SUEZ CANAL UNIVERSITY

Faculty of pharmacy
(Master of Business Administration - Pharmaceutical Management)

The effect of employee performance evaluation on

enhancing the overall performance of pharmacy
chains

Thesis Submitted in Partial Fulfilment of the Requirements for the Degree of MBA

By

Basma Mohamed Saad

Bachelor of pharmaceutical science

Faculty of Pharmacy

Suez Canal University-2019

Supervisors

Dr. Nagat Ghareb Abady Dr. Hussein Mohamed Soliman

Ass. Professor of Organic Chemistry Teacher of Accounting and Auditing
Faculty of Pharmacy Faculty of Commerce
Suez Canal University Suez Canal University

2022
 Approval Sheet

Researcher Name: Basma Mohamed Saad

Thesis Title: The effect of employee performance evaluation on

enhancing the overall performance of pharmacy chains.

Degree: Master of business administration (MBA)

Discussion Date: / / 2022

Committee Decision:

Examination Committee. Signature

Dr. Hussein Mohamed Soliman ------------------------------------

Teacher of Accounting and Auditing
Faculty of commerce
Suez Canal University

Dr. Nagat Ghareb Abady -----------------------------------------

Ass. Prof. organic chemistry
Faculty of pharmacy
Suez Canal University
 ACKNOWLEDGMENT
First thanks to ALLAH to whom I relate any success in achieving any work in
my life.
I wish to express my sincere gratitude to
Dr. Hussein Mohamed Soliman and Dr. Nagat Ghareb Abady,
For their kind supervision, expert guidance, and generous help.
I am extremely grateful to my mother, for her co-operation and hearty feeling
during this work.
Finally, I am indeed grateful to everyone who made this work possible.
Basma

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 TABLE OF CONTENT

Contents Page
Acknowledgment i
Table of Contents ii
List of Figures ii
Abstract 1
Introduction 1-5
Previous studies: 5-9
Literature review 10-17
Methodology 17
Finding 18-20
Conclusion 20
Recommendation 21
References 22-23
Arabic abstract 24-30
Arabic Title Page
lili‫مهس‬

‫ل‬

LIST OF FIGURES

Figure 1 10 ‫س‬

Performance management ‫برر رببب‬

‫ببباللبيييلل‬

Figure 2 14
‫ؤب‬

The performance management cycle ‫ممممممممهس‬

Figure 3 29
‫اثر تقييم اداء العاملين‬

Figure 4 29
‫معايير تقييم اداء العاملين‬

ii
ABSTRACT:
The study aimed to examine the mediating role of the performance evaluation of the
employees of three national pharmacy chains. The descriptive approach was used
mainly based on the interview tool with 25 pharmacists, managers, and heads of
departments for the human resources management of the sample companies. To
evaluate the performance of the employees of the national companies as an annual
administrative procedure, the results found that training, rewards, promotions,
mobility, and contract extension are not used due to factors such as culture, values,
and the nature of health care practice. The results have a great implication for the
pharmacy business sector in Egypt.

Keywords: Performance management, Performance Appraisal System, Chain

pharmacy, Egypt.

1. INTRODUCTION
Recent descriptive and empirical studies recognized the importance of quality
performance management experience on the level of organizational effectiveness
(Bouckaert and Halligan, 2006).

An effective performance management process normally includes a performance

appraisal practice that would help management set targets and goals for employees
and monitor their performance regularly. However, the existence of a negatively
perceived performance management system becomes dysfunctional and rather
obstructive in the goal achievement process when employees see that the system is
failing in their development and motivation (Fletcher, 1993). Performance appraisals
have been used by organizations in order to evaluate employees’ performance. It has
been argued that PA can be a powerful tool to motivate employees toward achieving
organizational goals through its use in rewarding, promoting, developing and
improving workforce capabilities (Davis & Newstrom, 1993).

Berger and Berger (2011) posited that an effective performance appraisal system
provides for assessment of individual performance and developing them to create sets
of competencies that the organization requires. This is consistent with the arguments
of several other authors who emphasized that an integrated human resource and
performance management strategies has important impact on the commitment and

1
attitude of the workforce (Armstrong, 2005; Ostroff, 1992; Young et al., 1995).
Price (2001) posited that employee performance is the effective orientation of an
employee in regard to his or her work.

Some studies also concluded that many managers avoid the appraisal process because
they worry about the consequences of conducting it and believe that it is not worth
doing as compared to its results and returns (Letham et al., 2009 cited in Brown et
al., 2010). Moreover, there are many reservations on the feedback effectiveness given
by the managers during the appraisal process. Walsh and fisher (2005) argue that the
process causes fear and anxiety for both the managers and the employees. Managers
find it hard to provide receptive feedback for their employees; as many have failed in
mastering the techniques of providing feedback without hostility, listening sincerely
to employees’ point of views praising them on their favorable performance, and
dealing with them constructively. As a result, managers always seek to postpone
delivering feedback to avoid the impact of providing it. On the other hand, employees
also feel anxious about the feedback and how they are rated. Consequently, they use
feedback-seeking strategies to reduce the feedback they will receive from their
supervisors and relate negative ratings and performance flaws to aspects beyond their
control. Some studies also concluded that many managers avoid the appraisal process
because they worry about the consequences of conducting it and believe that it is not
worth doing as compared to its results and returns (Letham et al., 2009 cited in
Brown et al., 2010).

