6.0 Connecting the Literature Review

……………………………………………………8
6.1Overviewofperformance
appraisal…………………………………………..8
6.2 The benefits to an organization of having good
performanceappraisal
system…………………………………………………8
6.3 Finding Suggest Appraisal be only conducted by
Human ResourceManagement
Specialist……………………………………10
7.0HowthisResearchTopicisrelatedtostudy
area?……………………………………………..10
8.0 How this researchProjectwilladdtoexistingKnowledge?
……………………….11
9.0ProjectManagementPlan
…………………………………………………………..12
Key
References…………………………………………………………

……………….14
Working Title
Attitudes of employees towards performance appraisal system of Maldives
Transport and Contracting Company.

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1. Introduction
After the selection process the next formal assessment of the individual
employee is the performance appraisal. Most organizations recognize that
there is a need to monitor the effectiveness of their employees and to
promote avenues for their improvement. Enormous amounts of time, energy and
money have gone into the development of performance appraisal systems, but
their successful implementation rests with the supervisors and managers who
carry out the appraisal.


Ultimately all human resource matters are matters of subjective judgment
and the available research evidence suggests that assessors give more
accurate ratings when they are not shown to employees and the final outcome
does not involve promotion decisions.


Assessors are often fearful of the negative impact of their appraisal on
the individual’s pay, promotion and on the job security, as well as its
potential to damage or even destroy a previously excellentworking
relationship. In the past most of the attention has focused on the
development of appropriate measuring device and rating scales. However
recent trends indicate a shift in emphasis from the procedures to the
process and the dynamics of the supervisor-subordinaterelationship.

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

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


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



2.0 Research Question OR Research Hypothesis
H1-Do the employees need such appraisal system to measuretheir
performance?
H2- Is it important tool for measuring and improving the productivity of
the employees and that of the organization?
H3- Does it provide a true picture of the employee work and performance?
H4- Will the appraisal capture all the factors that affect performance?
H5- Do the employees feel that issues raised during the appraisal be
addressedby the company?
H6- Is there objectivity and sensitivity in the way the questions are
raised and worded?
3.0 Research Objectives
1- To identify the necessity of having a performance appraisal system and
the attitudes of employees and the management about the administration of
performance appraisal of workers.

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

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

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

New Objectives
– To identify how employees perceive appraisal system.

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

– To identify the existing flaws in the appraisal system.


4.0 Research Methodology
a) Primary Research
4.1 Sampling
Devising a sampling plan involves looking into the target population, the
sampling frame, the sample size and the sampling procedure (Proctor,1997).

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


Figure 1.0
pic
Convenience sampling technique is one of the techniques of non probability
sampling.It is proposed that Convenience sampling to be carried out in
the company. Because convenience sampling is regarded as theleast
expensive and or least time consuming of all sampling techniques (Malhotra
2004).


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

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


4.3 Measurement and scaling procedures
It is proposed that a Likert scale questions would be used as a rating
scale. It requires the respondents to indicate a degree of agreement or
disagreement with each of a series of statements about the stimulus
objects. According to Malhotra (2004), a Likert scale has several
advantages.

-It is easy to construct and administer
– Respondents readily understands how to use the scale
4.4 Analysis
The data analysis of this research will be tabulated with SPSS, a computer
generated software.


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

Some of the secondary sources that will be used are books, and internet
sources. The information collected from these sources will be evaluated
based on certain criteria such as accuracy, reliability, timeliness and
relevance.


6.0 Connecting the Literature Review
6.1 Over view of performance appraisal
The treatment of individual performance in organizations has begun as a
simple method of income justification. Today it can be viewed as an overall
measure of organizational effectiveness (Stone, 2002). It can be used to
improve current performance, providefeedback,increasemotivation,
identify training needs, identify potential, let individuals know what is
expected of them, focus on career development, award salary increases and
solve job problems (Torrington, Hall & Taylor,2002).Performance
appraisal is generally conducted annually. (Mullins 2002). However, the
frequency of appraisal should be related to the nature of the organization,
the purpose and the objectives of the scheme.


