This action might not be possible to undo. Are you sure you want to continue?
Performance Appraisal System on United Makkah Madina Travel Agency
Page 1 of 43
Ahsanullah University of Science & Technology School of Business
Master of Business Administration (MBA) Program
Course Title: Fundametal of HR
“Performance Appraisal on United Makkah Madina Travel Agency”
Course No : MBA
Submitted by Abdullah al Mamun Tusher 10.02.51.043
Submitted to Dr. Mayenul Islam Course Teacher School of Business (MBA) AUST
Page 2 of 43
I hereby declare that this assignment report is the result of the independent work carried out by me. I am also certifying that this assignment is my own work in my own words. All sources have been acknowledged and the content has not been previously submitted for assessment to Ahsanullah University of Science & Technology or elsewhere. I also confirm that I have kept a copy of this assignment.
Page 3 of 43
The accomplishment of my report and development of final dissertation was possible with the blessing and guidance of Almighty Allah and those who supported and guided me in the due course. Foremost of all, I would like to express special gratitude to Almighty Allah, who gave me the patience and strength to successfully complete all the stages of this course. The completion of this paper would not have been possible without the support and able guidance of our honorable course teacher Md. Mohiuddin. I would like to express my special gratitude to my colleagues who supported me through sharing my responsibilities to have sufficient time for compilation of my final dissertation.
Page 4 of 43
The school of business department Ahsanullah University Of Science And Technology.PREFACE True learning is born out of experience and observation practical experienceis one of the best types of leanings that one can remember throughout thelife. this report will identify effectiveness of performance appraisal system of employee development at Bashundhara City Development Ltd. If one will be benefited with this report my effort will be success. All efforts have been made to keep the report free from errors and I hope that the report will prove helpful to all those interested in this field. allow us to prepare assignment of academic curriculum. Presently. It will show how performance appraisal as Bashundhara City Development Ltd. as i am working a well reputed organization Bashundhara City’s Management. Page 5 of 43 . I have a close supervision and got chance to see the functioning HRD departments and imbibe a lot learning of the subjects. for the course of Fundament of HR with title of “Performance Appraisal on Bashundhara City”.
TABLE OF CONTENTS Contents Title Page Certification Acknowledgement Preface Table of contents CHAPTER .5 Conclusion and Recommendation References Page No.3 An overview of the Organization CHAPTER .4 Result and Findings CHAPTER .1 Introduction Statement of the Study Objective of the Study Methodology of Study CHAPTER . 01 02 03 04 05 07 07 08 09 11-15 17-36 38 40-41 42 Page 6 of 43 .2 Literature Review CHAPTER .
CHAPTER – 1 INTRODUCTION Page 7 of 43 .
appraisal results are used to identify the poorer performers who may require some form of counseling. supervisor and employee who then develop program.is a very uncertain and contentious matter. the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases. in which the work performance of the subordinate is examined and discussed.appraisal results are used. By the same token. To be effective. dismissal or decreases in pay.the assignment and justification of rewards and penalties . to help determine reward outcomes. That is. or in extreme cases. employees must understand how their work contributes to the success of the organization. and promotions. In many organizations . It is an interactive process where upper management communicates the agency’s strategic vision and objectives to every manager.) Whether this is an appropriate use of performance appraisal . division and individual goals designed to achieve the agency’s strategic objectives. with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. Page 8 of 43 . STATEMENT OF THE STUDY Everyone is responsible for implementation and administration of the performance management process defined in this policy and its accompanying procedure. Performance management defines the relationship that should exist between state employees and their supervisors. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay. The agency’s strategic objectives should cascade down to the employees in such a way that there is a clear path that connects the individual goals to that agency plan. either directly or indirectly. demotion. bonuses.INTRODUCTION Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor.but not all . that usually takes the form of a periodic interview (annual or semi-annual).
meaningful recognition and reward of desired performance to include. • Timely corrective action when performance is not meeting expectations. • Timely.OBJECTIVES OF THE STUDY: • The setting of clear annual performance expectations for each employee linked to the desired outcomes defined in the agency’s strategic plan. Performance expectations must be specific. in which the employee’s actual performance is assessed relative to the performance objectives and is described using specific facts and situations. • • Regular. an annual performance-based increase to base salary tied to the performance rating on the appraisal. when the state’s fiscal condition permits. Page 9 of 43 . Regular written performance appraisals completed annually. achievable. . feedback and communication with employees. measurable. at a minimum. ongoing coaching. timely and expressed as an outcome or result.
