s. Accord!#- to S!"s 22F@ /erfor"#ce //r!s5 !s 5so !"/ort#t !# #5y;!#- the effect!&e#ess of recru!t"e#t #d se5ect!o#. 8#-ers c# do/t $etter recru!t"e#t #d se5ect!o# /ro-r"s fter do!#- the /erfor"#ce //r!s5@ !f reu!red. He 5so stted tht "#-ers c# 5so !de#t!fy the /ro$5e"s tht h&e $ee# fced $y the e"/5oyees@ 7h!5e /erfor"!#- the %o$. I# the su//ort of S!"s 22F@ A;;o#e #d P5er"o 211F stted tht "#-ers c# /5ce the e"/5oyees !# the or-#!;t!o# ccord!#- to the!r c/$!5!ty #d s,!55s. urther@ "#-ers c# 5so d!&!de the eff!c!e#t #d !#eff!c!e#t e"/5oyees #d f!>es the" ccord!#-5y. Su/er!ors c# 5so ,#o7 the!r su$ord!#tes "ore c5ose5y #d #5y;e the!r 7or,!#- $eh&!our. I# e&ery or-#!;t!o#@ /erfor"#ce //r!s5 syste" !s do/ted ccord!#- to the!r 7or,!#- e#&!ro#"e#t.
22 I# so"e or-#!;t!o# //r!s5 !s do#e 7!th s5ry !#cre"e#t. 8!# "ot!&e o f e&ery or-#!;t!o# !s to ch!e&e the stted -o5s #d o$%ect!&es. After do!#- the /erfor"#ce //r!s5@ "#-ers c# d!s/erse these -o5s !# 7ho5e or-#!;t!o# $sed o# c/$!5!t!es #d su!t$!5!ty of e"/5oyees. Accord!#- to 7to# #d #,o7s,! 20F@ 7!thout the /erfor"#ce //r!s5 "#-ers c##ot correct5y !de#t!fy the resu5ts #d /erfor"#ce of e"/5oyees. 8#-ers c# o#5y -uess 7hether e"/5oyees re /erfor"!#- to7rds r!-ht 7y #d ccord!#- to des!red st#drd. O#e of the "!# "ot!&es of or-#!;t!o# !s to "!#t!# #d e# h#ce the 7or,force. I# tody=s $us!#ess@ e"/5oyees /5y &ery !"/ort#t ro5e !# ch!e&!#- the des!red resu5ts of the or-#!;t!o# eff!c!e#t5y. I# su//ort of 7to# #d #,o7s,! 20F@ A//e5$u"@ Roy #d 9!55!5#d 211F sttes tht e"/5oyees= /erfor"#ce #eed to ssessed /ro/er5y !# order to ch!e&e the des!red resu5ts. 4!th the -5o$5 e>/#s!o# of $us!#ess@ "#-ers h&e to fce the /ro$5e" of e"/5oy!# /eo/5e !# "ore th# o#e cou#try. Perfor"#ce //r!s5 !s !"/ort#t !# #5y;!#- the c/$!5!ty of e"/5oyees. I#d!&!du5s 7!th the h!-her d/t$!5!ty #d cret!&!ty c# $e e"/5oyed !# "ore th# o#e cou#try #d $5e to co"/ete -5o$55y. Accord!#- to Rud-e 211F@ due to the -5o$5!;t!o#@ e&ery or-#!;t!o# hs to do/t the d!&ers!f!ed 7or,force #d do/t eff!c!e#t d!&ers!ty "#-e"e#t /ro-r"s. I# the d!&ers!ty "#-e"e#t /ro-r"s@ "#-ers h&e to !#te-rte the /erfor"#ce //r!s5 syste" to ",e the /ro-r" successfu5. 4!th the /erfor"#ce //r!s5 syste"@ "#-ers c# !de#t!fy@ 7hether e"/5oyees h&e !#te-rted d!ffere#t cu5tures #d &5ues to7rds the or-#!;t!o#=s co""o# -o5s ?u&s 211F. r!ous "u5t!#t!o#5 co"/#!es h&e to do the !"/ort #d e>/ort of /roduct #d ser&!ces !# &r!ous cou#tr!es. E"/5oyees shou5d $e c/$5e of o/ert!#- the !#ter#t!o#5 $us!#ess ct!&!t!es. I# future@ or-#!;t!o# c# $e successfu5@ !f they re $5e to !#crese the!r /roduct!&!ty $y !"/ro&!#- the /erfor"#ce of e"/5oyees.
23 Accord!#- to ors5u#d 211F@ /erfor"#ce //r!s5 hs &ery co#s!der$5e ro5e #d !"/ort#ce !# o/ert!#- !#ter#t!o#5 $us!#ess. 4!thout the /ro/er ssess"e#t of e"/5oyee=s /erfor"#ce@ or-#!;t!o# c##ot ch!e&e the!r -o5s eff!c!e#t5y. I# co#trst of ors5u#d 211F@ Hu#ter #d Re#7!c, 211F@ /erfor"#ce c##ot $e !"/ro&ed u#t!5 or-#!;t!o# 7!55 do/t the su!t$5e syste". 8#-ers shou5d h&e the s,!55s to /5ce the e"/5oyees ccord!#- to the!r c/$!5!t!es. A55oct!o# of e"/5oyees ccord!#- to the!r s/ec!5!;t!o# 7!55 /roduce the resu5ts "ore effect!&e5y #d eff!c!e#t5y.
+*0* %ifferent 6ethods of Performance Appraisal Accord!#- to +o-rdus 20F or-#!;t!o# hs to use &r!ous "ethods to do the /erfor"#ce //r!s5 of e"/5oyees. E&ery or-#!;t!o# do/ts su!t$5e "ethods !# order to do the /erfor"#ce //r!s5. There re &r!ous ty/es of /erfor"#ce // r!s5 "ethods such s -r/h!c rt!#- sc5e@ r#,!#- "ethod@ 36 de-ree //r!s5@ cr!t!c5 !#c!de#t "ethod@ f!e5d re&!e7@ forced d!str!$ut!o#@ ssess"e#t ce#tres@ etc. re used $y the or-#!;t!o#. A55 these "ethods re d!scussed $e5o7 !# det!5: %raphic &ating 'cale: Pe"$erto#@ Hos,!#s #d +o#!#t! 211F h&e e>/5!#ed tht !# th!s "ethod o#e e&5utor !s reu!red to !#d!cte the 5e&e5 of /erfor"#ce o# the rt!#- sc5e. It !s o#e the "ost !"/ort#t "ethods of do!#- /erfor"#ce //r!s5. Rt!#- 5e&e5s re for"ed $y us!##u"$er of sc5es. Ech sc5e /red!ct the d!ffere#t d!"e#s!o# of /erfor"#ce or the %o$ such s ,#o75ed-e@ res/o#s!$!5!ty@ u5!ty of 7or,@ ccou#t$!5!ty@ t!"e t,e# etc. +oh5#der #d S#e55F. I# ech sc5e@ ser!es of #u"$ers re !#d!ct!#- the 5e&e5 of /erfor"#ce such s h!-h to 5o7@ -ood to /oor@ "ost to 5est effect!&e@ etc. ccord!#- to th!s /e rfor"#ce !s "esured. I# the su//ort of Pe"$erto#@ Hos,!#s #d +o#!#t! 211F@ Su,!r#o #d S!e#-th! 211F stted tht /erfor"#ce d!"e#s!o#s of the or-#!;t!o# shou5d $e c5er5y def!#ed $efore do/t!#- th!s
2* "ethod. Sc5es tht h&e set shou5d $e $sed o# the or-#!;t!o# $eh&!our@ so tht rtter c# $5e to -!&e rt!#-s ccord!#-5y. Th!s "ethod of /erfor"#ce //r!s5 he5/s !# #5y;!#- the e"/5oyee ,#o75ed-e #d s,!55s crefu55y. Co"/r!so# $et7ee# the /erfor"#ces of &r!ous e"/5oyees c# $e do#e es!5y 7!th the he5/ of th!s "ethod. I# co#trst of Su,!r#o #d S!e#-th! 211F@ !d-e#@ S!"s #d Po7e55 211F stted tht so"et!"es o#e d!"e#s!o# of the //r!s5 "y ffect the rt!#- of other d!"e#s!o#s of s"e /erso#. E&5utor #eed to $e co"/ete#t to "esure the resu5ts ccurte5y #d -!&e //ro/r!te rt!#- to e&ery e"/5oyee. E"/5oyees so"et!"es h&e to fce 7!th the rt!#- errors@ 7h!ch ffect the "or5e of e"/5oyees. &anking (ethod : After #5y;!#- the -r/h!c rt!#- "ethod +esser!s 2)F hs e>/5!#ed r#,!#- "ethod for do!#- the /erfor"#ce //r!s5. I# r#,!#- "ethod@ co"/r!so# $et7ee# the e"/5oyees c# $e do#e. 8er!ts re -!&e# to the e"/5oyees o# the $s!s of the!r o&er55 /erfor"#ce. Th!s ty/e of "ethod he5/s !# ssess!#- the o&er55 tr!ts of e"/5oyees. Th!s fct !s 5so su//orted $y 8ehd!;deh 21F #d he stted tht e"/5oyee /erfor"#ce !s #ot "esured o# the $s!s of s/ec!f!c %o$ co"/o#e# ts. O# the $s!s of r#,s@ e"/5oyees re /5ced !# the or-#!;t!o# to ",e eff!c!e#t use of "#/o7er. urther th!s "ethod he5/ !# ssess!#- the e"/5oyee=s s,!55s !# e&ery f!e5d. A#5ys!s o# the $s!s of s/ec!f!c co"/o#e#ts ",es the e"/5oyees s/ec!5!;ed !# tht /rt!cu5r f!e5d 8th!s #d c,so# 20F. O&er55 #5ys!s of the e"/5oyees ",es the" d/t!&e ccord!#- to the ch#-!#- or-#!;t!o# co#d!t!o#s. Th!s ty/e of /erfor"#ce //r!s5 he5/s the "#-ers !# rr#-!#- the e"/5oyees fro" -ood to $d #d "ore effect!&e to 5est effect!&e. I# co#trst of 8ehd!;deh 21F@ +esser!s 2)F r-ued tht e&5utors re so"et!"es re5uct#t to ",e d!scr!"!#t!o# !# the e"/5oyee /erfor"#ce. 4!thout #5y;!#- the efforts of
2 !#d!&!du5 /erfor"#ce@ e"/5oyees re -!&e# the r#, the r#do"5y. Th!s ty/e of "ethod !s #ot &ery "uch /o/u5r !# the or-#!;t!o#. 8oreo&er@ !t !s &ery d!ff!cu5t to crete the d!ffere#ce $et7ee# /erfor"#ces of d!ffere#t u#!ts. H#f!;deh@ ?;;! #d +o5hs#! 211F su--ested tht rt!#- "ethod of /erfor"#ce //r!s5 re &ery esy to u#derst#d #d s!"/5e to use. 8oreo&er@ 55 the e"/5oyees re treted eu55y #d "esured o# the s"e rt!#- cr!ter!. A//r!s5 /rocess of /erfor"#ce !s s"e for 55 the e"/5oyees !# the or-#!;t!o#. urther@ tr!ts tht h&e $ee# se5ected shou5d $e re5e&#t #d %ust!f!ed 7!th the %o$. Th!s "ethod !s he5/fu5 !# "ot!&t!#- the e"/5oyees for $etter /erfor"#ce #d e"/5oyees !tse5f c# co"/re the!r /erfor"#ce 7!th other e"/5oyees. $ritical Incident (ethod : Accord!#- to 9te7ood@ e!5d #d +rr!c, 21F@ cr!t!c5 !#c!de#t "ethod !s the ty/e of u5!tt!&e //roch@ 7h!ch c# $e used to ch!e&e the descr!/t!o# of 7or,. Th!s "ethod !s &ery "uch usefu5 !# # 5y;!#- the tr!#!#- #eed or /erfor"#ce de&e5o/"e#t /ro-r"s for e"/5oyees. I# th!s "ethod !#d!&!du5s re re/orted 7!th so"e !#c!de#ts@ 7h!ch ref5ect e!ther -ood or $d /erfor"#ce. E&5utor c# "esure the /erfor"#ce fro" so"e cr!t!c5 !ssues tht se/rtes the !#effect!&e fro" the effect!&e %o$ /erfor"#ce. I# su//ort of 9te7ood@ e!5d #d +rr!c, 21F@ +er#rd!# 21F stted tht "#-ers /re/re the 5!st of cr!t!c5 !#c!de#ts of ech e"/5oyee #d ",e /erfor"#ce e&5ut!o#. Th!s "ethod cretes $se for the "#-ers tht 7!55 he5/ !# do!#- co"/r!so#. Th!s "ethod !s &ery "uch usefu5 s !t ",es the d!ffere#ce $et7ee# the successfu5 #d u #successfu5 /erfor"#ce. E"/5oyees 7!th 5ot of cr!t!c5 !#c!de#ts #eed to -!&e tr!#!#- for the !"/ro&e"e#t. Accord!#- to 8!,u5!c #d Pre$e; 211F@ cr!t!c5 !#c!de#t "ethod he5/s the "#-ers !# !"/ro&!#- the!r 7or,!#- e#&!ro#"e#t. E"/5oyees 7!55 5so ",e ch#- es !# the!r 7or,!# $eh&!our #d /erfor" "ore eff!c!e#t5y. urther th!s "ethod e#t!5s the descr!/t!o# of s!tut!o#
26 tht #d &r!ous co#seue#ces. 9or"# #d E&ers 211F r-ue tht cr!t!c5 !#c!de#t "ethod c##ot "esure the /erfor"#ce !# u#t!tt!&e ter"s. urther "#-ers h&e to #ote do7# 55 the !#c!de#ts of e"/5oyees re-u5r5y@ 7h!ch c##ot $e /rct!c55y /oss!$5e. #orced )istribution: Th!s "ethod use the s/ec!f!c d!str!$ut!o# for -!&!#- rtes to the e"/5oyees. I# forced d!str!$ut!o#@ e&5utor uses the &r!ous co"/o#e#ts o f %o$ !#sted of s!#-5e fctor for do!#- the %o$ e&5ut!o#. E"/5oyees re rted ccord!#- to the d!str!$ut!o# such s 1 5o7@ 2 $o&e@ * &er-e@ etc. tht &o !ds the /ro$5e" of #e-5ect!#- #d ce#tr5 te#de#cy De#!s! #d 9r!ff!# 2F. O# the other s!de@ th!s "ethod uses the #ot &ery "uch /o/u5r "o#- the "#-ers of d!ffere#t or-#!;t!o#. 8oreo&er@ th!s "ethod so"et!"es cretes "!strust #d reduces the "or5e of e"/5oyees. Th!s "ethod cretes d!scr!"!#t!o#@ e&e# !f e"/5oyees h&e 5"ost s!"!5r /erfor"#ce@ 7h!ch does #ot "ot!&te the e"/5oyees 8th!s #d c,so# 20F. Accord!#- to 9oe5 #d +oure55 211F !# forced d!str!$ut!o#@ "#-ers ",e -rou/ of e"/5oyees ccord!#- to /redef!#ed freue#c!es #d -!&e rtes to the /erfor"#ce of e"/5oyees. reue#c!es re deter"!#ed !# d&#ce $y the or-#!;t!o#@ 7h!ch he5/s !# esy e&5ut!o# of /erfor"#ce. *+ )egree Appraisal : Accord!#- to 8so#@ Po7er@ +,er #d S7!ft 20F@ 36 de-ree feed$c, /erfor"#ce //r!s5 !s the /rocess !# 7h!ch e"/5oyees -et feed$c, of the!r /erfor"#ce. eed$c, !s -!&e# $y the!r "#-ers@ /eers@ d!rect re/orts@ su$ord!#tes@ te" "e"$ers etc. t t!"e5y !#ter&5s. So"et!"es e"/5oyee -ett!#- feed$c, 5so hs to -!&e the se5f rt!#-. I# th!s "ethod rou#d e!-ht to t7e5&e /eo/5e f!55 u/ the feed$c, for" !#c5ud!#- the or-#!;t!o# co"/ete#c!es. I# feed$c, for"@ so"e uest!o# re !#c5uded tht re e&5uted throu-h rt!#- sc5e #d /erso# -!&!#- feed$c, c# 5so 7r!te the co""e#ts for the
2' /erfor"#ce. I# su//ort of 8so#@ Po7er@ +,er #d S7!ft 20F@ D!@ T#- #d 8euse 211F sttes tht feed$c, tht !s -!&e# to e"/5oyees !s co#f!de#t!5 #d re /ro&!ded $y the 7or,ers rou#d the". Th!s "ethod he5/s !# #5y;!#- the stre#-th #d 7e,#ess of the e"/5oyees. 4!th the he5/ of feed$c, for"@ e"/5oyee c# #5y;e the cr!t!c5 res #d c# ",e de&e5o/"e#t /5#. Th!s "ethod !s 5so ,#o7# s "u5t! rter "ethod $ ecuse rt!#- !s -!&e# $y &r!ous /eo/5e 7!th!# the or-#!;t!o#. Se5f rt!#- of e"/5oyees he5/s !# ",!#- se5f ssess"e#t. 36 de-ree feed$c, !s &ery "uch usefu5 for the or-#!;t!o# !# t,!#- the d"!#!strt!&e dec!s!o# such s /ro"ot!o#@ "er!t rt!#- #d tr#sfer. urther@ !t !s he5/fu5 !# ch#-!#- the /erce/t!o# of other e"/5oyees #d !# t,!#- %ust!f!ed dec!s!o# e/s!#-er #d uc! 20F. (anagement by -bjectives (/-0: Accord!#- to So""er&!55e 2'F !# th!s "ethod "#-ers #d e"/5oyees dec!de the co""o# -o5s #d o$%ect!&es !# d&#ce. Er5!er stted st#drds #d o$%ect!&es /ro&!de $se for the e"/5oyees !# do!#- se5f ssess"e#t. E"/5oyee /erfor"#ce c# "esure $y #5y;!#- the e>te#t to 7h!ch o$%ect!&es h&e $ee# "et Pecor@ Cher!# #d +ruce 20F. o!#t dec!s!o# of su/er!or #d su$ord!#tes he5/s !# st!sfy!#- the #eeds #d 7#ts of $oth. 8oreo&er@ !t !s he5/fu5 !# e#h#c!#- the /erfor"#ce. I# th!s "ethod@ /erfor"#ce !s e&5uted o# the $s!s of er5!er stted o$%ect!&es. Th!s he5/ !# #5y;!#- #y de&!t!o# !# the stted o$%ect!&es #d correct!&e ct!o#s c# $e t,e# !f reu!red. Accord!#- to Sore#se# #d 8!#h# 211F@ fter sett!#- the o$%ect!&es@ e"/5oyees c# do the se5f ud!t #d c# //5y the reu!red s,!55s #d ,#o75ed-e for ",!#- the /erfor"#ce effect!&e. Er5!er stted o$%ect!&es he5/ the "#-ers !# !de#t!fy!#- #d "esur!#- the e"/5oyee tr!ts su!t$5e for the %o$. Su/er!ors //r!se the /erfor"#ce o# the $s!s of ctu5 resu5ts #ot $y e"/5oyee tr!ts. Hu"# resource c# $e ut!5!;ed o/t!"55y throu-h the 8+O "ethod. I# -!#st
2) of Sore#se# #d 8!#h# 211F@ +!// #d ?5e!#-e5d 211F stted tht e"/5oyee c##ot t,e dec!s!o# or ",e ch#-es ccord!#- to the e#&!ro#"e#t5 ch#-es. So"et!"es e"/5oyees !# the or-#!;t!o# re #ot c5er $out the o$%ect!&es tht ffect the o&er55 /erfor"#ce of or-#!;t!o#. A5"&!st@ CtsuJs #d S,oo- 211F -!&e su--est!o# #d sttes tht o$%ect!&es shou5d $e fr"ed fter co#s!der!#- the /re&!ous /erfor"#ce of e"/5oyees. 8#-ers h&e to de&e5o/ the ct!o# /5# #d 5so /ro&!de tr!#!#- to the e"/5oyees !# order to ch!e&e the des!red o$%ect!&es eff!c!e#t5y. 8#-ers c# 5so -u!de the e"/5oyees o# ho7 resu5ts c# $e eff!c!e#t5y ch!e&ed. r!ous "ethod used $y the "#-ers he5/s !# "esur!#- #d e&5ut!#- the /erfor"#ce /ro/er5y.