The end in mind is to have an agreed-upon set of goals and the means of achieving
those goals and the tools of directing people within the organization in order to
improve the chances of reaching planned goals (Weiss and Hartle, 1997). Although a
solid relationship exists between effectively managing people through sound strategic
human resource management and higher organizational performance levels whether
strategic or financial (Delery and Doty, 1996; Huselid, 1995),

Based on the above, there is a continuous need to study the impact of performance
management as a system on the level of employee performance. Some research
studies have attempted to measure the impact of performance management as a
process on the level of achieving organizational objectives key outcome from past
studies was that performance appraisal as a practice is tagged as effective only if

2
perceived as fair and equitable by all stakeholders involved in the process (Ilgen et
al, 1979; Murphy and Cleveland, 1991; Cardy and Dobbins, 1994).

The study of performance improvement is a topic of wide interest to both people who
work in organizations and people who study them. Performance improvement has
been closely related to many organizational phenomena such as motivation,
leadership, attitude, conflict, morals, etc. Researchers have attempted to identify the
various components of job performance, measure the relative importance of each
component of job performance and examine what effects these components have on
employees’ productivity.

The research aims to:

Clarify the importance of performance evaluation in increasing the total productivity,
while many organizations consider performance appraisal an important tool to
measure and evaluate employees’ performance, Performance evaluation can be used
as an effective tool to maintain the capabilities and effectiveness of the workforce. In
general, Performance evaluation can be a crucial tool to motivate employees and
leverage their job performance and thus can be considered as a competitive advantage
over rivals

First / the importance of evaluating the performance of employees :

Employee performance appraisal has been a subject of discussion in the context of
administrative effectiveness in general, as the evaluation would create an
administrative environment capable of following up on ongoing system activities and
verifying working individuals' commitment to fulfilling their responsibilities and
duties according to work data. The significance is demonstrated by the following :

1- Human resource planning: the effectiveness of the evaluation and the foundations
of its validity clearly contribute to human resource planning, and organizations adopt
Performance evaluation measures on a regular or annual basis to determine the extent
of future resource needs and actual manpower needs.

As a result, the market's operational, development, and training strategies are

inextricably related to the strong foundations of the performance evaluation process
for working individuals.

3
2 -Improving and developing performance: The assessment process is useful in
improving and developing performance because it assists senior management in
identifying and addressing performance issues.

The institution knows and recognizes the strengths and limitations of its employees
and these employees must be aware of the level of periodic appraisal.

Management would thus be motivated to encourage employees to invest their abilities

in their careers and develop them to their full potential.

3-Determining training precautions: a proper evaluation of the workers'

performance can assist in determining the necessary training programs .

Improving and growing the performance of workers in companies, because training

needs and identification are not random or haphazard, but rather are based on the
needs of the business .

The real need to improve the performance of workers in the institution.

4 -Establishing a fair incentive and reward system: A fair performance evaluation

would clearly show the employee's actual level of achievement .

And the level of his ability to accurately complete the work's needs and tasks, thus
these workers' incentives and awards are based on their genuine effort .

As a result, worker awards are based on the effort put out in obtaining success, which
improves worker fairness .

The distribution of incentives and rewards by senior management in the institution,

and it is clear from this that the evaluation process contributes to the establishment of
fair organizational policies in giving incentives or rewards or depriving them in
accordance with the institution's nature and philosophy regarding reward and
punishment.

5 -Accomplish the transfer and promotion operations: help senior management in

understanding the truth of the employees' talents, abilities, and capabilities.

On the one hand, objective evaluation helps management understand the surplus or
shortage of human resources, and on the other hand, management can transfer or
promote skilled employees..

4
Scientific and practical skills in positions or job positions that are consistent with their
talents and ability to perform, which alerts the institution's senior management to the
prospect of recruiting, moving, or displacing low-performing skilled people;

6 -Understanding work obstacles and problems: It contributes to providing

appropriate opportunities for higher management to discover defects or weaknesses in
regulations, policies, programs, procedures, and instructions, , it reveals the strengths
and weaknesses in general in all productive elements, and thus The institution has the
right to improve or develop the capabilities of these individuals through the necessary
improvement measures and changes.

With a variety of programs, rules, processes, budgets, and other requirements, it can
be an effective supporter in establishing a foundation of highly efficient and
successful personnel.