Career and Employment offices have various sources of hard copy information. Events such as career fairs give people a chance to gather information about a large number of occupations in the same place. Page 10 of 43 .in courses with a work experience component. students can gain firsthand knowledge of occupations by working with employers. relatives. and elders. Internet Research . Methods are listed below. pamphlets.people can find out about occupations by talking to those who do that type of work. Books. Many career planning websites provide excellent information about occupations or career exploration. In addition. Usually a combination of methods is used. Large companies and industry associations also have various sources of printed information about occupations specific to their company or industry. Personal Observation . Work Experience Placement . people can review and verify their current knowledge of occupations by discussing occupations in a class or with a counselor. Interviews .METHODOLOGY OF THE STUDY A number of methods can be used to gather occupational information. A listing and description of the sites can be searched via search engines like Google. and brochures .Common sources of information about occupations are friends.The Internet has emerged as one of the primary sources of information about occupations.
CHAPTER – 2 LITERATURE REVIEW Page 11 of 43 .
steps are taken to communicate with the employees and to remedy them. Finally they differ because of the method used to obtain weighting for various traits. First they differ in sources of traits and qualities to be apprised. The quality may differ because of difference in job requirements.LITRATURE REVIEW METHODS OF PERFORMANCE APPRAISAL Once the employees has been selected. Second they differ because of different kinds of workers who are being rated .third the variation may be caused by the degree of precision attempted in an evaluation. he is then apprised for his performance. So “so a performance appraisal is a process of evaluating an employees performance of a job in terms of its requirement “ Several methods and techniques of appraisal are available for measurement of the performance of the employee. trained and motivated. Performance appraisal is the step where the management finds out how effective it has been hiring and placing employees. The methods and scales differ for obvious reason. If any problem is identified. The performance appraisal method is divided into three categories these are Trait-based method Behavioral method Comparative method Result oriented method The part concerned with me is the comparative methods There are so many methods which are include in comparative method but the most important and most popular are Straight ranking method Grading method Graphing rating method Page 12 of 43 .
train categories of worth are first established and carefully defined. Limitation. etc they may be A-out standing B-very good C-average D-fair E-poor These are used in the selection of candidates by the public service commission Page 13 of 43 . But the greatest limitation of his method is the In practice it is very difficult to compare a single individual with human beings having various behavior traits The method only tell us how a man stands in relation to the others in the group but does not indicate how much better or worse he is than another It is difficult task when large number of person are rated It does not eliminate snap judgment. No attempted is to made to fractionalize the rate. dependability. The selected feature may be analytical ability. the whole man compared with the whole man. that is the ranking of a man in a work group is done against that of another.Forced choice description method Forced distribution methods Check list method Critical incident method Free from easy method Straight ranking method It is the oldest and simplest method of performance appraisal. cooperativeness. self-expression. Grading methodUnder this system. the rater consider certain feature and marks them accordingly to the scale. The relative position of each man is tasted in terms of his numerical rank. job knowledge. by which the man and his performance are considered as an entity by the rater. leadership.this is the simplest method of separating the most efficient from the least efficient and relatively easy to develop and use.
Graphic Rating Method This is the most commonly used method of performance appraisal. Under it a printed form one for each person to be rated. In the employee contribution are include the quantity and quality of work. specific goal achieved. These traits then evaluated on continuous scale where in the rather place a mark somewhere along a continuum LimitationHowever this method also not free from limitation The rating is generally subjective often the rating cluster on the high side when this method is used Another severe limitation is that it assume that each characteristics is equally important for all jobs Forced choice description method it attempts to correct a rater tendency to give consistently high or low rating to all the employees under this method the rating elements are several sets of pair phrases or adjective relating to job proficiency and personal qualification the following statement are illustrative of the type of statement that are used Organize the work well Lacks the ability to make people feel at ease Has a cool even temperament Is punctual and careful Is a hard worker and co-operative LimitationTrained technicians are required prepare sets of series for each occupational group Most of the raters become irritated with the test because they are not being trusted Page 14 of 43 . for example if consider that those employee who got 50 to 60 point is in average then the who got 50 point may be de motivated and who got 51 point may be happy with that appraisal . attitude. enthusiasm. regularity of attendance. locality creative ability. the responsibility assumed. analytical ability. co-ordination.in this method we can’t get the actual performance of the employee. The factors which are including in this method are employee characteristics and employee contribution. In employee characteristics are included are leadership.Limitation.