+*1* 6ethods used ,y "i#e for Performance Appraisal Perfor"#ce //r!s5 !s # !"/ort#t too5 tht he5/s !# "ot!&t!#- the e"/5oyees to -!&e the!r $est o# the %o$. It 5so he5/s !# deter"!#!#- the efforts "de $y # !#d!&!du5 to co"/5ete the!r %o$ o# t!"e #d 7!th!# &!5$5e resources. There re &r!ous /erfor"#ce //r!s5 tech#!ues tht he5/ the e"/5oyees to -et f!r #d correct re"u#ert!o# for the!r 7or, #d "ot!&te the" to 7or, for the de&e5o/"e#t of the or-#!;t!o#. or /ro&!d!#- effect!&e #d eff!c!e#t //r!s5 to e"/5oyees there re cert!# //r!s5 tech#!ues tht re used $y N!,e to dec!de the ctu5 &5ue of //r!s5 tht !s suff!c!e#t for # e"/5oyee to -et "ot!&ted to7rds h!s 7or, such s 36 de-ree //r!s5 #d +eh&!our55y #chored rt!#- sc5es +ARSF. Accord!#- to Dft #d #e 20F $eh&!our55y #chored rt!#- sc5es tech#!ue !s used $y the or-#!;t!o# !# order to /ro&!de rt!#- to ech e"/5oyee $sed o# h!s /erfor"#ce for /erfor"!#- h!s 7or, o# the %o$. The cr!ter! for o$ser&!#- the success of the 7or, !s $sed o# the 7or, do#e $y e"/5oyees !# cr!t!c5 s!tut!o#s or the /erfor"#ce of # e"/5oyee fro" h!s fe55o7 $e!#-s. I# f&our of Dft #d #e 20F@ Dft #d 8rc!c 21F s!d tht th!s tech#!ue
20 !s $e#ef!c!5 for the or-#!;t!o# s 7e55 s for the e"/5oyees@ s !t !s esy to "esure the /erfor"#ce of ech e"/5oyee for the "#-e"e#t. At the s"e t!"e e"/5oyees c# 5so %ud-e the!r /erfor"#ce !# co"/re to the!r coK7or,ers. Css!dy@ ?re!t#er #d ?re!t#er 20F stted tht or-#!;t!o# use the tech#!ue of $eh&!our55y #chored rt!#- sc5es $y d!&!d!#- the /erfor"#ce !#to sc5e /o!#ts r#-!#- fro" f!&e to se&e# such s e>tre"e5y -ood /erfor"#ce@ -ood /erfor"#ce@ s5!-ht5y -ood /erfor"#ce@ s5!-ht5y /oor /erfor"#ce@ /oor /erfor"#ce #d e>tre"e5y /oor /erfor"#ce. Th!s rt!#- sc5e fc!5!ttes the "#-er to effect!&e5y rte the /erfor"#ce of the!r su$ord!#tes !# order to /ro&!de deser&ed //r!s5 to ech e"/5oyee. I# su//ort of the Css!dy@ ?re!t#er #d ?re!t#er 20F@ Scher"erhor# 211F d!scussed tht !t he5/s !# #5y;!#- the 7or, of the e"/5oyees #d -!&e !"/ort#ce to the 7or, do#e $y e"/5oyee o# the %o$ rther th# 5oo,!#- t "ore -e#er5 e"/5oyee chrcter!st!cs such s /erso#5!ty #d &-ue 7or, h$!ts. I# order to rte the /erfor"#ce of ech e"/5oyee !# N!,e@ "#-er t ech 5e&e5 effect!&e5y o$ser&e the /erfor"#ce #d rte the!r /erfor"#ce ccord!#- to the /redef!#ed rt!#- sc5e. I# -!#st of Css!dy@ ?re!t#er #d ?re!t#er 20F@ Dece#;o 20F stted tht $eh&!our55y #chored rt!#- sc5es tech#!ue !s #ot # effect!&e tech#!ue to %ud-e the /erfor"#ce of the e"/5oyees s so"et!"e rt!#- !s $sed o# the /erce/t!o# of the "#-er #d the /rocess !s t!"e co#su"!#-. I# su//ort of Dece#;o 20F@ 9ro$5er #d 4r#!ch 2F stted tht th!s tech#!ue reu!red h!-h o$ser&t!o#5 s,!55 !# the "#-ers #d 5so reu!res /ro/er deter"!#t!o# of cr!t!c5 $eh&!ours of the e"/5oyees@ so tht "#-er c# rte the e"/5oyee !# # effect!&e "##er. The resercher 5so stted tht $eh&!our55y #chored rt!#- sc5es tech#!ue reu!red 5r-e t!"e to co55ect dt #d ",e effect!&e dec!s!o#. He 5so stted so"e
3 d!sd&#t-es such s !t reu!res h!-h o$ser&t!o#5 tech#!ue #d so"e t!"e 5eds to "!s5ed!#dt. A5o#- 7!th the $eh&!our55y #chored rt!#- sc5es tech#!ue +ARSF@ N!,e 5so uses 36 de-ree /erfor"#ce //r!s5 tech#!ue@ 7here the to/ "#-e"e#t co55ect the !#for"t!o# $out the e"/5oyee does #ot o#5y fro" h!s su/er&!sor $ut 5so fro" h!s coK7or,ers. Accord!#- to So""er&!55e 2'F@ 36 de-ree /erfor"#ce //r!s5 tech#!ue does #ot o#5y %ud-e the 7or,!#- $!5!ty of # e"/5oyee $ut 5so deter"!#es the o&er55 s,!55s !# order to "!#t!# effect!&e tr!#!#- syste" !# the or-#!;t!o#. The resercher further stted tht th!s he5/s !# the o&er55 de&e5o/"e#t of # e"/5oyee $y !"/rt!#- #e7 s,!55s. N!,e !s co#duct!#- /erfor"#ce //r!s5 $y deter"!#!#- the o&er55 7or, of the e"/5oyee. or e>"/5e@ !f the ssessor !s the "#-er@ h!sLher stff 7!55 $e ofte# s,ed for feed$c, !# order to u#derst#d the sty5e #d "ethods for do!#- the ts,. I# su//ort of So""er&!55e 2'F@ Ar"stro#- 20F stted tht 36 de-ree //r!s5 syste" !s $e#ef!c!5 for $oth the or-#!;t!o# s 7e55 s e"/5oyees. It he5/s !# u#derst#d!#- the /erfor"#ce of the e"/5oyee !# "ore co"/rehe#s!&e "##er tht 7!55 !#crese the cred!t$!5!ty of the //r!s5. The resercher 5so stted tht 36 d e-ree /erfor"#ce //r!s5 fc!5!ttes the to/ "#-e"e#t !# ",!#- "ore ccurte ssess"e#t of the /erfor"#ce. It 5so "ot!&tes e"/5oyees to /erfor" the!r $est for co"/5et!#- the ts, #d he5/s !# "!#t!#!#- -ood re5t!o# 7!th the!r c5!e#t. Co55ect!#- !#for"t!o# fro" 5r-e sources resu5ts !#to -ett!#- "ore ccurte #d /rec!se !#for"t!o# #d thus he5/s the to/ "#-e"e#t to t,e effect!&e dec!s!o# for the //r!s5 for the!r e"/5oyees. 8o#dy 2)F def!#ed tht 36 de-ree //r!s5 tech#!ue !s $est su!t$5e for the N!,e s !t "ot!&tes e"/5oyees to t,e effect!&e /rt!c!/t!o# !# the /erfor"#ce //r!s5 #d cretes
31 ho#esty !# the cu5ture of or-#!;t!o#. I# -!#st of 8o#dy 2)F@ Ct#o 20F stted tht th!s //r!s5 tech#!ue co#su"es 5ots of t!"e #d $e co"e co"/5e> 7or, for the d"!#!strtor to "#-e the !#for"t!o# !# /ro/er for"t. The resercher 5so descr!$es tht "!s"#-e"e#t !# the co55ected !#for"t!o# cretes co#fus!o# #d frustrt!o# "o#- "#y e"/5oyees of the or-#!;t!o# tht "y resu5t !#to decreses !# the "or5 of the e"/5oyees. I# f&our of 8o#dy 2)F@ Ro$$!#s 2)F stted tht th!s //r!s5 tech#!ue he 5/s !# "ot!&te those e"/5oyees@ 7ho u#der&5ue the"se5&es #d re #ot co#f!de#t !# the!r 7or,. Pos!t!&e feed$c, fro" the!r su/er&!sor@ co55e-ues #d other e"/5oyees 5eds to the de&e5o/"e#t of se5f co#f!de#ce 7!th!# the". Th!s de&e5o/"e#t of se5f co#f!de#ce !s 5so $e#ef!c!5 for the or-#!;t!o# s they 7or, 7!th "ore e#thus!s" #d therefore 7or, for the de&e5o/"e#t of or-#!;t!o#. +oth the //r!s5 tech#!ues used $y N!,e !s $e#ef!c!5 for the or-#!;t!o# s o#e of the tech#!ue /ro&!des /o7er to the su/er&!sor to rte the 7or,!#- of the e"/5oyee tht !s he5/fu5 for the or-#!;t!o#. Th!s tech#!ue cretes -ood 7or,!#- e#&!ro#"e#t !# the or-#!;t!o# s e"/5oyees o$ey the order -!&e# $y the su/er&!sor #d thus 7or, eff!c!e#t5y for the de&e5o/"e#t of the or-#!;t!o#. At the s"e t!"e@ 36 de-ree //r!s5 tech#!ue "ot!&tes the e "/5oyees to t,e /rt !# the //r!s5 syste". It 5so "ot!&tes e"/5oyees to 7or, effect!&e5y s th!s tech#!ue t,es feed$c, fro" d!ffere#t sources tht $ou#ds e"/5oyees to sho7 h!s c/$!5!ty !# e&ery f!e5d.
+*2* Summary ro" the $o&e d!scuss!o#@ !t c# $e su""r!;ed tht th!s ch/ter of d!ssertt!o# he5/s !# !de#t!fy!#- the !"s #d o$%ect!&es of reserch to/!c. Th!s ch/ter 5so e>/5!#s &r!ous /erfor"#ce //r!s5 "ethods used $y N!,e for e&5ut!#- the /erfor"#ce. Perfor"#ce //r!s5 "ethod he5/s !# "esur!#- #d !de#t!fy!#- the /erfor"#ce of !#d!&!du5s. Th!s ch/ter
32 of d!ssertt!o# 5so d!scusses $out the theoret!c5 fr"e7or, of /erfor"#ce //r!s5 "ethod. ro" the $o&e d!scuss!o#@ !t c# 5so $e co#c5uded tht@ /erfor"#ce //r!s5 hs &r!ous ro5es #d !"/ort#ce !# "#-!#- the 7or,force of or-#!;t!o#. Perfor"#ce //r!s5 !s &ery "uch !"/ort#t for ssess!#- the /erfor"#ce of e"/5oyees. N!,e hs do/ted &r!ous tr!#!#- #d de&e5o/"e#t /ro-r" fter do!#- the /erfor"#ce //r!s5. N!,e hs do/ted t7o /erfor"#ce //r!s5 "ethods such s 36 de-ree feed$c, #d $eh&!our55y #chored rt!#- sc5e +ARSF. 36 de-ree feed$c, he5/s !#d!&!du5s !# do!#- the se5f ssess"e#t #d se5f ud!t 7heres $eh&!our55y #chored rt!#- sc5e "esures the e"/5oyee /erfor"#ce ccord!#- to the!r tr!ts. Perfor"#ce //r!s5 he5/s !# t,!#- the %ust!f!ed d"!#!strt!&e dec!s!o# such s /ro"ot!o#@ "er!ts@ tr#sfer@ etc. #d 5so f!r re"u#ert!o# to the e"/5oyees. E&ery or-#!;t!o# do/ts the su!t$5e /erfor"#ce //r!s5 "ethods $sed o# the!r or-#!;t!o#. N!,e co55ects !#for"t!o# $out the!r e"/5oyees throu-h 36 de-ree feed$c, "ethod.
33
!(APTER . 6ET(O%OLO&7 .*)* Introduction Th!s ch/ter !s re5ted 7!th se5ect!#- the //ro/r!te "ethodo5o-y for co55ect!#- the dt for the reserch 7or,. It sho7s the 7or, do# e $y the resercher for co55ect!#- the uthe#t!cted #d re5!$5e dt for the reserch ct!&!ty. 4!th the he5/ of th!s ch/ter@ resercher cretes 5!#, $et7ee# the reserch uest!o# #d the reserch o$%ect!&es. Th!s ch/ter e"/hs!s o# the d!ffere#t "ethods #d the tech#!ues tht re used $y the resercher for co55ect!#- dt fro" the d!ffere#t dt sources #d 5so sho7s 7h!ch source !s "ore re5!$5e. Th!s ch/ter /rese#ts the /h!5oso/hy@ /rd!-"@ reserch des!-#@ reserch //roch #d d!ffere#t dt co55ect!o# tech#!ue used $y the resercher for co55ect!#- !#for"t!o# !# order to !#crese the cred!t$!5!ty of the reserch 7or,. At the s"e t!"e@ th!s ch/ter co#s!sts of //r!s5 the fr"e7or, to e>"!#e the uthe#t!c!ty #d //5!c$!5!ty of "ethod ut!5!;ed $y the resercher !# the d!ssertt!o# #d 5so reco""e#ds d!ffere#t //roches to e#h#ce the eff!c!e#cy of the reserch strte-!es #d /rocess.
