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.