2. PREVIOUS STUDIES:
2.1 Nour El-din Shanoufi study (2005): this study included personal interviews with
senior management members, especially those responsible for managing labor
affairs and workers at various levels and jobs. The researcher also distributed a
questionnaire to a random sample based on a comprehensive survey method
consisting of 300 individuals represented by a group of superiors and subordinates
in the various public economic institutions concerned with the study.
And the results of the study were as follows:
- The inefficiency of the employee performance appraisal system, and the
focus in its application on the lower administrative levels and the
exemption of the higher levels;
- The absence of well-defined objectives and appropriate criteria for their
measurement and observation;
- The institution’s reliance on performance evaluation models that do not
faithfully reflect the elements of its measurement, the actual skills of the
worker;
- Lack of interest by the management of the institution in the interviews to
evaluate the performance of workers to correct the low level of
performance, as well as the neglect of the results of the evaluation;

5
 - The evaluation system for the performance of the worker in the public
economic institution suffers from many problems and obstacles that limit
its effectiveness.

2.2 Khaled Rajm's study (2012)

The researcher's aim with this study was to highlight the importance of the
outputs of the process of evaluating employee performance in using them to
activate the decisions made at the level of human resources, such as training
and promotions..., as well as the relationship between the human resources
information system and the process of evaluating employee performance in the
institution and its role in improving the performance of the latte.
And the extent to which it affects worker performance.

The descriptive approach was used to meet the study's goals, while the
questionnaire, interviews, and observation were applied to collect data .
The study population consists of 135 persons who work at the institution. The
following are some of the study's most important findings:

- The use of the human resources information system leads to effective

human resource management in the organization, as it effectively
contributes to the improvement and upgrading of employee performance
through efficient and effective human resource management.

- The Human Resources Department evaluates employee performance based

on each worker's stored information.

- The Human Resources Department informs workers of the results of their

evaluations .

- The results of the evaluation are discussed with the line manager.

- Workers expressed satisfaction with their performance evaluation.

- Training programs are developed using information from the personnel

performance evaluation process stored in the human resources database.

6
 - There is a relationship between employee performance appraisal
information and the human resources database.

- There is a relationship between employee performance appraisal

information and the human resources database.

- - Information from employee performance appraisals is linked to

promotions programs.

2.3 (Masiha Laqabi, 2016) study: The System of Evaluating the Performance of a
Public Official in Algerian Legislation - Between Effectiveness and Flaws:

The theoretical study's aim is to define the concept of the performance

appraisal system, as well as its scope and functional impacts, as well as its
legal guarantees, starting with the concept .

Several conclusions were made throughout this research, the most notable of
which is that the legislator gave several administrative guarantees that the
evaluation method would be objective.

Although there are some flaws and weaknesses associated with self-reflection,
which is most visible in the employee's deprivation,

The study made numerous recommendations after studying his general

evaluation, the most important of which is to provide the employee the right to
examine his general assessment if he did not want it, but only after filing a
request to the administrative committee of equal members.

2.4 The research conducted by the CIPD in 2004 (11) elicited the following views
from practitioners about performance management:
- ‘We expect line managers to recognize it [performance management] as a
useful contribution to the management of their teams rather than a chore’
(Centrica).
- ‘Managing performance is about coaching, guiding, motivating, and
rewarding colleagues to help unleash potential and improve organizational
performance. Where it works well it is built on excellent leadership and
high-quality coaching relationships between managers and teams’ (Halifax
BOS).

7
 - ‘Performance management is designed to ensure that what we do is guided
by our values and is relevant to the purposes of the organization’ (Scottish
Parliament).

The research conducted by the CIPD in 1997 whose goal is to boost

productivity. Rather than just saying that someone has been really
effective, consider what aspects are being done well and which are not.
Overall, the goal is to make it obvious to employees how their
performance affects the company's performance.

Obtained the following additional views from practitioners about performance

management:

- ‘A management tool which helps managers to manage.’

- ‘Driven by corporate purpose and values.’
- ‘To obtain solutions that work.’
- ‘Only interested in things you can do something about and get a visible
improvement.’
- 'Rather of focusing on paperwork, focus on changing behavior.'
- 'It's about how we manage people, not a system,'
- 'Performance management is what managers do: it's a natural management
process.'
- ' It is based on well-established concepts, but it is flexible.'
- "Focus on development rather than pay."
- 'Success is determined by the organization’s performance culture and
needs to be.'

2.5 The approach to performance management adopted by the Scottish

Parliament as set out in the guidance notes is summarized below.

Aim

To be an organization in which we all act professionally, are appropriately trained,

informed, involved, motivated, and rewarded, and are proud to be a part of.

8
 To help achieve the above a performance management system has been developed
specifically to:

- Be simple to operate.
- Create a clear link between personal and business life.
- Ensure that our principles and culture are followed.
- Conduct a review of skills, knowledge, and conduct (competencies).
- Conduct a thorough and continuous assessment of training and
development requirements.
- Make it possible for us to keep improving the organization's performance.
- Ascertain that we are able to recognize and reward exceptional
performance and contribution.
- Clearly distinguish between good and bad performance.