.*+* Research Paradigm and Philosophy Reserch /rd!-" #d /h!5oso/hy !s !"/ort#t too5 for the resercher for des!-#!#- the reserch strte-y #d to se5ect the //ro/r!te "ethod for co55ect!#- the dt !# # effect!&e "##er. Accord!#- to 8>7e55 2F@ reserch /rd!-" !s /ers/ect!&e he5d $y the -rou/ reserchers@ !# order to def!#e the set of ssu"/t!o#@ co#ce/t@ &5ue #d /rct!ces for co#duct!#the reserch 7or,. BPrd!-" !s # !#ter/rett!&e fr"e7or,@ 7h!ch !s -u!ded $y set of $e5!efs #d fee5!#-s $out the 7or5d #d ho7 !t shou5d $e u#derstood #d stud!ed H""e55 2*F.
3* I# other 7ords@ /rd!-" he5/s the resercher !# co#duct!#- the reserch 7or, $y e>/5!#!#- the /ro/er set of $e5!efs #d &5ues !# order to /ersude the d!rect!o# of the reserch. It he5/s !# f!#d!#- the //ro/r!te 7y to co"/5ete the reserch 7or, $y /rese#t!#- the &5!d #d //5!c$5e r-u"e#t for fu5f!55!#- the !" of the reserch /ro$5e". There re three ty/es of reserch /rd!-" tht def!#es the reserch !#to three d !ffere#t ty/es $sed o# the!r !ssuesG therefore !t !s !"/ort#t to u#derst#d 55 the three ty/es +5!,!e 2'F. They re def!#ed s /os!t!&!st /rd!-"@ !#ter/ret!&e /rd!-" #d re5!s" /rd!-". 1ositivist 1aradigm: Th!s !s # //roch tht !s $sed o# the sc!e#t!f!c "ethods to sho7 the truth #d re5!ty !# the o$%ect!&e of the reserch /ro$5e". Th!s tech#!ue !s $sed o# the ssu"/t!o# tht #tur5 sc!e#ce he5/s !# f!#d!#- the true ,#o75ed-e of the /ro$5e". Pos!t!&!st!c resercher //5!es th!s "ethod for e>/5or!#- the fcts #d f!-ure of the reserch /ro$5e" 7!th the he5/ of -e#er5 sources. I# order to co#duct the reserch 7or, u#der /os!t!&!s"@ resercher hs to co55ect 5r-e #u"$er of dt s"/5e !#sted of co55ect!#- s/ec!f!c #d /rec!se dt. I# th!s "ethod@ resercher hs to focus o# u#t!ty of dt rther th# u5!ty for f!#d!#- the s/ec!f!c so5ut!o# Po5!t #d +ec, 2)F. Interpretivism 1aradigm: I#ter/ret!&!s" /rd!-" !s he5/fu5 !# u#derst#d!#- the "u5t!/5e truths #d "e#!#-s of s!#-5e fct. These "u5t!/5e truths #d fcts re su!t$5e !# d!ffere#t s!tut!o#s #d therefore 7!th the he5/ of th!s reserch tech#!ue@ resercher c# es!5y !de#t!fy the //ro/r!te "e#!#- of the fct !# the curre#t s!tut!o#. Th!s reserch tech#!ue !s $sed o# u#derst#d!#- the fcts rther th# e>/5!#!#- the /ro$5e"@ !.e. !t focuses o# !#ter/ret!#- the ru5es #d re-u5t!o# ccord!#- the # eed of the resercher Cohe#@ 8#!o#@ 8orr!so# #d 8orr!so# 2'F. I#ter/ret!&e /h!5oso/hy he5/s the resercher to sho7 !#terest
3 "o#- /eo/5e #d the!r sty5e !# order to crete !#terre5t!o#sh!/ $et7ee# the!r !des #d re5 7or5d. &ealism 1aradigm: Re5!s" focuses o# the re5 s!tut!o# #d he5/s the resercher !# deter"!#!#- the thou-ht /rocess of # !#d!&!du5 to7rd the re5 t!"e s!tut!o#s. There re t7o ty/es of re5!s" &!;. D!rect #d cr!t!c5 re5!s". D!rect re5!s" he5/s the resercher to deter"!#e the rect!o# of !#d!&!du5s o# the re5 t!"e s!tut!o#s. It he5/s !# !de#t!fy!#- the res/o#se of /eo/5e o# the $s!s of 7ht they see@ her #d fee5 $out the reserch /ro$5e" Cohe#@ 8#!o#@ 8orr!so# #d 8orr!so# 2'F. O# the other h#d@ cr!t!c5 re5!s" resercher e&5utes the res/o#se of the !#d!&!du5 !# order to res/o#d to the re5 7or5d s!tut!o#s. A5o#- 7!th the reserch /rd!-"@ reserch /h!5oso/hy 5so he5/s the resercher !# deter"!#!#- the dt sources for co#duct!#- the reserch 7or, !# # effect!&e #d eff!c!e#t "##er. It he5/s the resercher to se5ect the //ro/r!te dt #d fc!5!ttes h!" to f!#d the uthe#t!c!ty of the dt. I# th!s reserch /ro$5e"@ resercher hs to focus o# u#derst#d!#- the !"/ort#ce of the effect!&e /erfor"#ce //r!s5 syste" !# N!,e !# order to "!#t!# -ood 7or,!#- c5!"te !# !#ter#t!o#5 $us!#ess 9oddrd #d 8e5&!55e 2*F. I# th!s reserch@ resercher used !#ter/ret!&e /rd!-" tech#!ue !# order to deter"!#e the //ro/r!te dt co55ect!o# tech#!ue s !t he5/s the resercher to f!#d the "e#!#- #d !"/ort#ce of &r!ous /erfor"#ce //r!s5 tech#!ue used $y or-#!;t!o#s. O# the other h#d@ /os!t!&!s" #d re5!s" /h!5oso/h!es re #ot //ro/r!te s !t focus o# the -e#er5 !#for"t!o# #d do #ot st!sfy the de"#ds of the reserch /ro$5e".
.*.* Research %esign Reserch des!-# !s # !"/ort#t ste/ for $efore /roceed for co#duct!#- the reserch 7or,. It !s 5so ,#o7# s the $5ue/r!#t of the reserch tht he5/s !# f!#d!#- the #s7er to the reserch
36 /ro$5e" #d su--ests the 7y to co55ect #d #5y;e the re5e&#t dt !# "ost su!t$5e 7y. There re "!#5y t7o ty/es of reserch des!-# #"e5y@ descr!/t!&e reserch des!-# #d e>/5#tory reserch des!-#. )escriptive &esearch )esign: Descr!/t!&e reserch des!-# !s used $y resercher !# order to /ro&!de descr!/t!o# $out the #tur55y occurr!#- /he#o"e#o# or the ct@ 7h!ch !s #ot rt!f!c!55y "#!/u5ted. I# th!s ty/e of reserch 7or, resercher -e#er55y f!#ds #s7er of the uest!o#s such s ho7@ 7ht@ 7he# #d 7hy 9oddrd #d 8e5&!55e 2*F. I# other 7ords@ !# descr!/t!&e reserch study@ resercher strts 7!th -e#er5 uest!o# $out the reserch /ro$5e" #d co55ects the dt !# order to f!#d the effect!&e resu5t for the /ro$5e". Descr!/t!&e reserch "!-ht $e co#ducted for heur!st!c reso#s@ for e>"/5e to f!#d out "ore det!5ed !#for"t!o# $out the reserch /ro$5e" or to test for /r!or! hy/othes!s. 2planatory &esearch )esign: E>/5#tory reserch focus o# the B7hy uest!o# of the reserch /ro$5e". It he5/s !# def!#!#- the #ture of the reserch /ro$5e" !.e. -e#er5!;!#- the resu5t $sed o# the /o/u5t!o# fro" 7h!ch s"/5e !s dr7#. U#5!,e descr!/t!&e reserch@ e>/5#tory reserch sho7s the -e#er5 !#for"t!o# #d re&e5s csu5ty $et7ee# the -!&e# &r!$5es. I# th!s reserch //roch@ resercher use e>/e r!"e#t5 "ethod for sho7!#- the cred!t$!5!ty of the re/ort ?rys!, #d !## 21F. I# th!s reserch 7or,@ resercher use descr!/t!&e reserch des!-# for co55ect!#- the re5e&#t dt for the reserch. Th!s //roch he 5/s the resercher to co55ect the !#for"t!o# $out the -!&e# uest!o# #d sho7s the s/ec!f!c resu5t to the -!&e# reserch /ro$5e". A5so@ the e>/5#tory reserch des!-# !s #ot su!t$5e here s resercher hs #ot to co#duct #d e>/er!"e#t for f!#d!#- the ccurte resu5t of the reserch.
.*0* Research Approach
3' Reserch //roch he5/s the resercher to se5ect the r!-ht /th for co55ect!#- the !#for"t!o# s 7e55 s he5/s !# co#duct!#- the reserch 7or, eff!c!e#t5y. It /ro&!des 7e55 def!#ed 7y to resercher for co"/5et!#- the reserch 7or,. There re t7o ty/es of reserch //roch !.e. !#duct!&e reserch //roch #d deduct!&e reserch //roch. Inductive &esearch Approach: I#duct!&e //roch !s 5so ,#o7# s $otto" to to/ //roch s resercher hs "o&es@ !ts reserch 7or, for" s/ec!f!c to -e#er5 o$ser&t!o#s. I# th!s reserch //roch@ resercher hs to co55ect the s/ec!f!c !#for"t!o# #d the# ",e the o$ser&t!o# to the $roder #d -e#er5!;e 7y !# order to u#derst#d the to/!c !# "ore det!5ed 7y. It he5/s the resercher to $rode# the reserch re #d thus co55ect "ore #d "ore !#for"t!o# for ",!#- hy/othes!s. I# th!s ty/e of reserch 7or, co#c5us!o# !s -e#er55y $sed o# ssu"/t!o# #d !#&o5&e de-ree of u#cert!#ty E#-e5 #d Schutt 2F. )eductive &esearch Approach: th!s //roch !s %ust o//os!te to the !#duct!&e reserch //roch s !# th!s reserch //roch resercher hs to "o&e h!s reserch 7or, fro" -e# er5 to s/ec!f!c. Deduct!&e reserch //roch !s 5so ,#o7# s to/ to $otto" //roch@ 7here resercher co55ects !#for"t!o# !# $roder se#se #d "o&e the reserch 7or, to f!#d the s/ec!f!c so5ut!o# of the /ro$5e". I# th!s ty/e of reserch 7or,@ co#c5us!o# !s $sed o# 5o-!c #d &!5$5e fcts he#ce "ust $e cert!# !# #ture E#-e5 #d Schutt 2F. I# th!s //roch@ resercher hs to sho7 r-u"e#ts $sed o# the 57s@ ru5e #d cce/ted /r!#c!/5es for !#cres!#- the cred!t$!5!ty of the reserch 7or,. I# th!s d!ssertt!o# !#duct!&e //roch !s used $y the resercher s !#!t!55y@ #5ys!s of dt !s $sed o# the &r!ous //roch of the /erfor"#ce //r!s5 tech#!ue #d the# reserch hs to f!#d the !"/ct of these tech#!ues o# !#ter#t!o#5 $us!#ess of the N!,e. The deduct!&e
3) //roch !s #ot used s the reserch !s ssoc!ted 7!th /os!t!&!s" /h!5oso/hy tht !s #ot //ro/r!te for th!s reserch.
.*1* Research Strategy There re #u"$er of strte-y for co55ect!#- the !#for"t!o# $out the reserch study #d to deter"!#!#- the ccurte resu5t for the -!&e# /ro$5e". I# order to co55ect !#for"t!o# for co#duct!#- the reserch 7or,@ reserch c# use &r!ous "ethods such s 5!terture re&!e7@ cse study@ o$ser&t!o#@ etc. I# th!s reserch 7or,@ resercher uses 5!terture re&!e7@ cse study #d sur&ey throu-h uest!o##!re tech#!ue for co55ect!#- the !#for"t!o#. Resercher do/ts 5!terture re&!e7 tech#!ue to study the cde"!c rt!c5es #d $oo, !# order to u#derst#d the &r!ous co#ce/t of the /erfor"#ce //r!s5 syste" 45sh #d 4!-e#s 23F. Sur&ey !s t,e# $y resercher fro" the e"/5oyees of the or-#!;t!o# for deter"!#!#- the /rct!c5 !"/5!ct!o# of the //r!s5 syste" #d cse study he5/s the resercher to u#derst#d the /ro$5e" fced $y the or-#!;t!o# !# the curre#t //r!s5 syste". .*1*)* !ase Study There re &r!ous for"s of cse study tht he 5/s !# $u!5d!#- the !#Kde/th ,#o75ed-e of
the cse. It he5/s the resercher !# /ro&!d!#- the descr!/t!o# of the e>/er!e#ce #d /ro&!des e>ct !#for"t!o# re-rd!#- the o$%ect!&es of the reserch /ro$5e". Cse study c# $e def!#ed s e>/5#tory #d e>/5ortory "ethods tht re used $y resercher !# order to f!#d the re5!$5e dt for co#duct!#- the reserch 7or, Pe55!ss!er 2)F. Therefore@ the cse study of N!,e for u#derst#d!#- the &r!ous "ethods used $y the or-#!;t!o# for /erfor"#ce //r!s5 he5/s the resercher to u#derst#d the !"/ort#ce of syste" !# "!#t!# -ood or-#!;t!o#5 e#&!ro#"e#t !# the !#ter#t!o#5 $us!#ess. At the s"e t!"e th!s he5/s the resercher to /ro&!de effect!&e su--est!o# for ",!#- the syste" "ore
30 effect!&e tht 7!55 he5/ !# !#cres!#- the "or5 of the e"/5oyees #d 7or, for the de&e5o/"e#t of or-#!;t!o# Pe55!ss!er 2)F.
.*2* /ualitative and /uantitative %esign There re t7o //roches for co#duct!#- the reserch 7or, !# # effect!&e "##er. I# u5!tt!&e reserch //roch resercher hs to co55ect the dt "ore /rec!se5y #d "ore c5ose to the reserch /ro$5e". I# th!s reserch //roch resercher co#ce#trtes o# u5!ty of the dt co55ected #d tr!es to co55ect dt fro" "ost uthe#t!c sources Cres7e55 23F. O# the other h#d@ !# u#t!tt!&e reserch //roch resercher co55ects dt !# 5r-e u#t!ty #d do #ot focus o# the /rec!se#ess of the dt fro" the reserch /ro$5e". I# th!s //roch reserch //roch to 5r-e #u"$er of /rt!c!/#t #d co55ect the!r &!e7s for co#duct!#- the reserch 7or, !# # effect!&e "##er Cres7e55 23F. I# th!s reserch 7or, resercher hs se5ected u5!tt!&e reserch //roch for f!#d!#- the effect!&e so5ut!o# for the -!&e# /ro$5e". (u5!tt!&e reserch //roch !s 5so su!t$5e s resercher hs se5ected !#ter/ret!&e reserch /h!5oso/hy #d !#duct!&e reserch //roch. At the s"e t!"e@ th!s reserch !s $sed o# co#struct!&e /r"eters@ 7h!ch co "/r!ses descr!/t!&e #d //5!ed reserch stud!es eCo"/te #d Sche#su5 21F. I# order to u#derst#d the !"/ort#ce of /erfor"#ce //r!s5 #d to se5ect the $est //r!s5 tech#!ue !# the !#ter#t!o#5 "r,et resercher hs to co55ect the dt "ore /rec!se5y fro" the e"/5oyees of the or-#!;t!o# s 7e55 s fro" the to/ "#-e"e#t. Therefore the dt co55ect!o# tech#!ue "ust $e $sed o# u5!ty !#for"t!o# #ot o# u#t!ty. I# th!s reserch 7or,@ resercher hs co55ected dt fro" $oth /r!"ry s 7e55 s seco#dry sources therefore u5!tt!&e //roch !s "ore su!t$5e to !#crese the cred!t$!5!ty of the reserch 7or,.