The rater then checks to indicate if the answer to a question about an employee is positive or negative. Employees are placed between the two extreme good or bad job performances. For ex 10% given to outstanding. It requires the rater to apprise an employee according to a predetermined distribution scale under this system it is performance and promo ability. The value of each question may be weighed equally or certain question may be weighed more heavily then others. For this purpose a five point performance scale is used with out any descriptive statement. ExampleIs the employee really interested in job? Is he regular on his job? Is he equipment maintain in order? Does he ever make mistake? Does he follow instruction properly? LimitationThis method suffers from bias on the part of the rater because he can distinguish positive or negative question Page 15 of 43 Yes/no Yes/no Yes/no Yes/no Yes/no . LimitationThis method use in wage administration leads to low morale and low productive Checklist method Under this method the rater does not evaluate employee performance. 20% given to good and 40% given to satisfactory. he supplies report about it and the final rating is done by personnel department.The result of evaluation don’t prove useful for training purposes because the rater is ignorant of how he is evaluating the individual Forced distribution method This system is used to eliminate or minimize rater’s bias so that all the personnel may not be placed at the higher end or lower end of the scale. A series of question are presented concerning an employee to his behavior.
quality. Etc. lay-off.Process can be expensive and time consuming Separate checklist must be developed Free essay method Under this method the supervisor makes a free form. He takes note of these factors Relation with fellow supervisor General organization and planning ability Job knowledge and potential Employee characteristics and attitude Production. These events are known as critical incident method. Some appraisal may not write a descriptive report The appraisal may be loaded with flowery language about the quality of rate then the actual evaluation Critical incident method The essence of this system is that it attempts to measure workers performance in terms of certain events and episode that occur in the performance rates job. open ended appraisal of an employee in his own words and put down its impression about the employee. The supervisor keeps a written record of the event that can easily recalled and used at the time of performance appraisal Page 16 of 43 . and cost control Physical condition and Development needs LimitationIt contains a subjective evaluation of the reported behavior of an individual may effect such employment decision as promotion.
CHAPTER – 3 AN OVERVIEW OF THE ORGANIZATION Page 17 of 43 .
where they help each other through this journey. Our goal has been to provide an environment where the hajjis bond with strong communal feelings. Page 18 of 43 . embarked upon its mission to be a facilitator and guide for the hajjis during this holy duty.it is a divine opportunity to travel in the footsteps of the holy prophet (pbuh). Ltd. and of course the Kaaba. become a market leader in this profession.About United Makkah Madina Travel Agency Hajj – the pilgrimage that all Muslims across the globe yearn to perform at least once in their lives. It is a spiritual journey that is beyond comparison to anything else in the world. By being fair and honest in our dealings and a strong adherence to the Quran and Sunnah we have. One can never forget their experiences at Meena. . by the Grace of the Almighty. United Makkah Madina Travel & Assistance Co. One cannot describe the emotions involved on this sacred journey to Makkah. this company has been organizing such trips for nearly a decade now. Muzdalifah. Recognized as one of the few registered travel agencies authorized to deal with all Hajj and Umrah matters. while stoning the pillars at Jamarat to signify the rejection of Shaitan. We strive to ensure that the experience remains unforgotten. A testament of this lies in the fact that almost all our dedicated clients have come to us based on referrals they get from pilgrims who have honored us in the past by choosing to travel with us. Arafat.