2.6 Ikemefuna et. al., ( 2012) in their research paper on “Workers’ Perception of
Performance Appraisal in Selected Public and Private Organizations in
Lagos Metropolis, Nigeria”,
Demonstrated that workers had a positive opinion of performance assessment
as a tool for promoting, reviewing, and fairly rewarding employees, as well as
creating the foundation for many employee training programs and motivating
workers' performance. The authors suggest that in order for assessment to
provide the intended results, sufficient attention should be made to avoiding
appraisal politics and pursuing fairness and openness throughout the process.
Organizations may also launch training programs to provide advice for
preventing assessment mistakes. For performance evaluation, open-reporting
systems, rather than closed-reporting systems, should be promoted to have a
motivating influence on workers' performance.

3. LITERATURE REVIEW

Will discuss the literature related to performance management practices and

organizational commitment and their relationship with one another.

3.1 Performance management

9
 Performance management can be defined as a systematic process for improving
organizational performance by developing the performance of individuals and
teams. It is a means of getting better results from the organization, teams, and
individuals by understanding and managing performance within an agreed
framework of planned goals, standards, and competence requirements. Processes
exist for establishing a shared understanding about what is to be achieved and for
managing and developing people to increase the probability that it will be
achieved in the short and longer-term

Figure 1: performance management

3.2 Basis of performance management

- Performance management involves measuring how jobs are done.
- Staff is assessed against a set of eight core areas of competence:
1) High-quality service
2) Adaptability and flexibility
3) Personal involvement
4) Decision-making and problem-solving
5) Leadership/teamwork

10
 6) interpersonal and communication abilities
7) Parliamentary awareness
8) Equals opportunities – improving access and promoting equality.

The competency areas align with the variables in the job evaluation scheme.

- Positive and negative indicators exist against each area of competence to show
how employees are expected to behave and how they are not expected to
behave.

3.3 Aims of performance management

- The main aim of performance management is to create a high-performance
culture in which individuals and teams assume responsibility for business
process improvement as well as their own skills and contributions within a
framework given by effective leadership. Its primary priority is to get people
to focus on doing the right things by establishing clear goals.
- Performance management is concerned with matching individual goals with
organizational goals and ensuring that employees follow the company's basic
values.
- The aim is to help people develop the skills they need to meet and exceed
expectations and grow professionally for the benefit of themselves and the
company.
- Performance management is concerned with ensuring that people have access
to the assistance and direction they require to grow and improve.

3.4 Performance Appraisal

This is simply the appraisal of an employee’s performance by a superior. As far as

human resource management is involved, there will always be an inclination
towards performance assessment (Cystuli and Jacobs, 2012).

There are three major reasons for performance assessment. One, it provides a two-
way system of feedback, linking the employee and supervisor. Two, it develops
the performances of employees. Three, it provides documented evidence of
employees’ performances for future references and legal reasons (Dirani, 2012).

11
Also, it may be considered when a firm is deciding on promotions and salary
increments.

It has been said that assessment of performance is an investment for a company.

This argument can be justified by the following advantages: (Dirani, 2012)

− Promotion: Assessment of performance enables supervisors take full

advantage of promotional programs for really effective employees.
− Compensation: Assessment of performance enables supervisors take
advantage of compensation packages for effective employees.
− Employees’ Development: The method of assessment of appraisal enables
supervisors properly structure training policies and programs.
− Selection Validation: Assessment of performance enlightens supervisors on
the validity and necessity of the selection process.
− Communication: Effective communication within an organization is
extremely important, especially the one that exists between an employer and
his/her employee.
− Motivation: Performance assessment is motivating. It helps to determine an
employee’s efficiency if his/her targets are attained. This will in turn inspire
the employee to do a better job next time, which inevitably improves his/her
future performance.

A persistent issue with performance appraisals is that they are being called to do
more than they can deliver and are trying to address mutually incompatible needs
(Beer, 1981; Wilson and Western, 2001). The literature reaches no consensus on
the purpose of performance appraisal, although four general uses have been
identified:
1. To provide feedback about strengths and weaknesses;
2. To distinguish between individuals to allocate rewards;
3. To evaluate and maintain the human resource systems of the organization.
4. To create a paper trail of documentation (Milkovich and Boudreau, 1994).

12
3.5 Standards for evaluating the performance of employees:
The following primary areas can be used to classify the criteria for evaluating
employee performance:
- Employee performance outcome: The results are considered the end
outcome of the performance as the first objective of evaluation, and they are
usually easy to measure, as shown in the following:
- Production volume and quantity, quality of production, production time limit,
number of accidents, and cost of obtaining outcomes.
- Employee performance behavior: When evaluating employee behavior, the
actions, behaviors, and habits that he follows in the performance of his work
are addressed, as it can be measured by:
- Individual behavior based on respecting working time, handling customer
complaints, managing meetings, writing reports, staying at work, cooperating
with
- Colleagues, problem-solving, decision making.