*
.*3* %ata !ollection 6ethods Dt co55oct!o# !s # !"/ort#t ste/ for co#duct!#- the reserch 7or,. It he5/s !# u#derst#d!#- the /ro$5e" effect!&e5y #d /ro&!des $se to the resercher to f!#d so5ut!o# for the -!&e# /ro$5e" of the reserch. There re t7o 7ys to co55ect dt such s /r!"ry dt co55ect!o# tech#!ue #d seco#dry dt co55ect!o# tech#!ue. Pr!"ry tech#!ue 5so su$d!&!des !#to &r!ous cte-or!es such s !#ter&!e7@ uest!o##!re sur&ey@ focus -rou/ #5ys!s@ etc. At the s"e t!"e@ seco#dry dt co55ect!o# !#c5udes %our#5s@ rt!c5es@ scho5r5y $oo,s@ 7e$s!tes@ ##u5 re/orts@ ce#suses re/orts@ /ro%ects@ etc. Ph!55!/s #d St7rs,! 2)F. .*3*)* Primary %ata Sources
Pr!"ry dt re those dt tht re co55ected es/ec!55y for /rt!cu5r reserch #d re #ot used !# #y other reserch 7or,. I# th!s tech#!ue@ resercher co55ets dt d!rect5y fro" the tr-et ud!e#ce #d u#derst#d the fee5!#- #d $eh&!our of the /eo/5e !# co#cer# to the reserch /ro$5e". There re &r!ous "ethods to co55ect /r!"ry dt such s !#ter&!e7@ uest!o##!re sur&ey@ focus -rou/ #5ys!s@ o$ser&t!o#@ etc. I# th!s d!ssertt!o#@ resercher use sur&ey throu-h uest!o##!re for co55ect!#- /r!"ry dt fro" the e"/5oyees of the N!,e or-#!;t!o# for u#derst#d!#- the /erfor"#ce //r!s5 tech#!ue Ph!55!/s #d St7rs,! 2)F. Th!s /r!"ry dt 5so he5/s the resercher to u #derst#d the /ro$5e" fced $y the e"/5oyees fro" the curre#t //r!s5 tech#!ue !# the or-#!;t!o#@ so tht resercher c# /ro&!de effect!&e reco""e#dt!o# to !"/ro&e the curre#t syste". There re t7o ty/es of s"/5!#- strte-y tht c# $e !"/5e"e#ted $y the resercher to se5ect the s"/5e s!;e for co55ect!#- /r!"ry dt for the reserch. These !#c5ude /ro$$!5!ty s"/5!#- #d #o# /ro$$!5!ty s"/5!#- tech#!ue. U#der /ro$$!5!st!c s"/5!#- strt!f!ed r#do"@ c5uster@ syste"t!c #d s!"/5e r#do" re c5ss!f!ed tht re usefu5 for se5ect!#- the s"/5e s!;e fro" the e#t!re
*1 /o/u5t!o# Cohe#@ 8#!o#@ 8orr!so# #d 8orr!so# 2'F. O# the other h#d@ #o# /ro$$!5!st!c s"/5!#- tech#!ue !#c5udes co#&e#!e#ce@ uot #d /ur/os!&e. Pr!"ry dt co55ect!o# !s t!"e co#su"!#- /rocess $u t /ro&!des "ost uthe#t!c #d &5!d dt to the resercher. I# order to co55ect /r!"ry dt fro" the e"/5oyees of N!,e@ resercher h&e 55octed t!"e durt!o# fro" th No&e"$er 211 to 1th Dece"$er 211 #d for co55ect!#- the /r!"ry dt resercher hs used s!"/5e r#do" s"/5!#- strte-y u#der #o#K /ro$$!5!ty s"/5!#- strte-y #d therefore se5ected e"/5oyees o# the r#do" $s!s. .*3*+* Secondary %ata Sources
Seco#dry dt re the dt tht re ut!5!;ed $y so"e other resercher !# the!r reserch 7or,. Resercher hs to #5yse #d t,e effect!&e !# order to u#derst#d the reserch /ro$5e" #d to f!#d the effect!&e so5ut!o# for the reserch /ro$5e". There re &r!ous sources for co55ect!#- seco#dry dt such s $oo,s@ #e7s//ers@ cde"!c %our#5s@ scho5rs@ 5!terture re&!e7 co"/#!es re/ort #d other uthor!;ed source to ddress the reserch uest!o#s Porche@ D. . 2*F. It he5/s !# cr!t!c55y re&!e7 the reserch /ro$5e" #d f!#ds out resu5t for the /redef!#ed /ro$5e". Add!t!o#55y@ th!s "ethod fc!5!ttes the resercher to f!#d the re5e&#t dt #d !#for"t!o# for sho7!#- the reco""e#dt!o#s !# order to !"/ro&e the curre#t syste" of the or-#!;t!o# 8r5o7 21F. I# other 7ords@ seco#dry dt co55ect!o# "ethod !s # effect!&e 7y for co55ect!#- dt #d !#for"t!o# for the reserch 7or, s !t fc!5!ttes the resercher to c o55ect effect!&e #d re5!$5e dt. Th!s "ethod 5so he5/s the resercher to e&5ute the e>!st!#- stud!es $out the reserch /ro$5e" #d c# co"/re the stud!es of other resercher for /rese#t!#- the resu5t !# effect!&e "##er +os5u-h 2'F. I# th!s reserch 7or,@ resercher uses seco#dry dt fro" &r!ous sources such s %our#5s@ rt!c5es@ scho5r5y $oo,s for e#h#c!#- the u#derst#d!#- $out
*2 the /erfor"#ce //r!s5 tech#!ues. Th!s "ethod !s che/er #d 5ess t!"e co#su"!#- fro" the $o&e d!scussed "ethod.
.*8* Summary Th!s ch/ter e>/5!# the !#troduct!o# of the "ethodo5o-y tht !s used $y the resercher !# order to co55ect uthe#t!c #d //ro/r!te !#for"t!o# for co#duct!#- the reserch 7or,. urther@ th!s ch/ter descr!$e the reserch /h!5oso/hy tht !s he5/fu5 for resercher for !#cres!#- the cred!t$!5!ty of the reserch 7or,. Reserch //roch # d des!-# used $y resercher re 5so e>/5!#ed !# th!s ch/ter tht ",es the 7or, es!er for the resercher #d descr!$es the $5ue/r!#t of the reserch 7or, !# order to sho7 d!rect!o# for the efforts of the resercher. Th!s ch/ter 5so e>/5!#s tht cse study strte-y !s he5/fu5 for the resercher to u#derst#d the /ro$5e" of the /erfor"#ce //r!s5 tech#!ue used !# N!,e #d 5so e>/5!# the d&#t-e #d d!sd&#t-e of !t. Th!s ch/ter !s 5so he5/fu5 !# u#derst#d!#- the dt co55ect!o# tech#!ue used $y the resercher for u#derst#d!#- the /ro$5e" !# the cr!t!c5 7y # d /ro&!des reco""e#dt!o# for !"/ro&!#- the //r!s5 tech#!ue !# the co"/#y. st5y@ the ch/ter e>/5!# the other reserch //roches tht c# $e used $y resercher for ",!#- the reserch 7or, effect!&e #d eff!c!e#t.
*3
!(APTER 0 %ATA A"AL7SIS A"% $I"%I&S 0*)* Introduction Th!s reserch 7or, focuses o# the !"/ort#ce of effect!&e /erfor"#ce //r!s5 syste" !# order to o/erte $us!#ess !# !#ter#t!o#5 "r,et. Th!s ch/ter of d !ssertt!o# he5/s the resercher to crete det!5ed d!scuss!o# $out the f!#d!#-s of the reserch study. Th!s ch/ter of d!ssertt!o# 5so he5/s the resercher to e>/5ore the "!# f!#d!#-s re5ted to the reserch to/!c tht !s the ro5e #d !"/ort#ce of /erfor"#ce //r!s5 syste" for the successfu5 o/ert!o#s of $us!#ess !# !#ter#t!o#5 "r,et. Th!s ch/ter !s 5so u!te s!-#!f!c#t to e>/5ore the #5ys!s #d f!#d!#-s $out d!ffere#t /erfor"#ce //r!s5 "ethods tht c# $e used $y the or-#!;t!o#s to ch!e&e co"/et!t!&e d&#t-es !# !#ter#t!o#5 "r,et. The "!# !" of th!s reserch !s to e>/5ore the theoret!c5 fr"e7or, of /erfor"#ce //r!s5 tht !s re5ted to the reserch to/!c. To co#duct th!s ch/ter !# effect!&e "##er@ resercher hs used the"t!c fr"e7or,. It he5/s the resercher to #5y;e ech #d e&ery o$%ect!&e.
0*+* Thematic $rame5or# The"t!c fr"e7or, !s the too5 tht !s used for c5ss!fy!#- #d d!&!d!#- the dt $sed o# the!r the"es #d co#ce/ts. The"t!c fr"e7or, !s /re/red o# the $s!s of reserch study. Ech reserch study hs d!ffere#t fr"e7or, ccord!#- to the!r the"es #d su$to/!cs R!tch!e #d e7!s 23F. Co#duct!#- e&5ut!o# throu-h the"t!c fr"e7or, he5/s the resercher !# #5y;!#- the -thered dt !# //ro/r!te "##er. The"t!c fr"e7or, ss!-#s the codes to the co55ected dt #d 5so he5/s the resercher !# de&e5o/!#- the u5!tt!&e structure. urther@ th!s fr"e7or, 5so uses !#ter&!e7 records@ &!deo foot-e@ f!5ed #otes etc. to #5y;e the reserch effect!&e5y.
** Resercher cretes 5!#, $et7ee# the /eo/5e=s tt!tude #d $e5!efs for e>"!#!#- the dt /ro/er5y. urther@ !t !s 5so su//ort!&e to co"/re the tt!tudes #d $e5!efs !# order to f!#d out the so5ut!o#s for reserch /ro$5e"s oe#e# #d De5ft 26F. 8oreo&er@ the"t!c fr"e7or, co#s!ders the 7r!tte# records tht he5/ the resercher !# tr#s5t!#- the dt !#to ctu5 s!tut!o# #d f!#d out the outco"es of reserch !ssues.
0*.* Theme !onsideration Accord!#- to Ry# #d +er#rd 23F the"e !s -rou/ of d!ffere#t 5!#,ed cte-or!es tht de/!cts the s!"!5r "e#!#-. The"e /5ys &ery cruc!5 ro5e@ 7h!5e fr"!#- the /rocess of the"t!c #5ys!s. The"e co#s!ders the s!-#!f!c#t dt !# order to f!#d out the so5ut!o#s for the reserch re5ted !ssues. urther@ th!s !s 5so he5/fu5 !# f!#d!#- ">!"u" out/ut fro" the -thered dt #d !#for"t!o#. The"t!c #5ys!s he5/s the resercher !# fr"!#- the &r!ous the"es for the reserch. Add!t!o#55y@ !t !s f5e>!$5e !# #ture #d so5&es the reserch !ssues effect!&e5y #d eff!c!e#t5y. Th!s ty/e of reserch study cretes the the"e $sed "ode5s #d 7!th the he5/ of th!s@ resercher f!#ds out the !ssues !# co55ected dt. The"es re / re/red throu-h the co55ected dt s 7e55 s !#&est!-tor=s theoret!c5 u#derst#d!#-. The"es c# $e /re/red throu-h the chrcter!st!cs of /he#o"e#o# tht hs $ee# stud!ed Ry# #d +er#rd 23F.
0*0* &enerali9ation and !ategori9ation of Themes To crete # effect!&e #5ys!s of the dt #d !#for"t!o#@ resercher use te"/5te fr"e7or, 7!th the"t!c #5ys!s. It he5/s the resercher to /ro&!de d!ffere#t codes for co55ected dt #d !#for"t!o# !# effect!&e "##er. It 5so he5/s the resercher to -e#erte the"es !# d&#ce to effect!&e5y co#duct th!s ch/ter. or th!s@ resercher c# d!&!ded dt #d !#for"t!o# !# t7o "ost !"/ort#t the"es such s /r!or! #d /oster!or! the"es. These the"es he5/s the resercher to -e#erte !#!t!5 te"/5tes #d 5so he5/fu5 to record /rt!c!/#ts res/o#ses dur!#the reserch /rocess. Accord!#- to +er#rd #d Ry# 20F@ /r!or! the"es he5/ the resercher to
* co#duct u5!tt!&e reserch !# effect!&e "##er. It 5so he5/s the resercher to use 7!de r#-e of dt #d !#for"t!o# #d !#ter/ret the" !# effect!&e "##er !# order to -e#erte resu5t for the reserch study. O# the other h#d@ resercher 5so uses /oster!or! the"es tht he5/ the resercher to !de#t!fy !"/ort#t the"es fro" the reserch study. Ta,le ) Priory Themes Role and Importance of Effective Performance Appraisal System : A Priory Theme
Role and Importance of Performance
Service Rationale
8#-e"e#t of
Appraisal System Effect!&e /erfor"#ce //r!s5 syste" he5/s
De&e5o/ "o#!tor!#-
Hu"# Resources
the or-#!;t!o# to "#-e e"/5oyees
syste" to %ud-e
ccord!#- to the!r s,!55s #d $!5!ty !# the
e"/5oyee=s /erfor"#ce.
or-#!;t!o#. I"/ro&e !# "or5 of A# effect!&e /erfor"#ce //r!s5 syste"
It he5/s to !"/ro&e
e"/5oyees
5so he5/s e"/5oyees to de&e5o/ the!r "or5
/erso#5 s,!55s #d
$y cret!#- /erso#5 e>/er!e#ce #d
,#o75ed-e.
Ide#t!fy e"/5oyees=
,#o75ed-e. Perfor"#ce //r!s5 5so !de#t!fy $s!c
D!ffere#t /erfor"#ce
#eeds #d de"#d
#eeds #d de"#d of e"/5oyee@ 7h!ch -!&es
//r!s5 syste" such s
e"/5oyee st!sfct!o# !# the or-#!;t!o#
36 de-ree@ -r/h!c rt!#- sc5e@ r#,!#"ethods@ cr!t!c5 !#c!de#t "ethod@ etc.
To effect!&e5y cco"/5!sh th!s t$5e@ d!ffere#t !"/ort#t the"es #d codes re usefu5. I# order to successfu55y co"/5ete th!s t$5e@ $oth /r!"ry #d seco#dry resources he5/s dur!#- the !"/5e"e#tt!o# /rocess. 4!th the he5/ of /r!or! the"es@ resercher !s 5so $5e to crete
*6 d!ffere#t!te the "%or the"es or /o!#ts to ",e /oster!or! the"es. It !s $ecuse@ th!s t$5e fo55o7s the res/o#se co55ected fro" sur&ey throu-h uest!o##!re "ethod Cre!-#ou #d ?o5!t!s 2)F. 4!th the he5/ of th!s t$5e@ resercher hs $eco"e $5e to de&e5o/ the u#derst#d!#- $out ro5e #d !"/ort#ce of /erfor"#ce //r!s5 syste" to o/ erte $us!#ess !# !#ter#t!o#5 5e&e5. The resercher 5so used /oster!or! the"es to #5y;e #d !#ter/ret the dt #d !#for"t!o# !# effect!&e 7y. The /oster!or! the"es re u!te effect!&e for the resercher to /ro/ose &5!d resu5t fro" the co55ected dt #d !#for"t!o#. It 5so he5/s the resercher to -e#erte ccurte resu5t for the reserch study $ y the co55ected dt #d !#for"t!o#. Ta,le + Posteriori Themes Role and Importance of Effective Performance Appraisal System
A Poster!or!
Ro5e #d I"/ort#ce of Perfor"#ce A//r!s5
Ser&!ce Rt!o#5e
Syste" 8#-e $us!#ess
Syste" +y "ot!&t!#- e"/5oyees to7rds the 7or, or
(u!c, res/o#se to
o/ert!o#s
s/ec!5 ss!-#"e#t@ or-#!;t!o# "#-es
ch#-e@ !"/ro&e !#
I"/ro&e !#
$us!#ess o/ert!o#s. Ide#t!f!ct!o# of tr!#!#- #eed he5/s the
"or5 of e"/5oyees etc. I#crese !# s,!55s #d
/erfor"#ce
or-#!;t!o# to !"/ro&e e"/5oyees= /erfor"#ce ,#o75ed-e #d !# order to ch!e&e or-#!;t!o#5 -o5s #d
u#derst#d!#- $out
I#crese !#
o$%ect!&es. A# effect!&e /erfor"#ce //r!s5 syste"
s/ec!f!c ts,. I#crese !# "r,et
co"/et!t!&e
"ot!&tes e"/5oyees #d -!&es re7rds tht
shre #d st!sfy
d&#t-es
d!rect5y re5ted to the ch!e&e"e#t of
e"/5oyee=s
co"/et!t!&e d&#t-es fro" the !#ter#t!o#5
e>/ectt!o#s !#
"r,et. Effect!&e /erfor"#ce //r!s5 syste" 5so
effect!&e "##er. I"/ro&e s,!55s #d
Pro&!de tr!#!#-
*' #d de&e5o/"e#t
!de#t!fy the s,!55s of e"/5oyees #d 5so he5/fu5
,#o75ed-e tht su//ort
/ro-r"s
to /ro&!de effect!&e tr!#!#- #d de&e5o/"e#t
the or-#!;t!o# to
/ro-r".
!"/ro&e !ts $us!#ess !# the "r,et.