understanding. Instrumental in creating a safe and healthy work environment for all. The ability and willingness to work effectively with colleagues. asking for clarification when necessary and providing information to others in a clear. work quality and service satisfaction. shares new ideas for things. The extent to which an employee can work as part of a team both internally and cross functionally within the organization and with service partners by creating and contributing to a supportive and co-operative way of working.Organization’s Performance Appraisal System Performance Ratings: Employee/Manager Competencies: COMPETENCY Reliability DEFINITION The extent to which an employee can be relied upon regarding task completion and follow-up. meeting deadlines with accuracy. form effective working relationships. attitude and willingness to improve him/herself both personally and professionally in a constantly changing working environment. complete and concise manner. The extent to which an employee works efficiently and productivity. The extent to which an employee is willing to cooperate. and following oral/written instructions. Interpersonal Relationships Organizational Skills Initiative Communication Skills Adherence to The extent to which an employee supports and adheres to the Quality and Safety organizational policies and values. supervisors. Takes an intelligent course of action without supervision. coworkers. Has an acceptable overall punctuality and attendance record. time. Includes listening. and promotes high quality of workmanship within the organization. anticipates critical events and provides timely solutions. and/or other contacts. remembering. support others when appropriate. and effectively manages resources (labor. and adapts rapidly to organizational change initiatives. The extent to which an employees is proficient and professional in oral and written communication. Page 19 of 43 . contractors. and is willing to assume additional duties when necessary. materials. The demonstrated ability to communicate across different cultures. work and communication with internal or external customers such as clients. subordinates.). etc. and accepts support to accomplish the task or objective. Demonstrates awareness of and Standards complies with safety regulations and quality standards. The extent to which an employee is a self-starter.
Demonstrates an ability to make decisions under conditions of risk and follows through (clear thinker). demonstrate in action the ability to lead by inspiring. setting strategic direction. delegates and direct effectively. and generate enthusiasm in people (high morale).Manager Competencies (Only): COMPETENCY Leadership DEFINITION The extent to which an employee can demonstrate depth and scope of job knowledge in the performance of organizational objectives. and trust in others. deliver measurable results of organizational enterprise KPIs. Decision Making and Problem Solving Resource Management Page 20 of 43 . shows respect. processes and technology. always looking for opportunities to maximize efficiency. decision-making. engaging people through sharing the organizational vision. motivating. quality and cost. confidence. solves short & long-term problems by generating alternative solutions and contingency plans. and leading by example while creating a collaborative and supportive work environment. The extent to which an employee demonstrates the ability to deliver goals through the effective deployment and use of all available resources including people. The extent to which an employee demonstrates proper judgment. uncompromising personal integrity and high moral courage. analyzes and evaluates information for effective decisions. gathers. and problem solving skills. Draws appropriate logical conclusions from relevant data.
Employee Details Name Department / Section Employee ID Salary Scale Code Position Title Joining Date Duration in Current Role Line Manager Date of Annual Review Annual Performance Review (1) Key Achievements (Jan .Manager Sample : To be completed by all heads/ managers for each employee after the Annual Performance Review meeting.Dec 2010) 70% Page 21 of 43 .Dec 2010) 20% Key Achievements for Stretch Objectives/Targets/Goals: Objective(s): Measure(s): Target(s): (2) Annual Individual Objectives (Jan . Use the Annual Performance Review Discussion Notes Form to record key comments and evidence.
Competency Reliability Interpersonal Relationship Organizational Skills Initiative Communication Skills Adherence to Quality and Safety Standards AVERAGE COMPETENCY RATING 3A: (3B) Competencies Overall Performance Rating Managers (10%) Page 22 of 43 .Objective Weighting (Total 100%) 0% 0% 0% 0% This must total 100% OVERALL OBJECTIVE RATING: 0% (3A) Competencies Overall Performance Rating Employees (10%) Rate the employee against each indivdial competency to calculate a average rating for all.
Rate the heads/ managers against each indivdial Competency to calculate an average rating for all.80 Top 79 . Leadership Decision Making and Problem Solving Resource Management AVERAGE COMPETENCY RATING 3B: Overall Performance Category (1) Rating of Performance Achieved (20%) (2) Rating against Agreed Objectives (70%) (3) Overall Competency Rating (10%) *The Overall Performance Rating is: The Overall Performance Category is: 100 .60 Performer Highly Valued *This overal category is calculated as an average of (Rating 1 x 20%)+ (Rating 2 X 70%) + (Rating 3 X 10%) Reviewers Comments: Signature: Employee Comments: Page 23 of 43 .
Signature: Department Head Comments (One-over-One): Signature: Page 24 of 43 .
Use the Annual Performance Review Discussion Notes Form to record key comments and evidence. Employee Details Name Department / Section Employee ID Salary Scale Code Position Title Joining Date Duration in Current Role Line Manager Date of Annual Review Annual Performance Review (1) Key Achievements (Jan .Dec 2010) 20% Key Achievements for Stretch Objectives/Targets/Goals: Objective(s): Measure(s): Target(s): Page 25 of 43 .Employee Sample To be completed by all heads/ managers for each employee after the Annual Performance Review meeting.