- Personal qualities standards: they refer to the favorable benefits that an

individual possesses when performing his or her job to enable him or her to
perform so successfully, such as understanding, Attention, initiative, job
motivation, emotional balance, and honesty are all important qualities.

3.6 The process of performance management

Performance management should be viewed as a dynamic process rather than a
rigid framework. The term system implies a strict, standardized, and bureaucratic
approach, which is at odds with the concept of performance management as a
fluid and evolutionary, albeit coherent, process used by managers working with
their teams in response to the circumstances. As a result, it entails managers and
those they supervise working together as partners, but within a framework that
outlines how they might best collaborate. This framework must limit the degree to
which performance management is a top-down affair and be consistent with the
organization's operations. Process-driven and adaptable businesses require
performance management. In these circumstances, which are increasingly the
norm, it has to replace the type of appraisal system that only fits a hierarchical and
bureaucratic organization. The processes of performance management consist of:

13
 • Planning: agreeing objectives and competence requirements and producing
performance agreements and performance improvement and personal
development plans.
• Acting: carrying out the activities required to achieve objectives and plans.
• Monitoring: checking on progress in achieving objectives.
• Reviewing: assessing progress and achievements so that action plans can
be prepared and agreed.

Figure 2: The performance management cycle

3.7 Performance measures and recognition

Tracking the effectiveness of the change effort both tells people that it is important
("you get what you measure") and provides a way to judge how well it is being
implemented. Measuring employees, sites and department performance can also
be used as an efficient tool to direct employees’ attention to their new roles and
responsibilities. Through well-defined performance measures, recognition and
reward scheme we can align employees’ efforts and behaviors with company
objectives to achieve the required results. We need to shift to measurable short-
term goals, even though the change campaign is a long-term, sustained one.
Results-driven efforts bypass lengthy periods of preparation, and other “rituals” of
change. Reward systems also play an enabling role. People generally adopt
behaviors that produce rewards, and abandon those that are unrewarded (Luecke,

14
 2003). Rewards do not have to be in the form of cash. Acknowledgement, praise,
or new job assignments can be more powerful motivators than cash (Beitler, 2010).

3.8 Outcomes of Effective Performance Appraisal

Common outcomes of an effective performance appraisal process are employees’
learning about themselves, employees’ knowledge about how they are doing, and
employees’ learning about ‘what management values’ (Beer, 1981). According to
Stephan and Dorfman (1989) outcomes of effective performance appraisal are
improvement in the accuracy of employee performance and establishing
relationship between performance on tasks and a clear potential for reward.
Dobbins, Cardy and PlatzVieno (1990) told five outcomes i.e. use of evaluations
as feedback to improve performance, reduced employee turnover, increased
motivation, existence of feelings of equity among employees, linkage between
performance and rewards. Nurse (2005) viewed provision of information for the
development of managerial strategies for training and development as an outcome.
Teratanavat, Raitano and Kleiner (2006) found outcomes like reduced employee
stress, review of overall progress, linkage between current performance and
employee’s goals, and development of specific action plans for future.

3.9 Training and Development

- Training and developing human capital is a crucial necessity which guarantees
that staffs are up-to-date with current market trends (Wheelen and Hunger, 2013).
- Furthermore, it is a means of furthering the knowledge base of employees, while
increasing their skills and expertise, which, in the end, improves the
organization’s overall performance (Bimpitsos and Petridou, 2012).
- And other aspects of training and development as a way of enhancing growth and
obtaining a highly skilled employee base. More to the point, the worth of an
organization’s staff and their continued skill and productivity development
through training is increasingly being recognized as a crucial factor in
guaranteeing a long-term success of small business (Salas, et al 2012).
- Although new techniques are continuously being developed, quite a number of
common training procedures have been shown to be highly effective. The
traditional learning and development initiatives when mixed with several different
methods results in an effective training program (Dirani, 2012).

15
3.10 Rewards system and satisfaction
This is a system in which employees are rewarded to motivate them to greater
heights. Organizations have to understand and then reciprocate employees’ efforts,
contributions, and achievements in the course of his/her duty (Newman and
Sheikh, 2012). This serves as an inspiration to the rewarded employee and the
whole staff, which, in turn, increases competition and the drive for excellence
among the staff. The ultimate beneficiary of this race for excellence is the
organization. Previous researches have exposed the link between rewarding hard-
work and improvements in employees’ performances (Longenecker et al, 2013).
Although system of rewards depends on other factors like experience, seniority,
and qualification, the dominating factor remains performance. This is why good
performances are always equated to better rewards (Alvesson, 2005). Finally,
every detail of the rewards program must be properly communicated to
employees, for the program to be successful. This is because an individual can
only be motivated to work if he/she understands what is required of him/her (Marx
et al, 2013). Rewards programs are varied and are aimed at both individual and
team performance: variable pay, bonuses, profit sharing, and stock option.