I# order to crete effect!&e reserch #d to co"/5ete th!s ch/ter !# effect!&e "##er@ resercher hs used sur&ey throu-h uest!o##!re "ethod. It he5/s the resercher to f!#d out //ro/r!te resu5t for the reserch study. To crete effect!&e resu5t@ resercher co#ce#trted o# ech #d e&ery dt #d !#for"t!o# dur!#- the !"/5e"e#tt!o# /rocess of the reserch study. I# th!s /rocess@ resercher /ro&!des the effect!&e #d &5!d resu5t 7!th the he5/ of !#Kde/th #5ys!s of dt #d !#for"t!o#. It 5so he5/s the resercher to ch!e&e reserch !"s #d o$%ect!&es !# effect!&e "##er. It hs $ee# d!scussed !# the 5!terture re&!e7 tht # effect!&e /erfor"#ce //r!s5 syste" /5ys # !"/ort#t ro5e !# the or-#!;t!o# #d h e5/s the or-#!;t!o# to "#-e hu"# resource !# effect!&e "##er. 4!th the he5/ of effect!&e //r!s5 syste"@ "#-ers c# !de#t!fy e"/5oyees= s,!55s #d ,#o75ed-e tht he5/s the" to "#-e $us!#ess o/ert!o#s !# !#ter#t!o#5 "r,et. Resercher 5so !de#t!f!ed tht # effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to de&e5o/ # syste" tht su//ort the e"/5oyees to !"/ro&e the!r /erfor"#ce #d %ud-e e"/5oyee /erfor"#ce !# the !#ter#t!o#5 "r,et. Use of //ro/r!te /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# to d!&!de /rt!cu5r 7or, ccord!#- to the e"/5oyees= $!5!ty #d s,!55s. It he5/s the or-#!;t!o# s 7e55 s e"/5oyees to st!sfy the!r #eeds #d de"#ds !# effect!&e "##er !# the or-#!;t!o#. It hs $ee# !#&est!-ted $y the resercher tht # effect!&e /erfor"#ce //r!s5 syste" !s 5so he5/fu5 for the e"/5oyees to !"/ro&e the!r "or5 !# the or-#!;t!o#. It !s !de#t!f!ed $y the
*) resercher tht /erfor"#ce //r!s5 syste" he5/s the e"/5oyees to !"/ro&e the!r e>/er!e#ce #d ,#o75ed-e. Resercher 5so !#&est!-ted tht # effect!&e /erfor"#ce //r!s5 syste" "ot!&tes e"/5oyees for $etter /erfor"#ce !# the or-#!;t!o#. It !s $ecuse /erfor"#ce //r!s5 !#c5udes the re7rd syste" tht "ot!&tes e"/5oyees to crete $etter 7or, o# s/ec!f!c ts, or ss!-#"e#t. Perfor"#ce //r!s5 syste" 5so /ro&!des the feed$c,s to the e"/5oyees tht he5/ the e"/5oyees to !"/ro&e the!r s,!55s #d ,#o75ed-e !# effect!&e "##er. I# u#t!tt!&e dt co55ect!o#@ resercher f!#ds out tht: An effective performance appraisal system leads the organization to evaluate employees3 performance in the international market and also helps to give specific task or job to the re"uired skilled employee. It helps the organization as well as the employee to get satisfaction from the job. 4!th the he5/ of d!ffere#t /erfor"#ce //r!s5 syste"@ # or-#!;t!o# c# e&5ute the!r e"/5oyees= /erfor"#ce o# s/ec!f!c ts, or %o$. D!ffere#t /erfor"#ce //r!s5 syste"s h&e the!r o7# d&#t-es tht he5/ the or-#!;t!o# to !"/ro&e e"/5oyee /erfor"#ce !# the or-#!;t!o#. It hs $ee# !#&est!-ted $y the resercher tht # effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# to !de#t!fy the #eeds #d de"#d of the e"/5oyees. It he5/s the or-#!;t!o# to !"/ro&e e"/5oyees= s,!55s #d ,#o75ed-e !# effect!&e "##er. 4!th the he5/ of effect!&e /erfor"#ce //r!s5 syste" "ost of the or-#!;t!o# ch!e&e or-#!;t!o#5 -o5s #d o$%ect!&es !# effect!&e "##er. It !s $ecuse /erfor"#ce //r!s5 syste" 5eds the or-#!;t!o# to fu5f!5 e"/5oyee=s de"#d #d /ro&!de effect!&e 7or,!#- e#&!ro#"e#t tht "ot!&te e"/5oyees to 7or, effect!&e5y !# the or-#!;t!o#. Accord!#- to o#e of the res/o#de#ts: 4ith the help of effective performance appraisal system, organization can determine that the employee perform his or her job effectively or not. This leads the employees as well as
*0 organization to improve skills and knowledge that is directly related to the effective performance in the organization. -rganizations use different performance appraisal system according to the nature of the organization. This helps the organizations to evaluate employees3 performance in effective manner. These methods also help the organizations to find out the basic needs and demand that are related to the development of organization at international level. Th!s #5ys!s 5so he5/s the resercher to e>/5ore so"e /o ster!or! the"es such s "#-e $us!#ess o/ert!o#s@ !"/ro&e !# /erfor"#ce@ !#crese !# co"/et!t!&e d&#t-es #d /ro&!de tr!#!#- #d de&e5o/"e#t /ro-r"s@ etc. These the"es re 5so he5/fu5 for the resercher to def!#e the ro5e #d !"/ort#ce of effect!&e /erfor"#ce //r!s5 syste" to "#-e $us!#ess !# !#ter#t!o#5 "r,et.
0*1* Posteriori Themes 0*1*)* 6anage Business Operations The "!# !" of /erfor"#ce //r!s5 syste" !s to "#-e hu"# resource !# effect!&e
"##er #d to -e#erte effect!&e 7or, tht he5/s the or-#!;t!o# to "#-e the!r 7or, effect!&e5y. A# effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to "ot!&te e"/5oyees to7rds the 7or, or s/ec!5 ss!-#"e#t tht he5/s the or-#!;t!o# to effect!&e5y "#-e the!r o/ert!o#s !# !#ter#t!o#5 "r,et. It 5so he5/s the or-#!;t!o# to %ud-e the /erfor"#ce of e"/5oyees o# s/ec!f!c ts,. ro" the sur&ey throu-h uest!o##!re /rocess@ !t hs $ee# !de#t!f!ed $y the resercher tht 7!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ "#-ers c# !de#t!fy the dece#t s5ry # d re7rd /c,-es for the e"/5oyees ccord!#- to the!r s,!55s #d ,#o75ed-e !# the or-#!;t!o#. O#e of the res/o#de#ts !# se"!K structure !#ter&!e7 stted tht: An effective performance appraisal system helps the employees as well as organization to identify employees3 skills and knowledge in order to perform a specific task in the organization.
1erformance appraisal system also helps the employees to receive feedbacks from his or her seniors, colleagues and management team to improve their skills and knowledge in effective manner. An effective performance appraisal system also helps the organization to evaluate the performance of employees and delegate the responsibilities and authorities to perform the work in effective manner. ro" the sur&ey throu-h uest!o##!re /rocess@ !t hs $ee# 5so !de#t!f!ed $y the resercher tht 7!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ or-#!;t!o# o/ertes the!r $us!#ess o/ert!o#s !# effect!&e "##er !# the !#ter#t!o#5 "r,et See 9r/h 1F.
&raph ) Performance appraisal is important for organi9ation to manage operations*
or" the /rocess@ !t hs $ee# !de#t!f!ed tht //ro> *) /erce#t e"/5oyees $e5!e&ed tht # effect!&e /erfor"#ce //r!s5 syste" !s !"/ort#t for the or-#!;t!o#. They $e5!e&ed tht /erfor"#ce //r!s5 $oost the" to o/erte $us!#ess ct!&!t!es !# !#ter#t!o#5 "r,et #d /erfor" &ery 7e55. After #5y;e the uest!o##!re@ !t hs $ee# 5so !de#t!f!ed $y the resercher tht o#5y 1* /erce#t e"/5oyees $e5!e&ed tht effect!&e /erfor"#ce //r!s5 syste" hs 5o7
1 !#f5ue#ce o# "#-!#- o/ert!o#5 ct!&!t!es t !#ter#t!o#5 "r,et. They r-ued tht there re so"e other fctors 5so tht he5/ the or-#!;t!o# to "#-e !ts o/ert!o#5 ct!&!t!es such s $eh&!our of e"/5oyees@ the!r tt!tude to7rds the 7or, #d other e"/5oyees@ etc. ro" the sur&ey throu-h uest!o##!re /rocess@ !t hs $ee# 5so !de#t!f!ed $y the resercher tht there re se&er5 /erfor"#ce //r!s5 syste"s tht he5/s the or-#!;t!o# to record feed$c,s fro" the e"/5oyees #d /ro&!de effect!&e ss!st#ce to de&e5o/ the s,!55s #d ,#o75ed-e of e"/5oyees. A# effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# to ch!e&e !ts or-#!;t!o#5 -o5s #d o$%ect!&es !# effect!&e "##er. A# effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# to "#-e !ts o/ert!o#5 ct!&!t!es !# eff!c!e#t "##er. I# the se"!Kstructure !#ter&!e7 /rocess@ o#e of the e"/5oyees of N!,e stted tht: The use of *+ degree performance appraisal system helps the company to create effective working environment for the employees. 4ith the help of this performance appraisal system, employee receives timely feedback. It helps the employees to improve their performance in the organization. This method also helps the employees to develop the understanding about strengths and weaknesses to perform a specific task within the organization. Accord!#- to sur&ey throu-h uest!o##!re /rocess@ 36 de-ree /erfor"#ce //r!s5 syste" !s "ost !"/ort#t /erfor"#ce //r!s5 syste" tht he5/s the e"/5oyees s 7e55 s or-#!;t!o# to -et feed$c, o# the!r /erfor"#ce fro" the d!ffere#t 5e&e5 of e"/5oyees #d "#-e"e#t te"s See 9r/h 2F.
2
&raph + 6ost Important Performance Appraisal System that supports the Business at International 6ar#et*
After #5y;!#- the uest!o##!re@ !t hs $ee# !de#t!f!ed tht //ro> * /erce#t e"/5oyees $e5!e&ed tht 36 de-ree /erfor"#ce //r!s5 !s !"/ort#t for the or-#!;t!o# to %ud-e the /erfor"#ce of e"/5oyees. It he5/s the e"/5oyees to rece!&e feed$c,s fro" 55 the 5e&e5s of e"/5oyees #d "#-e"e#t te" 7!th!# the or-#!;t!o#. After tht@ //ro> 1) /erce#t e"/5oyees /referred -r/h!c rt!#- sc5e /erfor"#ce //r!s5 syste" #d //ro> 16 /erce#t e"/5oyees 7#t cr!t!c5 !#c!de#t "ethod for /erfor"#ce //r!s5 !# the or-#!;t!o#. 0*1*+* Improvement in Performance A# effect!&e /erfor"#ce //r!s5 syste" 5so /5ys # !"/ort#t ro5e !# !"/ro&!#-
/erfor"#ce #d /roduct!&!ty of or-#!;t!o# s 7e55 s e"/5oyees= /erfor"#ce !# the !#ter#t!o#5 "r,et. ro" the 5!terture re&!e7 #5ys!s@ !t hs $ee# !de#t!f!ed $ y the resercher tht # effect!&e /erfor"#ce syste" he5/s the e"/5oyees to de&e5o/ the!r s,!55s #d ,#o75ed-e o# s/ec!f!c f!e5d tht he5/s the e"/5oyees to crete effect!&e 7or, o# the ss!-#"e#t or ts,. I#
3 N!,e@ 36 //r!s5 syste" #d $eh&!our55y #chored rt!#- sc5e syste" he5/s the co"/#y to co55ect !#for"t!o# #d dt re5ted to the e"/5oyee /erfor"#ce. It he5/s the or-#!;t!o# to de&e5o/ e"/5oyees= s,!55s #d ,#o75ed-e ccord!#- to the!r $!5!ty. O#e of the hu"# resource e"/5oyees of N!,e stted !# se"! !#ter&!e7 /rocess tht: The use of *+ degree appraisal system and behaviourally anchored rating scale system helps the company to collect information about employees not only from the co5workers but also from top management team in order to create effective development of employees3 skills and knowledge on some specific tasks. To collect information about employees, organization asks to fill the appraisal form that helps the organization to evaluate overall performance of employees in effective manner. It also helps the company to decide training needs of the employees to develop the personal as well as professional skills and knowledge. ro" the sur&ey throu-h uest!o##!re /rocess@ !t hs $ee# !de#t!f!ed $y the resercher tht # effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the e"/5oyees to d e&e5o/ the!r /erfor"#ce !# the !#ter#t!o#5 "r,et. 8ost of the e"/5oyees $e5!e&es tht effect!&e /erfor"#ce //r!s5 syste" "ot!&te the" to shre the!r ,#o75ed-e #d s,!55s 7!th other e"/5oyees #d -!# so"e e>tr e>/er!e#ce fro" the other e"/5oyees tht he5/s the" to !"/ro&e the!r /erfor"#ce !# the "r,et See 9r/h 3F.
*
&raph . Performance Appraisal (elps to Improve Performance of employee in International 6ar#et*
After #5y;!#- the uest!o##!re@ !t hs $ee# !de#t!f!ed $y the resercher tht //ro> 2 e"/5oyees or /rt!c!/#ts -reed tht /erfor"#ce / /r!s5 syste" he5/s the e"/5oyees to !"/ro&e the!r /erfor"#ce !# the "r,et. It hs $ ee# 5so !de#t!f!ed fro" the uest!o##!re tht o#5y ) e"/5oyees 7ere d!s-reed o# tht. They r-ued tht /erfor"#ce //r!s5 syste" !s #ot o#5y tech#!ue tht he5/ the or-#!;t!o# to !"/ro&e /erfor"#ce of e"/5oyees $ut 5so 7!th the he5/ of other effect!&e too5s #d tech#!ues such s 7or,!#- e#&!ro#"e#t@ cu5ture@ etc. e"/5oyees= c# !"/ro&e the!r /erfor"#ce !# the or-#!;t!o#. I# curre#t sce#r!o@ "ost of the or-#!;t!o# uses effect!&e /erfor"#ce //r!s5 syste" to %ud-e the /erfor"#ce of e"/5oyees. Th!s he5/s the or-#!;t!o# to co"/re e"/5oyees= e>!st!#- /erfor"#ce 7!th /re&!ous /erfor"#ce !# the or-#!;t!o#. 4!th the he5/ of th!s co"/r!so#@ or-#!;t!o# !s $5e to de&e5o/ #d !"/5e"e#t so"e effect!&e tr!#!#- #d de&e5o/"e#t /ro-r"s tht he5/ the e"/5oyees to de&e5o/ the!r s,!55s #d ,#o75ed-e $out the
or-#!;t!o# #d !ts fu#ct!o# !# order to ch!e&e or-#!;t!o#5 -o5s #d o$%ect!&es. I# the !#ter&!e7 /rocess@ o#e of the res/o#de#ts stted tht: $ompany uses dual performance appraisal system to evaluate ade"uate performance of employees in effective manner. 4ith the help of both of performance appraisal system such as behaviourally anchored rating scales techni"ues and *+ degree performance appraisal system, company has become able to compare employees3 performance with the previous performance. I# the uest!o##!re /rocess@ "ost of the e"/5oyees or /rt!c!/#ts -reed tht /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to co"/re e"/5oyees= e>!st!# /erfor"#ce 7!th the /re&!ous /erfor"#ce. Accord!#- to the uest!o##!re@ //ro> *6 /erce#t e"/5oyees $e5!e&ed tht # effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to co"/re e"/5oyees= e>!st!#- /erfor"#ce 7!th /er&!ous /erfor"#ce !# effect!&e "##er. They r-ued tht effect!&e /erfor"#ce //r!s5 syste" record the dt #d !#for"t!o# re5ted to the e"/5oyees tht he5/ the or-#!;t!o# to f!#d out the /re&!ous dt of e"/5oyees. It 5so he5/s the "#-ers to dec!de@ 7hether the e"/5oyee !s su!t$5e for the s/ec!f!c ts, or #ot See 9r/h *F.
6 &raph 0 Appraisal System helps to compare Employees: E;isting Performance 5ith Previous Performance* 0*1*.* Increase in !ompetitive Advantages I# tody=s co"/et!t!&e e#&!ro#"e#t@ "ost of the or-#!;t!o#s use /erfor"#ce //r!s5
syste" to de&e5o/ e"/5oyees= s,!55s #d ,#o75ed-e $out the or-#!;t!o# #d !ts fu#ct!o#s !# !#ter#t!o#5 "r,et. It 5so he5/s the or-#!;t!o#s to ch!e&e co"/et!t!&e d&#t-es fro" the !#ter#t!o#5 "r,et. It !s $ecuse effect!&e /erfor"#ce //r!s5 syste" !#c5udes so"e re7rds for the e"/5oyees tht "ot!&te e"/5oyees to ch!e&e effect!&e /erfor"#ce 7!th!# the or-#!;t!o# to rece!&e eff!c!e#t re7rds fro" the or-#!;t!o#. It 5so he5/s the or-#!;t!o# to !#crese !# /roduct!&!ty of e"/5oyees s 7e55 s or-#!;t!o# !# the !#ter#t!o#5 "r,et. Throu-h sur&ey $y uest!o##!re /rocess@ !t 5so h s $ee# !#&est!-ted $y the resercher tht /erfor"#ce //r!s5 syste" !s # effect!&e too5 tht he5/s the or-#!;t!o# to "ot!&te e"/5oyees t !#ter#t!o#5 "r,et. O#e of the e>ecut!&e 5e&e5 e"/5oyees of N!,e stted tht: 2ffective performance appraisal system helps the organization to define its activities in front of employees and management team. It also helps the organization to motivate employees towards the organizational function and provide effective platform to improve efficiency and productivity in order to achieve organizational goals and objectives in international market. After #5y;!#- uest!o##!re@ resercher !de#t!f!ed tht "ost of the e"/5oyees o f N!,e $e5!e&ed tht # effect!&e /erfor"#ce //r!s5 syste" !s too5 tht "ot!&te e"/5oyees t !#ter#t!o#5 "r,et #d /erfor" the!r $est !# order to ch !e&e co"/et!t!&e d&#t-es fro" the "r,et. I# the uest!o##!re /rocess@ //ro> 6) /erce#t e"/5oyees -reed tht /erfor"#ce //r!s5 syste" he5/s the e"/5oyees to !"/ro&e the!r e>!st!#- s,!55s #d ,#o75ed-e !# the or-#!;t!o# #d -!# e>/er!e#ce fro" the o5d #d se#!or e"/5oyees to crete effect!&e 7or, !# the or-#!;t!o#. O# the other h#d@ //ro> 22 /erce#t e"/5oyees 7ere #ot !# f&our #d r-ued
' tht there re 5so so"e other fctors tht he5/s the or-#!;t!o# to "ot!&te e"/5oyees to7rds the 7or, such s 7or,!#- e#&!ro#"e#t@ $eh&!our of se#!ors@ 7or, t!"!#-@ etc. These fctors 5so "ot!&te e"/5oyees to -!&e the!r $est !# the or-#!;t!o# #d to ch!e&e co"/et!t!&e d&#t-es fro" the "r,et See 9r/h F.