(2) Annual Individual Objectives (Jan .Dec 2010) 70% Objective Weighting (Total 100%) Measure 0% 0% 0% 0% This must total 100% OVERALL OBJECTIVE RATING: 0% (3A) Competencies Overall Performance Rating Employees (10%) Rate the employee against each indivdial competency to calculate a average rating for all. Competency Reliability Interpersonal Relationship Organizational Skills Initiative Page 26 of 43 .
40 Valued *This overal category is calculated as an average of (Rating 1 x 20%)+ (Rating 2 X 70%) + (Rating 3 X 10%) Reviewers Comments: Page 27 of 43 .80 Top Performer 79 .60 Highly Valued 59 . Leadership Decision Making and Problem Solving Resource Management AVERAGE COMPETENCY RATING 3B: Overall Performance Category (1) Rating of Performance Achieved (20%) (2) Rating against Agreed Objectives (70%) (3) Overall Competency Rating (10%) *The Overall Performance Rating is: The Overall Performance Category is: 100 .Communication Skills Adherence to Quality and Safety Standards AVERAGE COMPETENCY RATING 3A: (3B) Competencies Overall Performance Rating Managers (10%) Rate the heads/ managers against each indivdial Competency to calculate an average rating for all.
Signature: Employee Comments: Signature: Department Head Comments (One-over-One): Signature: Page 28 of 43 .
NAME: ___________________________________________ DEPT: ___________________________________________ STAFF NO: ______________ REVIEW DATE: ___________ EMPLOYEE SIGNATURE ______________________________________ MANAGER SIGNATURE _______________________________________ 1) KEY ACHIEVEMENTS (For Jan – Dec 2010) Comments and evidence on areas of achievement: Page 29 of 43 . Complete the Annual Performance Review Summary Form after the annual review meeting to record individual ratings once you have reflected on the individual performance and the evidence gathered from the meeting. Record the key discussion points with comments and evidence of performance for each of the 3 areas highlighted.ANNUAL PERFORMANCE REVIEW 2011 MEETING NOTES FORM Use this form during the meeting to record your individual annual performance review discussion notes with your team member.
Objective(s): Measure(s): Target(s): Development Needs: Action: Plan: Page 30 of 43 .
2) OBJECTIVES SET (For Jan – Dec 2010) Objective 1 Weighting % Measure Target Achieved Objective 2 Weighting % Measure Target Achieved Objective 3 Weighting % Measure Target Achieved Objective 4 Weighting % Measure Target Achieved Comments and evidence on areas of achievement against agreed objectives: Page 31 of 43 .
Agreed areas of development: Page 32 of 43 .
3) EMPLOYEE COMPETENCIES (For Jan – Dec 2010) Reliability: Evidence: Interpersonal Relationship: Evidence: Organizational Skills: Evidence: Initiative: Page 33 of 43 .
Evidence: Communication Skills: Evidence: Adherence to Quality & Safety Standards: Evidence: Page 34 of 43 .
4) LINE MANAGER COMPETENCIES (For Jan – Dec 2009) Leadership: Evidence: Decision Making and Problem Solving: Evidence: Page 35 of 43 .
Resource Management: Evidence: Page 36 of 43 .
usually for about an hour. the manager reflects on how well the subordinate has performed over the course of the year. In this hour-long session they discuss what the person will achieve over the next twelve months (the key responsibilities of the person’s job and the goals and projects the person will work on) and how the person will do the job (the behaviors and competencies the organization expects of its members). As the time for the formal performance appraisal nears. He creates the conditions that motivate and resolves any performance problems that arise. assembles the various forms and paperwork that the organization provides to make this assessment. Midway through the year— perhaps even more frequently—they meet to review the individual’s performance thus far against the plans and goals that they discussed in the performance-planning meeting. Others—perhaps the department head or the compensation manager—may also review and approve the assessment. The manager provides coaching and feedback to the individual to increase the probability of success. Phase 2: Performance Execution.Performance appraisal follows a four-phase model: Phase 1: Performance Planning. At the beginning of the year. Over the course of the year the employee works to achieve the goals. Of course there may be many individual variations on the basic theme. the manager and individual get together for a performance-planning meeting. and key responsibilities of the job. The completed assessment form is usually reviewed and approved by the appraiser’s boss. Phase 3: Performance Assessment. The manager and the subordinate meet. objectives. They typically also discuss the individual’s development plans. Phase 4: Performance Review. The manager may also recommend a change in the individual’s compensation based on the quality of the individual’s work. and fills them out. Figure 1-1 illustrates the basic four-phase process. At the end of the review meeting they set a date to meet again to hold a performance-planning discussion for the next twelve months. but most sophisticated companies generally follow this four phase process. at which point the performance management process starts a new. Page 37 of 43 . They review the appraisal form that the manager has written and talk about how well the person performed over the past twelve months.
