Effectiveness of performance appraisal

Effectiveness of Performance Appraisal: Its

Outcomes and Detriments in Pakistani Organizations

By:Hafiz Muhammad Ishaq

(Federal Urdu University of Arts, science and Technology, Islamabad, Pakistan)

Muhammad Zahid Iqbal (COMSATS Institute of Information Technology, Islamabad, Pakistan)

Arshad Zaheer (Foundation University, Islamabad, Pakistan)

Presented By:Kamran Mukhtiar 17

IntroductionLiterature ReviewOutcomes of PADeterminants of PAProcedure & MeasuresResult & DiscussionConclusion

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

The research of this article based on two Areas:

1. What are the outcomes of effective performance appraisal in Pakistani organizations?

2. What are the factors that can harm effectiveness of performance appraisal in Pakistani organizations?

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

Performance appraisal is a method of acquiring and processing the information needed to improve an individual employee’s performance and accomplishments.

Exploring the Factors through published literature in the following two Areas:

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

According to Dobbins & Cardy (1990):

Reduced employee turnoverIncrease motivation Existence of feelings of equityLinkage between performance and award

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

Teratanavat, Raitano and Kleinerv (2006) found outcomes:

Reduce employee stress Review of overall progressLinkage between current performance and employee’s goals

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

Harms are identified as follows:

Exemptions to highly visible employees Punishment of low performers Reward on nonperformance Irrelevant measurement criteria Organization’s politics Focus on individual encouragement Inconsistency in appraisal criteria Monologues Feedback session

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

Elements of population for study :Managers who appraised performanceEmployees whose performance was appraised

Selected dimensions used in research:AgeGenderEducationExperienceJob positionType of organization

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

Results of research:

Mean score and standard deviationAverage perceptionMale and female manager:

Different response outcomeSame response on detriments

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

Awareness of outcome is greater than detriments.

Detriments of PA effectiveness :Manager and employees have different views.

Outcome of PA effectiveness :Male and Female manager/employees have different views.

Conclusions

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani Organization

Factors Affecting Employee Turnover and Job Satisfaction: A Case Study of Amari Hotels and Resorts

By:Boondaring Ronra & Assoc. Prof. Manat Chaisawat

Presented To:Miss Shehla Hasan

Presented By: Saira Saher 34

IntroductionLiterature Review A case study of Amari Hotels and ResortsMethodologyPreliminary Findings & ResultsConclusion

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Establish in 1965

It is a respected chain hotels

3247 employees

The amount of movement of employees in and out of an organization, normally present in terms of the turnover rate (Chruden & Sherman, 1972).

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Number of leavers in a particular period as a percentage of numbers of total employees during the same period

Number of leavers x 100 = Separation rate

Average no. working

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Turnover and absenteeism are related to job dissatisfactionlow absenteeism is associated with high job satisfaction

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Hygiene factorsMinimize discomfort, and insecurity

Motivation factorsPromotes employee growth and development

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

The employee job satisfaction.To explore factors affecting employee turnover.The impact of satisfaction on employee turnover at Amari hotels and Resorts, Thailand.

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Target population of this research refers to the 3,247 employees who are working for 11 Amari Hotels and Resorts

Data collected through questionnaires

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

The result of the preliminary findings indicatedthat “working Environment”, “growth and possibility of growth” and “work itself” were the three factors that have significant relationship with the overall satisfaction.

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Work itself

Working environment

Growth and possibility for growth

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.