6.2 The benefits to an organization of having good performance
appraisal system
Performance appraisal has a dynamic link to employee recruitment, selection
training and development, career planning, compensation and benefits,
safety and health and employee relations. It can be a vital tool for
strategy execution by signaling what is really important, providing ways to
measure what is important, fixing accountability for behaviour and results
and helping to improve performance. In total Performance appraisal is a
measure of organizational effectiveness. It is through the effort of
individual employees that organization objectives are met. If employees’
performance is improved, the organization inturnwillliftits
performance. Appraisal of employee performance is thus a critical and
ongoing human resource management activity.

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


Discrimination in the basis of performance is an organizational necessity.

It is part of the managerial role that cannot be avoided. Ifan
organization is to survive and grow, and retain and motivate its top
performers, effective performance appraisal isamust.Performance
appraisal helps to ensure that employees are rewarded properly.


Another benefit to the organization is that of employee development.

Performance improvement comes about by building on strengths and overcoming
weakness. It’s the manager’s job to remove blocks to employee performance
and to help the employee to grow and develop. Performance appraisal must be
a positive and dynamic process to achieve this.


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


6.3 Finding Suggest Appraisal be only conducted by Human Resource
Management Specialist
The finding shows that the manager should conducttheperformance
appraisal. The person responsible for ensuring that the appraisal is
conducted satisfactorily is the person responsible for theemployee
performance. Some may conclude that the employee is responsible for the
employee’s own performance. This is true but self-conduct of an objective
appraisal is clearly not valid. Generally, the people who should conduct
performance appraisal are managers. However, information for the appraisal
can and should come from several sources, only one of whom is the manager
of the employee whose performance is being appraised. Those sources can
include: the manager, the employee, customer or client of the employee,
other employees, objective organizational data that cannot be traced to any
particular stakeholder. The human resource specialist has an important role
in advising on the process, and monitoring it to see that it is conducted
validity. Human resource managers thus have a critical role in educating
their organizations management and staff on the significance and use of
performance appraisal in performance improvement and the achievement of
corporate objective.


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


8.0 How this research Project will add to existing Knowledge?
Existing literature and research reports that I have read concentrates more
on to: use of rating in appraisal, ethical dilemmas facing performance
evaluators and employees, comparing performance appraisal withtotal
quality management, relationship between motivation and job satisfaction of
the employee to the performance appraisal andrelationshipbetween
productivity and performance appraisal.


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



Annex 1


Core related variables.


1- Gender vs Q 25 …..obj 1
2- Age Vs Q 20 ……….obj 2
3- Q 6 Vs 20 …..obj 2
4- Salary Vs 17 …..obj 3
5- Salary Vs 21 …..obj 3
6- Experience Q6 Vs Q15 …..obj 4
7- Salary Vs Q 27 …..obj 4
8- Q18 Vs Q29 …..obj 4
9- Q 24 Vs Q 30 …..obj 4
2.0 Research Question OR Research Hypothesis
H1-Do the employees need such appraisal system to measuretheir
performance?
H2- Is it important tool for measuring and improving the productivity of
the employees and that of the organization?
H3- Does it provide a true picture of the employee work and performance?
H4- Will the appraisal capture all the factors that affect performance?
H5- Do the employees feel that issues raised during the appraisal be
addressedby the company?
H6- Is there objectivity and sensitivity in the way the questions are
raised and worded?
3.0 Research Objectives
1- To identify the necessity of having a performance appraisal system and
the attitudes of employees and the management about the administration of
performance appraisal of workers.

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

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

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

New Objectives
– To identify how employees perceive appraisal system.

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

– To identify the existing flaws in the appraisal system.


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

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

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

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

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

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

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


Over all conclusion
– From the findings based on the age group it is evident that more than
50% favour towards conducting appraisal in the organization frequently.


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

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

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

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

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

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

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

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

-13% of the people who neither agree or disagree on the opinion that their
performance rating will be better if their manager was male or female is
female
– 11% of the people who neither agree or disagree on the opinion that their
performance rating will be better if their manager was male or female is
male
_24% of the people neither agree or disagree on the opinion that their
performance rating will be better if their manager was male or female
Over all conclusion
-From the finding, based on gender it is evident that less than 50% favour
towards the opinion that their performance rating will be better if their
manager was male or female.