CHAPTER – 4 RESULT AND FINDINGS Page 38 of 43 .
FINDINGS OF THE STUDY: Performance appraisal doesn'. it is important that the appraisals be standardized and that appraisal results be reviewed. human resources departments and organizations with an indication of where additional training and development may be necessary. it can highlight external factors affecting the need for new skills. Page 39 of 43 . Performance appraisal can serve as an input to succession planning by identifying employees with specific competencies that the organization knows it will need in the future due to turnover and retirement. To maximize the use of performance appraisals in this manner. assessed and analyzed to identify competencies and development needs across all departments. Identifying Areas of Strength The results of performance appraisal can be assessed to identify areas of strong performance across all employees. by department or by demographics. For instance. Performance appraisal can provide an indication of areas of training need as well as direction for leadership development. These areas of strength then can serve as benchmarks and opportunities for sharing of best practices for other areas of the organization. the manager and HR department then can develop programs and interventions to either offer employees an opportunity to exercise their leadership competencies or build skills.". author of ". results may indicate that employees collectively are scoring low on items related to use of technology or customer service. department and division levels. performance improvement and succession planning. Identifying Training Needs Evaluating the results of performance appraisals can provide managers. calculate and analyze results to show where performance is strong. Results also may be assessed at the individual. In both cases. These may become target areas for the creation and implementation of training programs designed to boost employee competence and performance. Standardized performance assessments allow companies to aggregate.Human Resource Essentials.t benefit only employees. Organizations that use the results of performance appraisal to identify areas of strength and opportunity can benefit as well. Leadership Development and Succession Planning Performance appraisal can provide an indication of employees with leadership potential or leadership development needs. says Lin Grensing-Pophal.
CHAPTER – 5 RECOMMENDATION & CONCLUSION Page 40 of 43 .
The study team recommends that implementation plans and systems be developed for a new phase of the SPA system. 2. The performance appraisal system should be fully integrated into existing management systems and processes. Thought should also be given to linking the SPA process to other related HR systems and processes. the process faces too many constraints to be expanded and should be revised and more successfully applied before scale-up is considered. and performance-based rewards and an effort should be made to understand plans and developments in these areas to make effective links between these processes. To ensure the sustainability of the process. performance-based reward programs. 4. namely. and training. Systems should also be developed so that in-service training coordinators at the region obtain information on training needs from staff performance appraisals (perhaps off the summary forms) and can integrate these needs into regional training plans. Staff in regions testing out the GHS SPA process should be able to present the revised forms when applying for promotion. Currently. Similarly supervision of performance appraisal should be integrated into existing supervisory systems and supervisors should be trained in what and how to supervise with regard to performance appraisal. This will help reduce costs and establish a sustainable forum for building capacity in performance appraisal. In order to be effective. performance appraisal activities. HRDD management should also provide support for the implementation of the PA process. All efforts should be made so that resource materials are developed and disseminated and training completed before the end of 2006 so that the revised SPA system can be implemented in 2007. 6. As part of this new phase. SPA has been tied into the promotion system. rapid and discrete). A TOT program and materials should also be developed and a phased training program that includes regions. commitment and support for the SPA process is required from HRDD. The Ministry of Health and GHS have strategic objectives related to QA. Regional.RECOMMENDATIONS: 1. and sub-districts should be created. As it exists. Performance Appraisal Evaluation Report 15 3. 5. but its relationships to other systems remains weak. training should be integrated into routine quarterly meetings held between regions and district/hospital staff and districts and facility staff. District and facility action plans. district/hospitals. especially while in pilot phase. staff promotion and advancement. should be integrated into Central. Page 41 of 43 . forms should be revised and field tested (this field test should be simple. The performance appraisal process is not ready for scale-up. quality assurance systems. In order to be successful.