&raph 1 Performance Appraisal is an Effective Tool to 6otivate Employees
ro" the #5ys!s of dt #d !#for"t!o#@ !t hs $ee# fou#d $y the resercher tht !# the /erfor"#ce //r!s5 syste"@ 36 de-ree /erfor"#ce //r!s5 he5/s the or-#!;t!o# to rece!&e /ro/er feed$c, $out the e"/5oyees #d the!r /erfor"#ce !# effect!&e "##er. 4!th the he5/ of 36 de-ree /erfor"#ce //r!s5 syste"@ or-#!;t!o# co55ects the d!ffere#t /o!#t of &!e7s of e"/5oyees@ "#-e"e#t te" #d coK7or,ers $out the s/ec!f!c e"/5oyees tht he5/s the or-#!;t!o# to dec!de /ro/er s5ry or !#ce#t!&e for the e"/5oyees !# the or-#!;t!o#. Th!s /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# s 7e55 s to the e"/5oyees to %ud-e the!r /erfor"#ce 7!th the coK7or,ers #d try to !"/ro&e s,!55s #d ,#o75ed-e !# effect!&e "##er. Th!s /erfor"#ce //r!s5 syste" de&e5o/s so"e st#drds tht he5/ the or-#!;t!o# to e&5ute e"/5oyees= /erfor"#ce o# such /r"eters. O#e of the e>ecut!&e e"/5oyees of N!,e /rese#ted h!s &!e7s dur!#- the !#ter&!e7 /rocess #d stted tht:
) The *+ performance appraisal system helps the company to evaluate employee3s performance with his or her co5workers. It helps the organization to motivate employees towards their work. This performance appraisal system is also helpful for the employees to rate their performance in the organization. It also eplores the characteristics of employees in effective manner that help the employees to create effective work within the organization. It hs $ee# 5so !#&est!-ted $y the resercher tht 36 de-ree /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to deter"!#e o&er55 de&e5o/"e#t of e"/5oyees to ch!e&e or-#!;t!o#5 -o5s #d o$%ect!&es. It !s 5so fou#d $y the resercher tht 36 de-ree /erfor"#ce //r!s5 syste" 5so "ot!&tes e"/5oyees to /erfor" the!r ts, !# t!"e5y "##er #d to "!#t!# the!r re5t!o#sh!/s 7!th the other e"/5oyees #d 7!th the c5!e#t effect!&e5y See 9r/h 6F.
&raph 2 .2< Performance Appraisal System helps to Provide Proper $eed,ac# to Employees
0 After #5y;!#- the uest!o##!re@ !t hs $ee# fou#d tht //ro> 66 /erce#t /rt!c!/#ts stro#-5y -reed tht 36 /erfor"#ce //r!s5 he5/s the or-#!;t!o# to /ro&!de /ro/er feed$c, $out the e"/5oyees. The /rt!c!/#ts r-ued tht 7!th the he 5/ of th!s /erfor"#ce //r!s5 syste"@ or-#!;t!o# 5so de&e5o/ so"e tr!#!#- /ro-r" tht su//ort the e"/5oyees to de&e5o/ the!r s,!55s #d ,#o75ed-e !# order to ch!e&e co"/et!t!&e d&#t-es #d to ch!e&e or-#!;t!o#5 -o5s #d o$%ect!&es !# !#ter#t!o#5 "r,et. 0*1*0* Provide Training and %evelopment Program A# effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# to !"/5e"e#t
tr!#!#- #d de&e5o/"e#t /ro-r"s for the e"/5oyees !# order to de&e5o/ the!r s,!55s #d ,#o75ed-e !# the co"/et!t!&e e#&!ro#"e#t. A# effect!&e /erfor"#ce //r!s5 syste" /ro&!des the /5tfor" for the e"/5oyees to co"/re the!r /erfor"#ce 7!th the coK7or,ers or "#-e"e#t e>ecut!&es to -et /os!t!o# or !#ce#t!&es 7!th!# the or-#!;t!o#. A# effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# to /ro&!de /ro/er feed$c,s of e"/5oyees= /erfor"#ce. It 5so he5/s the or-#!;t!o# to !"/5e"e#t effect!&e tr!#!#- #d de&e5o/"e#t /ro-r"@ 7h!ch he5/s the e"/5oyees to !"/ro&e the!r "#-e"e#t s,!55s to ch!e&e or-#!;t!o#5 -o5s #d o$%ect!&e. +y /ro&!d!#- tr!#!#- #d de&e5o/"e#t /ro-r"s@ or-#!;t!o# 5so !"/ro&e e"/5oyees= $eh&!our #d tt!tude tht he5/ the e"/5oyees to crete -ood re5t!o#sh!/ 7!th other e"/5oyees s 7e55 s 7!th the c5!e#ts !# !#ter#t!o#5 "r,et. Accord!#- to o#e of the res/o#de#t B An effective performance appraisal system helps the organization to find out lacking areas of an employee and provide effective training to improve these areas for personal as well as professional satisfaction. In today3s competitive environment, most of the companies use different appraisal system that helps the employees to evaluate their performance with other employees within the organization. It creates better working environment and helps the organization to ach ieve its objectives and goals in effective manner.6
6 It hs $ee# !de#t!f!ed fro" the sur&ey throu-h uest!o##!re /rocess tht //ro> * /erce#t /rt!c!/#ts 7ere stro#-5y -reed tht # effect!&e /erfor"#ce //r!s5 syste" he5/s the e"/5oyees to de&e5o/ the!r /erso#5 s 7e55 s /rofess!o#5 s,!55s #d ,#o75ed-e !# the !#ter#t!o#5 "r,et. O# the other h#d@ !# the uest!o##!re /rocess //ro> ) /erce#t /rt!c!/#ts 7ere d!s-reed o# tht #d stted tht there re 5so other fctors tht he5/s e"/5oyees to !#crese !# /erfor"#ce !# the or-#!;t!o# such s /o5!c!es@ -u!de5!#es for 7or, etc. These fctors 5so he5/ the e"/5oyees to de &e5o/ the!r s,!55s #d ,#o75ed-e to ch!e&e or-#!;t!o#5 -o5s #d o$%ect!&es !# effect!&e "##er See 9r/h 'F.
&raph 3 Performance Appraisal helps Employees to develop their S#ills and =no5ledge
0*2* Research Outcome ro" the $o&e #5ys!s@ resercher hs /ro/osed se&er5 outco"es tht he5/ the resercher to -e#erte effect!&e resu5t for the reserch study. Accord!#- to the -!&e# f!#d!#-s@ # effect!&e /erfor"#ce //r!s5 syste" /5ys # !"/ort#t ro5e !# or-#!;t!o# to de&e5o/ the e"/5oyees= s,!55s #d ,#o75ed-e s 7e55 s "#-e $us!#ess o/ert!o#s t !#ter#t!o#5 5e&e5.
61 4!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ or-#!;t!o# c# es!5y e&5ute e"/5oyees= /erfor"#ce !# the or-#!;t!o#. O# the other h#d@ effect!&e /erfor"#ce //r!s5 syste" 5so he5/s e"/5oyees to co"/re the!r /erfor"#ce 7!th the!r coK7or,ers #d other e"/5oyees of the or-#!;t!o#. Accord!#- to the f!#d!#-s@ the resercher 5so /ro/osed tht # effect!&e /erfor"#ce //r!s5 syste" he5/s the co"/#y to !#crese co"/et!t!&e d&# t-es tht d!rect5y re5ted to the o&er55 /erfor"#ce of the or-#!;t!o#. I# the f!#d!#-s@ !t hs $ee# c5ered tht effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# #d e"/5oyees to !"/ro&e the!r /erfor"#ce !# the -5o$5 co"/et!t!&e e#&!ro#"e#t. A# effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the e"/5oyees to !#crese "or5e #d "ot!&te the" to /ut the!r $est efforts !# order to /erfor" s/ec!f!c ts, or ss!-#"e#t. 4!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ N!,e !s $5e to "#-e the!r $us!#ess o/ert!o#s !# !#ter#t!o#5 "r,et tht d!rect5y ffect the /rof!ts !# /os!t!&e "##er. I# tody=s sce#r!o@ N!,e use due5 /erfor"#ce //r!s5 syste" such s 36 de-ree /erfor"#ce //r!s5 #d $eh&!our55y #chored rt!#- sc5e tht he5/s the or-#!;t!o# to rte e"/5oyee=s /erfor"#ce !# so"e def!#ed st#drds. It 5so he5/s the e"/5oyees to crete se5f ssess"e#t #d 5so he5/fu5 !# /ro&!d!#- rt!#-s ccord!#- to the /erfor"#ce. It he5/s the e"/5oyees to e&5ute the!r /erfor"#ce 7!th other e"/5oyees 7!th!# the or-#!;t!o#. 4!th the he5/ of these t7o /erfor"#ce //r!s5 syste"s@ or-#!;t!o# !s 5so $5e to !de#t!fy tr!#!#- #eeds of e"/5oyees. These /erfor"#ce //r!s5 syste"s he5/ the or-#!;t!o# to "esure the /erfor"#ce of e"/5oyees ccord!#- to the!r stre#-ths #d 7e,#ess. Accord!#to the f!#d!#-s@ !t 5so hs $ee# !de#t!f!ed tht # effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# to crete effect!&e dec!s!o# ",!#- 7!th!# the or-#!;t!o#. It he5/s the co"/#y to t,e !"/ort#t dec!s!o#s re5ted to the e"/5oyee st!sfct!o# #d !"/ro&e"e#t of
62 e"/5oyees= s,!55s #d ,#o75ed-e. It hs $ee# c5ered tht co"/#!es !# tody=s e#&!ro#"e#t do/t d!ffere#t /erfor"#ce //r!s5 tech#!ues to !"/ro&e e"/5oyees= /erfor"#ce !# the "r,et. D!ffere#t /erfor"#ce //r!s5 syste"s such s 36 de-ree /erfor"#ce //r!s5@ "#-e"e#t $y o$%ect!&es@ forced d!str!$ut!o#@ cr!t!c5 !#c!de#t "ethod@ r#,!#- "ethod #d -r/h!c rt!#- sc5e do/t $y the or-#!;t!o#s ccord!#- to the #ture #d #eed of the or-#!;t!o#s. These 5so he5/ the or-#!;t!o# to o/erte !ts $us!#ess t !#ter#t!o#5 5e&e5.
0*3* Summary ro" the $o&e d!scuss!o#@ !t c# $e su""r!;ed tht the the"t!c #5ys!s fr"e7or, he5/ed resercher to effect!&e5y e&5ute dt #d !#for"t!o# !# order to -e#erte /ro/er resu5t@ 7h!ch re re5ted to the reserch to/!c. The"t!c #5ys!s fr"e7or, 5so he5/ed the resercher to crete so"e effect!&e the"es re5ted to the co55ected dt #d !#for"t!o#. 4!th the he5/ of /r!or! #d /oster!or! the"es@ resercher !s $5e to f!#d out the outco"es of the reserch study !# effect!&e "##er. 4!th the he5/ of th!s ch/ter@ resercher hs $eco"e $5e to de&e5o/ the u#derst#d!#- $out the ro5e # !"/ort#ce of /erfor"#ce //r!s5 syste" !# N!,e to o/erte $us!#ess t !#ter#t!o#5 5e&e5. A# effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to crete effect!&e co"/et!t!&e d&#t-es t the !#ter#t!o#5 5e&e5. It c# 5so $e su""r!;ed tht effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the e"/5oyees to de&e5o/ the!r s,!55s #d ,#o75ed-e !# effect!&e "##er. I# tody=s co"/et!t!&e "r,et@ "ost of the or-#!;t!o#s use d!ffere#t /erfor"#ce //r!s5 syste"s tht he5/ the" to e&5ute ccurte /erfor"#ce of e"/5oyees !# order to ch!e&e or-#!;t!o#5 -o5s #d o$%ect!&es. 4!th the he5/ of 36 /erfor"#ce //r!s5 #d $eh&!our55y #cho red rt!#- sc5e@ N!,e "ot!&tes e"/5oyees to7rds the 7or, #d de&e5o/s the s,!55s #d ,#o75ed-e of
63 e"/5oyees. It 5so he5/s the or-#!;t!o# to !"/ro&e !ts /os!t!o# #d 5so he5/fu5 to ch!e&e co"/et!t!&e d&#t-es !# the !#ter#t!o#5 "r,et.
6*
!(APTER 1 !O"!L'SIO" A"% RE!O66E"%ATIO" 1*)* Introduction 4!th the he5/ of th!s ch/ter@ resercher !s $5e to /rese#t o&er55 su""ry of the reserch study. Th!s ch/ter of d!ssertt!o# 5so he5/s the resercher to /rese#t so"e reco""e#dt!o#s tht re effect!&e for N!,e to !"/ro&e !ts /erfor"#ce //r!s5 syste" to "#-e o/ert!o#5 ct!&!t!es t !#ter#t!o#5 "r,et. 4!th the he5/ of th!s ch/ter@ resercher c# su""r!;e the f!#d!#-s tht 7ere co55ected !# the /re&!ous ch/ter. Th!s ch/ter !s 5so he5/fu5 for the resercher to crete re5t!o#sh!/ 7!th reserch f!#d!#-s #d reserch o$%ect!&es !# order to ch!e&e reserch !"s #d o$%ect!&es. I# dd!t!o#@ th!s ch/ter 5so /ro&!des so"e reco""e#dt!o#s tht he5/ N!,e to !"/ro&e !ts /erfor"#ce //r!s5 syste" to -!&e "ore st!sfct!o# to the e"/5oyees. 4!th the he5/ of these reco""e#dt!o#s@ co"/#y !s 5so $5e to e&5ute e"/5oyees= /erfor"#ce !# the !#ter#t!o#5 "r,et "ore effect!&e5y. These reco""e#dt!o#s re $sed o# the re5!st!c #d &5!d !#for"t!o# tht he5/s N!,e to de&e5o/ !ts /e rfor"#ce //r!s5 syste" !# order to de&e5o/ the /rt!c!/t!o# of e"/5oyees !# dec!s!o# ",!#- /rocess #d to de&e5o/ s,!55s #d ,#o75ed-e of e"/5oyees for successfu5 o/ert!o#s !# !#ter#t!o#5 "r,et.
1*+* Assessment of $indings A# effect!&e /erfor"#ce //r!s5 syste" /5ys # !"/ort#t ro5e !# the co"/#y. 4!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ or-#!;t!o# c# "ot!&te e"/5oyees to do the!r $est !# order to /erfor" s/ec!f!c ts, !# the or-#!;t!o#. A 7e55 /5#ed /erfor"#ce //r!s5 syste" !s 5so he5/fu5 for the or-#!;t!o# to ch!e&e -o5s # d o$%ect!&es t !#ter#t!o#5 "r,et. D!ffere#t co"/#y uses d!ffere#t ty/es of /erfor"#ce //r!s5 syste"s to "ot!&te e"/5oyees to7rds the!r 7or, !# !#ter#t!o#5 "r,et. 4!th the he5/ of 36 de-ree
6 /erfor"#ce //r!s5 syste"@ N!,e !s $5e to rece!&e feed$c,s $out the e"/5oyees fro" the!r coK7or,ers #d "#-e"e#t te" !# effect!&e 7y. 36 de-ree /erfor"#ce //r!s5 syste" he5/s the co"/#y to e&5ute e"/5oyees= /erfor"#ce !# eff!c!e#t5y. Th!s /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# or "#-ers to de&e5o/ the u#derst#d!#- $out the /rt!cu5r e"/5oyee=s stre#-ths #d 7e,#ess. Add!t!o#55y@ !t 5so he5/s the or-#!;t!o# to d!&!de 7or, ccord!#- to the !#d!&!du5=s $!5!ty !# the or-#!;t!o#. A# effect!&e /erfor"#ce //r!s5 syste" 5so su//orts the e"/5oyees to de&e5o/ the!r /erso#5 s,!55s #d ,#o75ed-e. 4!th the he5/ of /erfor"#ce //r!s5 syste"@ e"/5oyees "ot!&te to shre the!r e>/er!e#ces 7!th other e"/5oyees tht he5/ #e7 e"/5oyees to -!# e>/er!e#ces $out the /rt!cu5r s!tut!o#. It he5/s the #e7 e"/5oyees to de&e5o/ the!r /erso#5 s 7e55 s /rofess!o#5 s,!55s #d ,#o75ed-e to "#-e the 7or,. The outco"e of h!s reserch study 5so focuses tht 7!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ e"/5oyees c# 5so de&e5o/ the effect!&e re5t!o#sh!/ 7!th other e"/5oyees #d e>ter#5 st,eho5ders. It !s $ecuse effect!&e /erfor"#ce //r!s5 syste" he5/s the e"/5oyees to crete effect!&e coKord!#t!o# 7!th other e"/5oyees #d e>ter#5 st,eho5ders to /erfor" s/ec!f!c ts, or ss!-#"e#t 7!th!# the co"/#y. It de&e5o/s the effect!&e re5t!o#sh!/ "o#- the e"/5oyees. The outco"es of th!s reserch study 5so stted tht # effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the or-#!;t!o# to "#-e !ts o/ert!o#5 ct!&!t!es t !#ter#t!o#5 "r,et. It !s $ecuse # effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to d!&!de res/o#s!$!5!t!es #d dut!es ccord!#- to the $ !5!ty of e"/5oyees. It ",es esy for the or-#!;t!o# to "#-e !ts o/ert!o#s !# effect!&e "##er !# the !#ter#t!o#5 "r,et.