3.11 Managing underperformers

Everyone can improve their performance, and the measures listed above apply
equally to exceptional performers and everyone else. However, dealing with
people who fail to meet expectations may necessitate additional measures. It's
important to remember Charles Handy's advice while managing underperformers:
"Applaud success while forgiving failure." He proposes that mistakes be used as
opportunities for learning - "something that is only possible if the mistake is truly
forgiven because otherwise the lesson is heard as a rebuke rather than an offer of
assistance."

Managing underperformers is therefore a positive process, which is based on

feedback throughout the year and looks forward to what can be done by

16
 individuals to overcome performance problems and, importantly, how managers
can provide support and help.
The five basic steps required to manage underperformers are:
1. Identify and agree the problem.
2. Establish the reasons for the shortfall.
3. Decide and agree on the action required.
4. Resource the action.
5. Monitor and provide feedback.

4. METHODOLOGY
4.1 Study sample: Because this study is conducted to examine the relationship
between performance management practice and enhancing the overall
performance at chain pharmacies in Egypt, the population consists of managers,
frameworks of human resources management, and all levels of pharmacists
working in chain pharmacies in Egypt. Pharmacists are active healthcare
professionals working in a semi-commercial health organization and chain
pharmacies are firms that have a clear organizational structure with active HR
department when compared to single pharmacies.

4.2 Study tool: We used the descriptive strategy in our research since the interview is
regarded as the most fundamental and appropriate research tool, and to explain
why we chose the interview over the questionnaire, entails identifying a major gap
between the questionnaire's results and the respondents' statements made during
the interview when the answers to the questionnaire were matched.

We discovered a significant gap between some frameworks and their replies

during the interview, so we decided to depend solely on the interview, asking
questions that have a direct relationship with the frameworks.

The interview provides for discussion, analysis, and evaluation of the respondents'
responses and analysis, discussion, and extraction of data.

17
5. FINDING:
5.1 First: The results of the study:

- Concerning El-Ezaby chain pharmacies: All of the company’s frameworks

agreed on the following:

- Lack of interest in the process of evaluating the performance of

employees
- The current employee performance appraisal process does not
contribute to creating a spirit of competition.
- Not using the results of employee performance appraisal in
determining training needs or promotions.
- The actual performance of the employees is evaluated only once a
year.
- While most of the institution's frameworks agreed on using the results
of evaluating the performance of employees in granting rewards.
- There is continuous training, but the selection of trainees is not based
on performance evaluation, but rather on the selection of branch
managers according to whom they deem appropriate for training.

- Concerning Care chain pharmacies:

All the frameworks of the institution agreed on the following:

- The management of the organization is highly concerned with the process

of evaluating the performance of employees.
- The current employee performance appraisal process does not contribute to
creating a spirit of competition.
- Using the results of employee performance appraisal in promotions and
awarding rewards.
- The actual performance of the employees is evaluated only once a year.
- Everyone agreed that the evaluation is carried out only three months after
the appointment, which determines the continuity in the same job grade.

- Concerning Ezzeldeen chain pharmacies:

18
 All the frameworks of the company agreed on the following:

- Lack of interest from the management of the institution in the process of

evaluating the performance of employees.
- The current employee performance appraisal process does not contribute to
creating a spirit of competition.
- Not using the results of employee performance appraisal in determining
training needs or promotions.
- The branch manager has the right to set an action plan for any employee,
stating the reason, and the employee will be under evaluation for a period
of two weeks after that, after which a decision will be taken on him either
to be transferred from the branch or downgraded or permanently
terminated.

5.2 Second: Results discussion

The national pharmacy chains under study do not attach any importance to the
process of evaluating the performance of employees, although the care institution
answered the opposite. However, as the process of evaluating the performance of
workers in these institutions is simply a routine annual procedure for evaluating
the performance of workers by filling out an evaluation form by the office
according to specific criteria, this remains only theoretical. However, it appears
that the current method has numerous drawbacks, the most significant of which
are:
1. A worker's performance evaluation at the end of the year does not
always reflect his performance throughout the year;
2. Failure to check and verify the results of employee performance
appraisal and that they are free from evaluation errors by the
Human Resources Department affects the credibility of these
results;
3. The source and method for generating the criteria for evaluating
employee performance in a way that encourages a spirit of
competitiveness among employees.

It is also impossible to determine training needs, grant rewards, promotions, or

internal transfers without using the results of the employee performance appraisal

19
 process, as the absence of this process leads to limited human resource
management in the organization and weak results of the rest of the operations
evidenced by: Low levels of performance Negative behaviors are common, as are
low levels of satisfaction and a limited career path.