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

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

– Therefore, frm the above conclusions it is clear that age group and
variable “if I do not achieve my targets , I would get a bad
appraisal” would have a high chance of implication to the fact that
if targets are not achieved than the employee would be credited with a
bad appraisal in the org. whereas there exist moderate implication for
the belief that the credit of appraisal could be bad if an employee
did not achieve his/ her targets. (achieved obj. 2 and hypothesis)
4- Coclusions of Q17 A Appraisal allows my manager to identify my training
needs”
vs Salary
1. Majority of the higher salary scale 79% agrees to “A Appraisal allows my
manager to identify my training needs”
2.Yet a very nominal percentage of employee 5% from the higher salary scale
neither agrees or disagrees to “A Appraisal allows my manager to identify
my training needs”.

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

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


There is very high degree of positive correlation between salary and “I
believe the results of an appraisal will be used to determine salary
increments.”
6- Conclusions of Q15 “The person who currently appraises me is suitably
qualified” vs Experience
This analysis shows that 65% of the experience scales of the people agree
that there is very high link between the experience and the qualification
of the appraiser. Finding shows that the ratio of agree to disagree by the
most experience scale of the employees towards the variable “The person who
currently appraises me is suitably qualified” is 23:10. A trend of high to
low percentage is shown by the other categories of experience in the order
strongly agree – neither agrees nor disagrees.


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


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


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


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

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

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

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

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

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

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


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


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


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


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


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

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

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

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

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

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

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

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

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


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

Response to Q25 strongly agree or agreeeFrequency%
Gender
Male 2323
Female1616
Total3939
Male has the highest approval on the opinion that their performance rating
will be better if their manager was male or female.


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


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


Response to Q25 strongly agree or dissagreeeFrequency%
Gender
Male 1616
Female2121
Total3737
Female has the highest disapproval on the opinion that their performance
rating will be better if their manager was male or female.


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


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


Response to Q25 neither agree or disagreeFrequency%
Gender
Male 1111
Female1313
Total2424
* 13% of the people who neither agree or disagree on the opinion that
their performance rating will be better
if their manager was male or female is female
* 11% of the people who neither agree or disagree on the opinion that
their performance rating will be better if
their manager was male or female is male
* 24% of the people neither agree or disagree on the opinion that their
performance rating will be better if their
manager was male or female
Conclusion:
From the finding, based on gender it is evident that less than 50% favour
towards the opinion that their
performance rating will be better if their manager was male or female.


Age Vs Q 20 “If I do not achieve my targets, I would get a bad appraisal.”
Response to Q20 strongly agree or agreee
Age group frequency %
16-252020
26-352929
36-551414
>55 44
Total6767
Age group 26-35 has the highest positive agreement on the opinion that if
employees did not achieve their targets,
they would get a bad appraisal.

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

67% of people has a positive attitude that if employees did not achieve
their targets , they would get a bad appraisal
Response to Q20 strongly disagree or disagree
Age group frequency %
16-251414
26-3566
36-5588
>55 22
Total3030
Age group 16-25 has the highest disapproval in the opinion that if
employees did not achieve their targets ,
they would get a bad appraisal.

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

30% of people has a disapproval in that if employees did not achieve their
targets , they would get a bad appraisal
Response to Q20 neither agree or disagree
Age group frequency %
16-2522
26-3511
36-5500
>55 00
Total33
Age group 16-25 neither agree or disagree that if employees did not
achieve their targets , they would get a bad appraisal
3% of the people neither agree or disagree in that if employees did not
achieve their targets , they would get a bad appraisal
Total number of employees who agrees 67
Total number of employees who disagrees
-30
Difference between agree and disagree37
Conclusion:
From the findings based on age group it is evident that more than 50%
favour to the variable that “if I do not achieve my targets , I would get a
bad appraisal” .


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


2% disagrees to the both variables and 31% agrees to both variables. From
the analysis it is clear that the majority of employees of the organization
view that their appraisal
depends on the likelihood of their manager. Thus their exist the flaw in
the appraisal system of the company.