66 I# the 5!terture re&!e7 of th!s reserch study@ !t !s !de#t!f!ed tht N!,e use due5 /erfor"#ce //r!s5 syste" tht he5/ !# "#-!#- !ts o/ert!o#s t !#ter#t!o#5 5e&e5. Use of 36 de-ree /erfor"#ce //r!s5 syste" #d $eh&!our55y #chored rt!#- sc5e syste"@ N!,e !s $5e to rte the!r e"/5oyee=s /erfor"#ce. It he5/s the co"/#y to e&5ute ccurte e"/5oyee=s /erfor"#ce 7!th co"/re to the!r coK7or,ers 7!th!# the or-#!;t!o#. It !s 5so !de#t!f!ed fro" the f!#d!#-s tht effect!&e /erfor"#ce //r!s5 syste" 5so he5/s the "#-ers to !de#t!fy # effect!&e s5ry or !#ce#t!&e /c,-es for the e"/5oyees !# !#ter#t!o#5 "r,et. It !s $ecuse 7!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ "#-ers c# e&5ute ccurte /erfor"#ce of e"/5oyees tht he5/s the or-#!;t!o# to dec!de s5ry /c,-es for the e"/5oyees. It !s 5so !de#t!f!ed fro" the outco"es tht # effect!&e /erfor"#ce //r!s5 syste" !s 5so he5/fu5 for the or-#!;t!o# to /ro&!de effect!&e tr!#!#- #d de&e5o/"e#t /ro-r"s for the e"/5oyees ccord!#- to the #eed #d de"#d of the e"/5oyees 7!th!# the or-#!;t!o#. 4!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ "#-ers c# de&e5o/ the u#derst#d!#- $out e"/5oyees= stre#-ths #d 7e,#ess. To reso5&e these 7e,#esses@ "#-ers c# /ro/ose so"e tr!#!#- /ro-r"s tht he5/ the or-#!;t!o# s 7e55 s e"/5oyees to de&e5o/ s,!55s #d ,#o75ed-e !# effect!&e "##er.
1*.* %eveloping Relationship ,et5een Research $indings and O,-ectives 4!th the he5/ of de&e5o/!#- re5t!o#sh!/ $et7ee# reserch f!#d!#-s #d reserch o$%ect!&es@ resercher !s $5e to so5&e reserch /ro$5e"s !# e ffect!&e "##er. o55o7!#descr!/t!o# he5/s the reders to u#derst#d the re5t!o#sh!/ $et7ee# reserch f!#d!#-s #d o$%ect!&es.
6' 1*.*)* Role and Importance of Performance Appraisal System to Operate Business !terture re&!e7 #d sur&ey throu-h uest!o##!re "ethod he5/s the resercher to
de&e5o/ the u#derst#d!#- $out the ro5e # !"/ort#ce of effect!&e /erfor"#ce //r!s5 syste" to o/erte $us!#ess t !#ter#t!o#5 5e&e5. The f!#d!#-s descr!$es tht # effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to !"/ro&e !ts "r,et shres $y !#cres!#s,!55s #d ,#o75ed-e of e"/5oyees t !#ter#t!o#5 5e&e5. I# order to e&5ute e"/5oyees= /erfor"#ce !# the !#ter#t!o#5 "r,et@ # effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to crete effect!&e 7or,!#- e#&!ro#"e#t. It 5so he5/s the or-#!;t!o# to "ot!&te e"/5oyees to7rds the 7or, or s/ec!f!c ss!-#"e#t. 4!th the he5/ of effect!&e /erfor"#ce //r!s5 syste"@ or-#!;t!o# de&e5o/s the s,!55s #d ,#o75ed-e of e"/5oyees tht he5/s the or-#!;t!o# to "#-e !ts o/ert!o#s t !#ter#t!o#5 5e&e5. Perfor"#ce //r!s5 syste" /5ys # !"/ort#t ro5e !# the or-#!;t!o#. 4!th the he5/ of # effect!&e /erfor"#ce //r!s5@ or-#!;t!o# !s $5e to f!#d out tr!#!#- #ee ds of the e"/5oyees. 4!th the he5/ of th!s@ or-#!;t!o# !s 5so $5e to co""u#!cte or-#!;t!o#5 "!ss!o# #d &!s!o# to the e"/5oyees !# effect!&e "##er. It he5/s the or-#!;t!o# to "ot!&te e"/5oyees to7rds the 7or,. It !s d!rect5y re5ted to the !"/ro&e"e#t !# "r,et shre #d to ch!e&e co"/et!t!&e d&#t-es fro" the "r,et. I# order to "#-e $us!#ess o/ert!o# !# !#ter#t!o#5 "r,et@ N!,e uses due5 /erfor"#ce //r!s5 syste" such s 36 de-ree /erfor"#ce //r!s5 syste" #d $eh&!our55y #chored rt!#- sc5e syste". These syste"s he5/ the co"/#y to effect!&e5y e&5ute /erfor"#ce of e"/5oyees #d te" "e"$ers. 4!th the he5/ of these /erfor"#ce //r!s5 syste"s@ N!,e 5so ",es the dec!s!o#s $out the s5ry #d !#ce#t!&e /c,-es of e"/5oyees ccord!#- to the!r s,!55s #d ,#o75ed-e.
6) 1*.*+* %ifferent 6ethods of Performance Appraisal and the 6ethods 'sed ,y "i#e As !#de#t!f!ed !# the f!#d!#-s there re &r!ous "ethods o f /erfor"#ce //r!s5 tht re
used $y the or-#!;t!o#s ccord!#- to the #ture. D!ffere#t /erfor"#ce //r!s5 "ethods such s 36 de-ree /erfor"#ce //r!s5@ -r/h!c rt!#- sc5e@ r#,!#- "ethod@ cr!t!c5 !#c!de#t "ethod #d forced d!str!$ut!o# he5/ the or-#!;t!o#s to e&5ute /erfor"#ce of e"/5oyees !# ccurte "##er. ro" the f!#d!#-s@ !t hs $ee# !de#t!f!ed tht d!ffere#t /erfor"#ce //r!s5 syste"s he5/ the e"/5oyees s 7e55 s or-#!;t!o# to !"/ro&e /erfor"#ce # d s,!55s #d ,#o75ed-e of e"/5oyees !# effect!&e "##er #d /ro&!de dece#t s5ry for the!r 7or,. I# N!,e@ co"/#y use effect!&e /erfor"#ce //r!s5 syste"s tht he5/ the co"/#y #d e"/5oyees to /ro&!de feed$c,s to !"/ro&e the /erfor"#ce !# !#ter#t!o#5 "r,et.
1*0* Recommendations 1*0*)* Timely Evaluation of Performance System I# order to !"/ro&e the effect!&e#ess of //r!s5 syste"@ co"/#y shou5d e&5ute !ts
/erfor"#ce syste" !# t!"e5y "##er. It c# $e he5/fu5 for the or-#!;t!o# to crete # effect!&e /erfor"#ce //r!s5 syste" for the e"/5oyees. or th!s@ co"/#y shou5d !#c5ude #5ys!s of d!ffere#t "r,ets@ co"/et!tors@ etc. It c# he5/fu5 for the co"/#y to rece!&e feed$c,s fro" the d!ffere#t st,eho5ders of the co"/#y $out the e"/5oyees. 1*0*+* Improvement in !ommunication !hannel Co"/#y shou5d 5so focus o# !"/ro&e"e#t of co""u#!ct!o# ch##e5s 7!th!# the
or-#!;t!o#. I"/ro&ed co""u#!ct!o# ch##e5s 7ou5d $e he5/fu5 for the co"/#y to !#crese !# s,!55s #d ,#o75ed-e of the e"/5oyees !# effect!&e "##er. It c# he5/ the e"/5oyees to crete effect!&e 7or, 7!th h!sLher $!5!ty #d eff!c!e#cy !# the or-#!;t!o#. It c# 5so he5/ the or-#!;t!o# to crete effect!&e /erfor"#ce //r!s5 syste" !# the or-#!;t!o#. It !s $ecuse 7!th the he5/ of !#cresed co""u#!ct!o# ch##e5s@ or-#!;t!o# c# 5so rece!&e feed$c,s
60 $out the e"/5oyees es!5y. It c# he5/ the or-#!;t!o# to !de#t!fy # ccurte s5ry /c,-es for the e"/5oyees !# the or-#!;t!o#. 1*0*.* $ocus on O,serva,le Behaviour I# order to !"/ro&e /erfor"#ce //r!s5 syste" 7!th!# the or-#!;t!o#@ co"/#y
shou5d "ore focus o# o$ser&$5e $eh&!our. or th!s@ "#-ers shou5d !#terct 7!th e"/5oyees #d o$ser&e the $eh&!our #d tt!tude of e"/5oyees to7rds the!r coK7or,ers@ se#!ors #d "#-e"e#t te". I# order to o$ser&e e"/5oyees= $eh&!our@ "#-er c# !"/5e"e#t # !#ter&!e7 sess!o# 7!th!# the or-#!;t!o# #d rece!&e feed$c,s fro" the e"/5oyees $out the or-#!;t!o#@ e#&!ro#"e#t@ etc. It c# $e he5/fu5 for the or-#!;t!o# to crete # effect!&e /erfor"#ce //r!s5 syste" !# 7h!ch e"/5oyees rece!&e feed$c, #d !"/ro&e the!r /erfor"#ce to ch!e&e or-#!;t!o#5 -o5s #d o$%ect!&es !# effect!&e "##er.
1*1* $urther Research %irections I# th!s reserch study@ resercher def!#ed se&er5 ro5es #d !"/ort#ce of effect!&e /erfor"#ce //r!s5 syste". Th!s reserch study 5so !de#t!f!es &r!ous /erfor"#ce //r!s5 syste"s tht re used $y the or-#!;t!o#s to crete effect!&e /erfor"#ce //r!s5 of e "/5oyees 7!th!# the or-#!;t!o#. Dur!#- the reserch study@ so"e co#str!#s effect the reserch study #d reduce the re5!$!5!ty #d effect!&e#ess of co55ected dt #d !#for"t!o#. These co#str!# 5so ffect the reserch study !# ter"s of effect!&e5y co#duct reserch study. Co#str!#s such s t!"e #d cost ffect the reserch study #d cretes the /ro$5e" to co#duct reserch study !# effect!&e "##er. Due to these co#str!#s@ resercher hs &o!ded so"e !"/ort#t e5e"e#ts tht re esse#t!5 for the reserch study. I# future@ /ro/er "#-e"e#t of these co#str!#ts c# ss!st the future resercher to co#duct # effect!&e reserch study !# the s"e reserch to/!c. 4!th the he5/ of /ro/er "#-e"e#t of these co#str!#s@ reserchers c# reduce the !"/ct of 5!"!tt!o#s #d 5so he5/fu5 to /ro&!de # effect!&e@ &5!d #d re5!$5e resu5ts. I# th!s
' reserch@ resercher hs descr!$ed the !"/ort#ce of /erfor"#ce //r!s5 syste" !# the !#ter#t!o#5 "r,et 7!th the e>"/5e of N!,e. Due to so"e co#str!#s@ resercher hs !-#ored so"e !"/ort#ce such s !#crese !# "r,et shre@ !"/ro&e !# co"/#y "or5e@ co""u#!cte or-#!;t!o#5 "ess-es@ etc. re 5so !"/ort#t for the or-#!;t!o#@ 7h!ch c# $e ch!e&ed $y the effect!&e /erfor"#ce //r!s5 syste" !# the or-#!;t!o#. I# future@ reserchers c# 5so t,e cse study "ethod to -e#erte "ore ccurte !#for"t!o# #d dt re5ted to the co"/#y #d to/!c. 4!th the he5/ of cse study "ethod@ reserchers c# de&e5o/ the u#derst#d!#- $out the ro5e #d !"/ort#ce of /erfor"#ce //r!s5 syste".
1*2* Summary ro" the $o&e d!scuss!o#@ !t c# $e co#c5uded tht th!s ch/ter he5/s the resercher to de&e5o/ the u#derst#d!#- $out the re5t!o#sh!/ $et7ee# reserch f!#d!#-s #d reserch o$%ect!&es. 4!th the he5/ of th!s ch/ter@ resercher !s $5e to crete 5!#, $et7ee# reserch o$%ect!&es #d f!#d!#-s #d /roduce effect!&e resu5t tht re he5/fu5 for the co"/#y !# dec!s!o# ",!#- /rocess. I# th!s ch/ter@ !t !s !de#t!f!ed tht /erfor"#ce //r!s5 syste" he5/s N!,e to ch!e&e co"/et!t!&e d&#t-es fro" the !#ter#t!o#5 "r,et. Th!s ch/ter 5so /ro&!des so"e reco""e#dt!o#s tht re effect!&e for N!,e to !"/ro&e !ts /erfor"#ce //r!s5 syste" to c5cu5te ccurte /erfor"#ce of e"/5oyees t !#ter#t!o#5 5e&e5.
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RE$ERE"!ES A5e>#der@ N. #d Doherty@ A.8. 21F I#ter#t!o#5 ret!5 reserch: focus@ "ethodo5o-y #d co#ce/tu5 de&e5o/"e#t. International 7ournal of &etail 8 )istribution (anagement, 3)11F@ /. 02)K0*2. A5"&!st@ R. CtsuJs@ +. #d S,oo-@ 8. 211F To7rds the #e>t -e#ert!o# of /u$5!c "#-e"e#t. International 7ournal of 1ublic 'ector (anagement, 2*2F@ /. 122K1*. A//e5$u"@ S.H.@ Roy@ 8. #d 9!55!5#d@ T. 211F 95o$5!;t!o# of /erfor"#ce //r!s5s: theory #d //5!ct!o#s. (anagement )ecision, *0*F@ /. 'K). Ar"stro#-@ 8. 20F Armstrong9s :andbook of 1erformance (anagement An 2vidence5/ased %uide to )elivering :igh 1erformance. +r!t!#: ?o-# P-e Pu$5!shers. A;;o#e@ 9. #d P5er"o@ T. 211F Ado/t!#- /erfor"#ce //r!s5 #d re7rd syste"s. 7ournal of -rganizational $hange (anagement, 2*1F@ /. 0K111. +c5@ R. 26F :ow to (anage 1erformance <= >essons for Improving 1erformance. Ne7 or,: 8c9r7KH!55 Profess!o#5. +#f!e5d@ P. #d ?y@ R. 2)F Introduction to :uman &esource (anagement . U?: O>ford U#!&ers!ty. +e!s,e@ +. 2'F &esearch (ethods ?ses and >imitations of @uestionnaires, Interviews, and $ase 'tudies. 9er"#y: 9RIN er5-. +er#rd!#@ .H. 2)F :uman &esource (anagement @ *th ed. USA: Tt 8c9r7KH!55. +er#rd@ H. R. #d Ry#@ 9. 4. 20F Analyzing @ualitative )ata 'ystematic Approaches. USA: SA9E. +esser!s@ 9.. 2)F 8u5t!Kres/o#se o/t!"!st!o# us!#- T-uch! "ethod #d su/er r#,!#co#ce/t. 7ournal of (anufacturing Technology (anagement, 10)F@ /. 11K120. +!//@ T. #d ?5e!#-e5d@ A. 211F 9o5Ksett!#- !# /rct!ce The effects of /erso#5!ty #d /erce/t!o#s of the -o5Ksett!#- /rocess o# %o$ st!sfct!o# #d -o5 co""!t"e#t. 1ersonnel &eview, *3F@ /. 36K323. +5!,!e@ N. 2'F Approaches to social en"uiry advancing knowledge. U?: Po5!ty. +oh5#der@ 9. #d S#e55@ S. 20F (anaging :uman &esources@ 1th ed. USA: Ce#--e er#!#-.