6. CONCLUSION:
The lack of attention to the process of evaluating employee performance and
treating it as a routine procedure will have a negative and significant impact on the
rest of the human resources management processes, preventing the organization
from achieving its goals and resulting in many costs that could have been avoided,
such as low-performance levels, frequent errors, complaints, conflicts, low
quality, long task completion times with high rates of dissatisfaction and labor
turnover.
The most significant findings can be summed up as follows:
− The level of interest in the process of evaluating employee performance
has decreased to a large extent as a result of senior management's lack of
interest in its application, as well as a lack of clarity about its objectives,
importance, and how to implement it, and as a result of it being viewed as
routine administrative work for which the official receives no
compensation and yields no results.
− This is consistent with the findings of Noureddine Shenoufi's 2005 study,
which found that the evaluation process is a difficult and complex task and
that as a result, it is assumed that the direct official bears a large margin of
responsibility for the results of the performance of the employees he
supervises and that this also affects the financial compensation he
receives,
− The lack of interest in the process of evaluating the performance of
employees is directly reflected in the rest of the human resources
management processes such as recruitment, training, remuneration,
promotion, replacement maps and career path planning, which in turn will
lead to a decrease in the performance levels of employees due to the low
levels of their abilities and their skills and/or job satisfaction levels.

20
7. RECOMMENDATION:
1. The importance of utilizing modern information technology, particularly
business resource planning programs.
2. The institution's senior management's constant emphasis on the importance of
the human resource management function in general, and the process of
evaluating employee performance in particular, through the formulation of
laws, the development of plans, the provision of necessary capabilities, and
continuous implementation follow-up.
3. The permanent and continuous linkage of employee performance appraisal
findings with the rest of the human resource management operations, such as
recruitment, training, rewards, career path planning, and assuring professional
succession to positions.
4. A clear explanation of the goal of evaluating employee performance, which
informs all parties of its relevance and clarifies the extent to which it benefits
them rather than against them.
5. Careful selection of performance evaluation criteria for employees based on
job objectives and job descriptions.
6. Positive discussion about the findings of the employee performance appraisal
process, planning activities, and distributing roles in order to increase
performance levels in the future.
7. Giving the criteria for evaluating behavior and personal characteristics more
important than the criteria for performance results since they are the direct
cause of attaining the results, and the results may be influenced by factors that
the worker cannot control and therefore cannot be held liable for.
8. Positive discussion of the results of the employee performance appraisal
process, planning efforts and distributing roles in order to improve
performance levels in the future.
9. Considering the process of reviewing employee performance as a daily task
that provides opportunities for training, communication, and discussion of
work issues.

21
REFERENCES
1. Armstrong, M and Baron, A (1998) Performance Management: The new
realities,Institute of Personnel and Development, London
2. Armstrong, Michael. Armstrong's handbook of performance management: An
evidence-based guide to delivering high performance. Kogan Page Publishers,
2009.
3. Grubb, T. (2007). Performance appraisal reappraised: It’s not all positive.
Journal of Human Resources Education, 1(1).
4. OTOO, Frank Nana Kweku, et al. Impact of human resource development
(HRD) practices on pharmaceutical industry’s performance: The mediating
role of employee performance. European Journal of Training and
Development, 2019.
5. Noureddine Chenouf (2012), activating the employee performance appraisal
system in the public economic institution - case: the Algerian Electricity and
Gas Corporation, PhD thesis,University of Algiers.
6. Khaled Rajm (2012), (The Impact of the Human Resources Information
System on the Performance of Employees, Master’s Note (unpublished), Kasdi
Merbah University, Ouargla, Algeria.
7. Ikemefuna, Cyril Oseloka, ChristopherOdogwuChidi, (2012), “Workers’
Perception of Performance Appraisal in Selected Public and Private
Organizations in Lagos Metropolis”, Nigeria, International Journal of Human
Resource, Vol. 2, No.3, Pp 212
8. Beer, M (1981), "Performance appraisal: Dilemmas and possibilities",
Organizational Dynamics, vol. 9, no. 3, pp. 24-36.
9. Walsh, Kate, and Dalmar Fisher. "Action inquiry and performance appraisals:
Tools for organizational learning and development." The Learning
Organization (2005).

22
10. MAHARVI, MUHAMMAD WAQAS, et al. "Linking Appraisal
Characteristics to Effectiveness of Performance Appraisal." NICE Research
Journal of Social Science. ISSN: 2219-4282 8.15 (2018): 31-48.
11. Ghauri, Ehtasham. "Performance evaluation of sales employees: a comparative
investigation in the pharmaceutical industry." International Journal of
Business Performance Management 19.3 (2018): 253-279.
12. Bisharat, Haneen, et al. "The effect of human resource management practices
on organizational commitment in chain pharmacies in Jordan." International
Journal of Business and Management 12.1 (2017): 50-67.
13. Kahya, E. (2009). The effects of job performance on effectiveness.
International Journal of Industrial Ergonomics, 39(1), 96-104.
14. Abbas, Suhaila Muhammad, (2006). (Human Resources Management, a
Strategic Introduction, 2nd Edition, Wael Publishing House,Ammaan Jordan.
15. Handy, C (1989) the Age of Unreason, Business Books, London.