The overall highest % 47 , represents the total numeber of male and female
who agrees to the variable “My appraisal will be most fair if there is more
than one appraiser” and disagree to
Manager likelihood will affect to their performance
The overall lowest % 1 , represents the total who neither agrees or
disagree to the variable “My appraisal will be most fair if there is more
than one appraiser” and disagree to
Manager likelihood will affect to their performance
22 % (Higest), represents the total numeber of male who agrees to the
variable “My appraisal will be most fair if there is more than one
appraiser” and disagree to “Manager likelihood”
will affect to their performance
1% (lowest) represents the male who agrees to the variable “My appraisal
will be most fair if there is more than one appraiser” and disagree to
“Manager likelihood” will affect to their performance
25% (Highest), ( represents the total numeber of female who agrees to the
variable “My appraisal will be most fair if there is more than one
appraiser” and disagree to “Manager likelihood”
will affect to their performance
2% (lowest) represents the total female who disagrees to the variable “My
appraisal will be most fair if there is more than one appraiser” and
disagree to “Manager likelihood” will affect to their performance
The % of female 25 , represents the total numeber of male and female who
agrees to the variable “My appraisal will be most fair if there is more
than one appraiser” and disagree to
“Manager likelihood” will affect to their performance
From the findings based on the age group it is evident that more than 50%
favour towards conducting appraisal in the organization frequently.


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

There is very high degree of positive correlation between the variables
gender and the variable “my performance rating will be better if my manager
was male / female). (rs = 0.997383738373837, where rs= spearmen
coefficient)
Therefore frm the above conclusion it is evident that eventhough there is
a high degree of positive correlation between gender and the variable “my
performance rating will be better if my manager was male / female”the
consideration to imply the variable “my performance rating will be better
if my manager was male / female” would have a moderate acceptance by the
employees of the org ( OBJ 1 H 6 )
3- Age Vs Q 20
from the findings based on age group it is evident that more than 50%
favour to the variable that “if I do not achieve my targets , I would get a
bad appraisal”
There is very high degree of positive correlation between the variables age
and the variable “if I do not achieve my targets , I would get a bad
appraisal” ). (rs = 0.998709870987099, where rs= spearmen coefficient)
Therefore, frm the above conclusions it is clear that age group and
variable “if I do not achieve my targets , I would get a bad appraisal”
would have a high chance of implication to the fact that if targets are
not achieved than the employee would be credited with a bad appraisal in
the org. whereas there exist moderate implication for the belief that the
credit of appraisal could be bad if an employee did not achieve his/ her
targets. (achieved obj. 2 and hypothesis)
4- Salary Vs Q 17
1.Majority of the higher salary scale 79% agrees to “A Appraisal allows my
manager to identify my training needs”
2.Yet a very nominal percentage of employee 5% from the higher salary scale
neither agrees or disagrees to “A Appraisal allows my manager to identify
my training needs”.

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

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


There is very high degree of positive correlation between salary and “I
believe the results of an appraisal will be used to determine salary
increments.”
6- Experience Q6 Vs Q 15
This analysis shows that 65% of the experience scales of the people agree
that there is very high link between the experience and the qualification
of the appraiser. Finding shows that the ratio of agree to disagree by the
most experience scale of the employees towards the variable “The person who
currently appraises me is suitably qualified” is 23:10. A trend of high to
low percentage is shown by the other categories of experience in the order
strongly agree – neither agree or disagree.


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


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


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


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

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

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

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

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

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

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


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


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


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


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


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

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

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

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

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

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

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


———————–
Sampling Techniques
Non probability
– That do not use chance selection procedures, rather rely on the personal
judgment of the researcher
Probability
– Each elements of the population has a fixed probabilistic chance of being
selected
Classification of sampling techniques
Source: Malhotra Naresh K (2004),MarketingResearch:AnApplied
Orientation
AN OVERVIEW OF THE PERFORMANCE APPRAISAL SYSTEM
Benefits of appraisal
Principles and Ethics
Establishing the system
Questions to be addressed
PERFORMANCE APPRAISAL
APPRAISAL
Potential Problems
Methods of appraisal
Source: Mullins Laurie J (2002), Management and Organizational Behaviour
l