'2 +os5u-h@ S. 2'F 'econdary data sources for public health a practical guide. U?: "$r!d-e U#!&ers!ty Press. Crdy@ R.. #d eo#rd@ +. 211F 1erformance (anagement $oncepts, 'kills, and 2ercises@ 2#d ed. Ne7 or,: 8.E. Shr/e. Css!dy@ C.@ ?re!t#er@ +. #d ?re!t#er@ R. 20F 'upervision 'etting 1eople ?p for 'uccess. USA: Ce#--e er#!#-. Ct#o@ . 8. 20F &ecruitment and 'election in $anada. USA: Ce#--e er#!#-. Che#@ T. 4u@ P. #d eu#-@ ?. 211F I#d!&!du5 /erfor"#ce //r!s5 #d //r!see rect!o#s to 7or,-rou/s. 1ersonnel &eview, *1F@ /. )'K1. Cohe#@ .@ 8#!o#@ .@ 8orr!so#@ ?. #d 8orr!so#@ ?. +. 2'F &esearch methods in education. +r!t!#: Rout5ed-e. Coo,@ . #d Cross"#@ A. 2*F St!sfct!o# 7!th /erfor"#ce //r!s5 syste"s A study of ro5e /erce/t!o#s. 7ournal of (anagerial 1sychology, 10F@ /. 26K*1. Cre!-#ou@ N. #d ?o5!t!s@ P. 9. 2)F $ompleity of $onstraints An -verview of $urrent &esearch Themes. 9er"#y: S/r!#-er. Cres7e55@ . 4. 23F &esearch design "ualitative, "uantitative, and mied method approaches. USA: SA9E. Dft@ R. #d #e@ P. 20F (anagement . USA: Ce#--e er#!#-. Dft@ R. #d 8rc!c D. 21F ?nderstanding (anagement . USA: Ce#--e er#!#-. D!@ 9.@ T#-@ ?.. #d 8euse@ ?.P. 211F edersh!/ co"/ete#c!es cross or-#!;t!o#5 5e&e5s: test of the /!/e5!#e "ode5. 7ournal of (anagement )evelopment, 3*F@ /. 366K 3). Dece#;o@ D. 20F #undamentals -f :uman &esource (anagement . USA: oh# 4!5ey #d So#s. De!s5e@ .#d 9r!sso"@ T. 211F 5ut!o# /rocedure #d cyc5es: # e"/hs!s o# do7# De#!s!@ A.S. #d 9r!ff!#@ R.4. 2F :uman &esource (anagement @ 2#d ed. USA: Dre"tech Press. E#-e5@ R. . #d Schutt@ R. ?. 2F The practice of research in social work . USA: SA9E. Ers"us@ +. #d Sche#,@ H. 20F 'outh African human resource management theory and practice@ *th ed. South Afr!c: ut #d Co"/#y td.
'3 o#s@ S.A.. 211F 8esur!#- eco#o"!c effects of u5!ty "#-e"e#t syste"s. The T@( 7ournal,23*F@ 7ournal,23*F@ /. *)K*'*. ors5u#d@ H. 211F The s!;e of 5o-!st!cs /erfor"#ce "esure"e#t syste". s yste". #acilities, #acilities, 203F@ /. 133K1*). 9te7ood@ R.@ e!5d@ H.S. #d +rr!c,@ 8. 21F :uman 21F :uman &esource 'election@ 'election@ 'th ed. USA: Ce#--e er#!#-. 9oddrd@ 4. #d 8e5&!55e@ S. 2*F &esearch 2*F &esearch (ethodology An Introduction. Introduction. South Afr!c: ut #d Co"/#y td. 9oe5@ A. #d +oure55@ D. 211F E5ectroche"!c5 de/os!t!o# of "et5 !o#s !# /orous 5ser s!#tered !#terK"et55!c #d cer"!c /erfor"s. &apid /erfor"s. &apid 1rototyping 7ournal, 1'3F@ /. 1)1M1)6. 9or"#@ C. #d E&ers@ N. 211F Net7or, !#ter"ed!r!es !#ter"ed!r!es !# the !#ter#t!o#5!st!o# of #e7 f!r"s !# /er!/her5 re-!o#s. International re-!o#s. International (arketing &eview, &eview, 2)*F@ /. 3*K36*. 9ro$5er@ P. A. #d 4r#!ch@ S. 2F :uman 2F :uman &esource (anagement in 'outh Africa. Africa. USA: Ce#--e er#!#- E8EA. 9rote@ R.C. 22F The performance appraisal "uestion and answer book a survival guide for managers. managers. Ne7 or,: A8ACO8 D!& A"er!c# 8-"t Ass#. H""e55@ ?. 4. #d Cr/e#ter@ C. 2*F @ualitative research in evidence5based rehabilitation rehabilitation.. USA: E5se&!er He5th Sc!e#ces. H#f!;deh@ P.@ ?;;!@ A. #d +o5hs#!@ A.. 211F Portfo5!o des!-# for !#&est"e#t co"/#!es throu-h sce#r!o /5##!#-. (anagement /5##!#-. (anagement )ecision, *0*F@ )ecision, *0*F@ /. 13K32. He55&!st@ N. 211F 95o$5 /erfor"#ce "#-e"e#t: reserch -e#d. (anagement -e#d. (anagement &esearch &eview@ &eview@ 3*)F@ /. 02'K0*6. Hu#ter@ 4. 4. #d Re#7!c,@ D. 20F 20 F I#&o5&!#- +r!t!sh 5!#e "#-ers !# HR8 !# s"55 #o#K /rof!t 7or, or-#!;t!o#. 2mployee or-#!;t!o#. 2mployee &elations, 31*F@ /. 30)K*1. ?e55!her@ C.@ H!5ey@ ..H. #d r#d5e@ E. 211F H!-h co""!t"e#t /erfor"#ce "#-e"e#t: the ro5es of %ust!ce #d trust. 1ersonnel trust. 1ersonnel &eview, *1F@ &eview, *1F@ /. K23. ?rys!,@ . . #d !##@ . 21F &esearch 21F &esearch for 2ffective 'ocial 4ork 1ractice. 1ractice. USA: Ty5or r#c!s. ?u&s@ +. 211F The !#terct!&e ro5e of /erfor"#ce //r!s5 rect!o#s #d re-u5r feed$c,. 7ournal of (anagerial 1sychology, 262F@ /. 123K13'. "$ert@ D.8. 21F Custo"er re5t!o#sh!/ "#-e"e#t s $us!#ess /rocess. 7ournal /rocess. 7ournal of /usiness 8 Industrial (arketing, 21F@ (arketing, 21F@ /. *M1'.
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7to#@ P. #d #,o7s,!@ T. 20F Investment 20F Investment 1erformance (easurement (easurement 2valuating and 1resenting &esults. &esults. S# r#c!sco: oh# 4!5ey #d So#s. eCo"/te@ 8. D. #d Sche#su5@ . . 21F )esigning 21F )esigning 8 conducting condu cting ethnographic research an introduction. introduction. USA: Ro7"# A5t"!r. e/s!#-er@ R. #d uc!@ A.D. 20F The Art and 'cience of *+ )egree #eedback @ 2#d ed.S# r#c!sco: oh# 4!5ey #d So#s. oe#e#@ +. #d # d De5ft@ T.U. T.U. 26F )eveloping 26F )eveloping %eographic Information Infrastructures Infrastructures The &ole of Information 1olicies. 1olicies. U?: IOS Press. 85ey@ .. .. 211F The !#f5ue#ce of &r!ous hu"# resource "#-e"e#t strte-!es o# the /erfor"#ce "#-e"e#t of su$s!d!ry "#-ers. Asia51acific "#-ers. Asia51acific 7ournal of /usiness Administration@ Administration@ 31F@ /. 2)K*6. 8r5o7@ C. R. 21F &esearch 21F &esearch (ethods for %eneralist 'ocial 4ork . USA: Ce#--e er#!#-. 8so#@ R.@ Po7er@ S.@ S7!ft@ . #d +,er@ E. 20F 36Kde-ree //r!s5: s!"/5e /r-"t!c so5ut!o#. $linical so5ut!o#. $linical %overnance An International 7ournal, 1**F@ /. 20K3. 8th!s@ R.. #d c,so#@ .H. 21F :uman 21F :uman &esource (anagement @ 13th ed. USA: Ce#--e er#!#-. 8>7e55@ . A. 2F @ualitative 2F @ualitative research design an interactive approach. approach. USA: SA9E. 8ehd!;deh@ E. 21F R#,!#- of custo"er reu!re"e#ts us!#- the fu;;y ce#tro!dK$sed "ethod. International "ethod. International 7ournal of @uality 8 &eliability (anagement, 2'2F@ (anagement, 2'2F@ /. 21K216. 8!,u5!c@ . #d Pre$e;@ P re$e;@ D. 211F A cr!t!c5 cr!t!c5 re&!e7 of tech#!ues for c5ss!fy!#- u5!ty ttr!$utes !# the ?#o "ode5. (anaging "ode5. (anaging 'ervice @uality, 211F@ @uality, 211F@ /. *6K66. 8o#dy@ R. 4. 2)F :uman 2)F :uman &esource (anagement . South Afr!c: Perso# Educt!o#. 8orde#@ T. 2'F 1rinciples 2'F 1rinciples of strategic management @ 3rd ed. USA: Ash-te Pu$5!sh!#-@ td. 8orse@ S. 21F Ut!5!s!#- &!rtu5 7or5d to tech /erfor"#ce //r!s5 A# e>/5ortory study 7ournal of 2uropean Industrial,3*)F@ Industrial,3*)F@ /. )2K)6). 8os5ey@ D.C.#d P!etr!@ P.H. 21F 'upervisory (anagement @ )th ed. USA: Ce#--e er#!#-. Pecor@ P..@ P..@ Cher!#@ D. #d +ruce@ E. 20F 'trategic 'upervision A /rief %uide for (anaging 'ocial 'ervice -rganizations. -rganizations. USA: SA9E. Pe55!ss!er@ R. 2)F /usiness 2)F /usiness &esearch (ade 2asy. 2asy. South Afr!c: ut #d Co"/#y td.
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Pe"$erto#@ A.@ Hos,!#s@ . #d +o#!#t!@ C. 211F 8!#d!#- the -/ Ide#t!fy!#- /erfor"#ce !ssues us!#- the Hu"# Perfor"#ce Tech#o5o-y Tech#o5o-y "ode5. &eference "ode5. &eference 'ervices &eview, &eview, 302F@ /. 26K222. Ph!55!/s@ P. P. #d St7rs,!@ C. A. 2)F )ata 2)F )ata $ollection 1lanning for and $ollecting All Types of )ata. )ata. USA: oh# 4!5ey So#s. Po5!t@ D. . #d +ec,@ C. T. 2)F !ursing 2)F !ursing research generating and assessing evidence for nursing practice. practice. USA: !//!#cott 4!55!"s 4!5,!#s. Porche@ D. . 2*F 1ublic 2*F 1ublic 8 community health nursing nu rsing practice a population5based approach. approach. USA: SA9E. Pro7se@ P. #d Pro7se@ . 20F 2 0F The d!5e"" of /erfor"#ce / erfor"#ce //r!s5. (easuring //r!s5. (easuring /usiness 2cellence, 13*F@ 2cellence, 13*F@ /. 60K''. R!-o5os!@ E.. 2F (anagement 2F (anagement and leadership in nursing and health care an eperiential approach@ approach@ 2#d ed. USA: S/r!#-er. Ro$$!#s@ S. P. 2)F (anagement 2)F (anagement . South Afr!c: Perso# Educt!o#. R!tch!e@ . #d e7!s@ . 23F @ualitative &esearch 1ractice A %uide for 'ocial 'cience 'tudents and &esearchers. &esearchers. o#do#: SA9E. Rud-e@ A. 211F 4or,force 4or,force /5##!#- he5/s +!r"!#-h" to r!de stor"s of ch#-e. :uman ch#-e. :uman &esource (anagement International )igest @ 101F@ /. 12K1*. S#d5er@ C. #d ?eefe@ . 23F 1erformance 23F 1erformance Appraisals 1hrase /ook The /est 4or 4ords, ds, 1hrases, and Techni"ues Techni"ues for 1erformance &eviews. &eviews. C#d: Ad"s 8ed!. Scher"erhor#@ . R. 211F 2ploring 211F 2ploring (anagement . USA: oh# 4!5ey #d So#s. Scro--!#s@ 4.A. 4.A. #d +e#so#@ P.9. P.9. 21F I#ter#t!o#5 hu"# resource "#-e"e#t: d!&ers!ty@ d!&ers!ty@ !ssues #d ch55e#-es. 1ersonnel ch55e#-es. 1ersonnel &eview, 30*F@ /. *0K*13. S!"s@ R.R. 22F (anaging 22F (anaging organizational behaviour. behaviour. USA: 9ree#7ood Pu$5!sh!#- 9rou/. S"!ther@ .4. .4. #d o#do#@ 8. 20F 1erformance 20F 1erformance management putting research research into action. action. S# r#c!sco: oh# 4!5ey #d So#s. So""er&!55e@ ?. . 2'F :ospitality 2'F :ospitality 2mployee (anagement and 'upervision $oncepts and 1ractical Applications. Applications. USA: oh# 4!5ey #d So#s. So""er&!55e@ ?.. 2'F :ospitality 2'F :ospitality 2mployee (anagement and 'upervision $oncepts and 1ractical Applications. Applications. S# r#c!sco: oh# 4!5ey #d So#s.
'6 Sore#se#@ P.. #d 8!#h#@ 8. 211F 8c9re-or=s 5e-cy: the e&o5ut!o# #d curre#t //5!ct!o# of Theory "#-e"e#t. 7ournal of (anagement :istory, 1'2F@ /. 1')K102. Su,!r#o@ D.S. #d S!e#-th!@ S. 211F Does /rt!c!/t!&e dec!s!o# ",!#- ffect 5ecturer /erfor"#ce !# h!-her educt!o#. International 7ournal of 2ducational (anagement, 2F@ /. *0*K). Ttu"@ C.+. #d E$er5!#@ R.. 26F Or-#!;t!o#5 %ust!ce #d co#f5!ct "#-e"e#t sty5es Tech!#- #otes@ ro5e /5y!#- !#struct!o#s@ #d sce#r!os. International 7ournal of $onflict (anagement, 1'1F@ /. 66K)1. Ts!@ S. 211F Strte-!c re5t!o#sh!/ "#-e"e#t #d ser&!ce $r#d "r,et!#-. 2uropean 7ournal of (arketing, *'F@ /. 110*K1213. er-r@ .A. #d 9rd#er@ D. 211F Stressors #d /sycho5o-!c5 7e55$e!#- !# 5oc5 hu"#!tr!# 7or,ers !# Co5o"$!. 7ournal of (anagerial 1sychology,266F@ /. K'. !d-e#@ R.@ S!"s@ . #d Po7e55@ P. 211F U#derst#d!#- eK"!5 o&er5od. 7ournal of $ommunication (anagement, 11F@ /. )*K0). 45sh@ 8. #d 4!-e#s@ . 23F Introduction to research. U?: Ne5so# Thor#es. 4r#er@ . 22F 1erformance (anagement 'ystem. USA: Hu"# Resource De&e5o/"e#t.
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APPE"%I> /uestionnaire N"e:
9e#der:
1. Is /erfor"#ce //r!s5 # effect!&e too5 to "ot!&te e"/5oyees t !#ter#t!o#5 5e&e5 . es $. No c. C#=t Sy 2. To 7ht e>te#t@ do you $e5!e&e tht /erfor"#ce //r!s5 !s !"/ort#t for the or-#!;t!o# to o/erte !ts $us!#ess !# !#ter#t!o#5 "r,et . o7 I#f5ue#ce $. I#f5ue#t!5 c. H!-h I#f5ue#ce d. No Res/o#se 3. Do you -ree tht /erfor"#ce //r!s5 he5/s the e"/5oyees to !"/ro&e the!r /erfor"#ce !# the !#ter#t!o#5 "r,et . Stro#-5y A-ree $. A-ree c. Neutr5 d. D!s-ree e. Stro#-5y D!s-ree *. To 7ht e>t#t do you $e5!e&e tht # effect!&e /erfor"#ce //r!s5 syste" he5/s the or-#!;t!o# to co"/re e"/5oyee=s e>!st!#- /erfor"#ce 7!th the /re&!ous /erfor"#ce . o7 I#f5ue#ce $. I#f5ue#t!5 c. H!-h I#f5ue#ce d. No Res/o#se . Do you -ree tht # effect!&e /erfor"#ce //r!s5 syste" he5/s the e"/5oyees to de&e5o/ the!r /erso#5 s 7e55 s /rofess!o#5 s,!55s #d ,#o75ed-e !# the !#ter#t!o#5 "r,et . Stro#-5y A-ree $. A-ree c. Neutr5 d. D!s-ree e. Stro#-5y D!s-ree