There are several things. not only a guideline for remuneration and promotion / demotion. That gives evidence. an author noticed global efforts to make changes in approaches to performance appraisal towards developmental and motivational uses. that should be kept in mind when preparing and doing performance appraisal. but mainly as a way how to maintain long-term development within an organization. however. that. Human Resources department and appraisers should consider performance appraisal mainly as a means for development and motivation. performance appraisal as whole is very hard to do “right”. as many critics say. an author found a big variety of views on performance appraisal and all of its aspects. useless and evil. When paying attention to careful PAS planning and proper techniques used. In previous pages. opinions were completely opposed. He also found that there is a link between performance appraisal and employee attitudes and behaviors. performance appraisal might be perceived not only as an irreplaceable tool for recognizing and rewarding good performance and correcting poor performance. performance appraisal should be done as a “running” on daily basis. Page 42 of 43 . in contrast to other management topics. During a research carried out when preparing this work. rather than annual reports. several examples of effects of performance appraisal on attitudes are said. Often.CONCLUSION Performance appraisal systems are not. since there are not many “right” solutions that would have no opponents. In articles. Appropriate technique should be always used.
Jack.home. Cook. (2004).com/klarsen/learnorg/ Retrieved: 2005 Greenhaus. Philadelphia: Kogen Page Publisher Baughman. Donna.com/~lo hosted by Richard Karash.mil/employees/strategicplan/pdfs/addleson. Carsia. Aldo and Silsbee. Nyquist. Kai.Claire. Armstrong.REFERENCES Addleson.usace. (1996). Career Management. Jeffry H. The Learning Organization in the Public Service. McInerney. (2004). Sue and Ann Bette Hubbard. S. M. 33. Larsen. Culture.jstor. (1993). New Delhi: Prentice Hall Cascio.who. Human Resource Development Through Continuous Improvement : A Case Study of Yasothon Hospital. and Godshlik.lib. (2006). Londen NI 9JN: Kogen Page Publisher.org/ Retrieved: 2006 Page 43 of 43 . TQM. Santos. (10th edition). (1992). Review on Developing Human Resources. http://www. Orlando: the Dryden press.org/ Retrieved 2006 Armstrong.nycap. Michael. Review on Human Reource in Janpanese Industrial Development.A Total Business Approach. Corinne. Vol. Becoming a Learning Organization. Vol. and Robbins. Learning Organizations.jstor. Janice A. US: Prentice Hall. (2002). Designing Workspaces for Higher Productivity: The open. What is a Learning Organization? URL: http://www. Nirmal. Wayne F. Veronina M (2000). (2000).bioinfo. Principles and Techniques of Personal Management/ Human Resource Management. Stienforth. Human Resource Management Practice. New Dehli: Deep and Deep Publication. 14. Derek and Stewart. Dr.2.army. .pl/pmid:15478713/pmid/sim Cartin.pdf.std. Gerard A. (2006). Michael. Principles and Practices of Organizational Performance Excellence. University of Maryland Libraries. Thailand.html. Wieby M. Journal of Organizational Behavior. Mark. Tiernan.. PAD633.office trend can work against employee productivity if not designed responsibly.URL: http://www. Susumu. (1984).(1997). URL: http://www. (1998). Journal of Human Resource Development. URL: http://www. K. Thomas J. Hampshire: Grower Publishing Ltd. (2001). Chaisiri.Vol. and HRD: Is there common ground for MCP II. quality of work life and profits. and Singh. Stewart. Journal of Economic Development and Cultural Change.(2000).corpslakes. Managing Human Resource: Productivity. College Publisher Hagiwara. Strategies for Human Resource Management. (1996) Learning Organizations.rr. Harcourt. Crick. Callanan.URL: http://world. Human Resource Management. Working Paper #3.A Hand Book. Retrieved: 2006 Althink. Retrieved: 2005 Decenzo. URL: http://www.int/hrh/hrdj/en/index3 . Faerman. Retrieved : 2005 Dr. Stephen P. Rawalpindi: Qazi Sons Printers. David A. Kawee. Bhatia. Sue.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.