23
 ‫أ الخالصة‬
‫تهدف الدراسة إلى دراسة دور الوساطة في تقييم أداء موظفي ثالث سالسل صيدليات وطنية‪ .‬تم استخدام النهج‬
‫الوصفي بشكل أساسي بنا ًء على أداة المقابلة مع ‪ 25‬من الصيادلة والمديرين ورؤساء اإلدارات إلدارة الموارد‬
‫البشرية لشركات العينة‪ .‬ولتقييم أداء موظفي الشركات الوطنية كإجراء إداري سنوي‪ ،‬وجدت النتائج أن التدريب‬
‫والمكافآت والترقيات والتنقل وتمديد العقود ال تستخدم بسبب عوامل مثل الثقافة والقيم وطبيعة ممارسة الرعاية‬
‫الصحية‪ .‬النتائج لها تأثير كبير على قطاع أعمال الصيدلة في مصر‪.‬‬

‫الكلمات المفتاحية‪ :‬نظام تقييم أداء العاملين‪ ،‬موارد بشرية‪ ،‬أداء العاملين‪ ،‬سالسل الصيدليات ‪ ،‬مصر‪.‬‬

‫ب المقدمة‬
‫يهدف البحث إلى‪:‬‬

‫توضيح أهمية تقييم األداء في زياد ة اإلنتاجية الكلية‪ ،‬في حين أن العديد من المنظمات تعتبر تقييم األداء أداة هامة‬
‫لقياس وتقييم أداء الموظفين‪ ،‬يمكن استخدام تقييم األداء كأداة فعالة للحفاظ على قدرات القوة العاملة وفعاليتها‪.‬‬
‫بشكل عام‪ ،‬يمكن أن يكون تقييم األداء أداة حاسمة لتحفيز الموظفين واالستفادة من أدائهم الوظيفي‪ ،‬وبالتالي يمكن‬
‫اعتباره ميزة تنافسية على المنافسين‪.‬‬

‫ممارسات تقييم األداء‪:‬‬

‫حدد (عباس‪ )145-142: 2006 ،‬اإلجراءات األساسية التي تعتمد في عملية تقييم أداءةالعاملين وهي عبارة عن‪:‬‬

‫‪. 1‬معايير األداء‪ :‬البد من اعتماد عملية التحليل الوظيفي لغرض تحديد معايير األداء لكل وظيفة من الوظائف في‬
‫المنظمة‪ ،‬فالبعض منها يتطلب استخدام معايير متعددة في عملية التقييم‪،‬‬

‫وبهذا ينبغي أن تتوفر عدة شروط منها الصدق والثبات والقبول ولكل من هذه ظروفها ومزاياها وعيوبها‪.‬‬

‫‪. 2‬قياس األداء‪ :‬في هذه الخطوة يتم جمع معلومات عن األداء الفعلي من عدة مصادر ومنها التقارير اإلحصائية‬
‫والتقارير المكتوبة والشفوية لما لها من دور في جمع المعلومات التي تزيد من موضوعية قياس األداء‪.‬‬

‫‪. 3‬مقارنة األداء مع المعيار‪ :‬عن طريق هذا اإلجراء يتم الوصول إلى نتيجة حقيقية تعكس قناعة العامل بنتيجة‬
‫األداء التي يحصل عليها كونها استند إلى األداء الفعلي للعامل‪ ،‬فضال عن الحقائق وتمت بطريقة عادلة وشفافة‪.‬‬

‫‪. 4‬مناقشة نتائج األداء مع العاملين‪ :‬ينبغي توضيح بعض الجوانب المهمة عن طريق مناقشة نتائج التقييم مع‬
‫العاملين وتحديد النقاط االيجابية والسلبية كون هذه المناقشة تخفف من تأثير النتائج السلبية على اتجاهات‬
‫العاملين‪.‬‬

‫‪24‬‬
 ‫‪. 5‬اإلجراءات التصحيحية‪ :‬يتم اعتماد هذا اإلجراء عندما يكون هناك انحراف عن المعايير المعتمدة‬

‫وهي نوعين‪ :‬األول مباشر‪ ،‬إذ يتم اتخاذ إجراء مناسب لجعل األداء متطابق مع المعيار المحدد من دون الخوض‬
‫في األسباب‪ ،‬وأما الثاني فيعتمد على البحث في األسباب وما هي العوامل التي أثرت‪ ،‬وذلك إلجراء تحسينات‬
‫متواصلة على األداء‪.‬‬

‫ج عينة الدراسة‪:‬‬
‫ظرا إلجراء هذه الدراسة لفحص العالقة بين ممارسة إدارة األداء وتحسين األداء العام في سلسلة‬
‫ن ً‬
‫الصيدليات في مصر ‪ ،‬فإن العينة تتكوم من المديرين وأطر إدارة الموارد البشرية وجميع مستويات‬
‫الصيادلة العاملين في الصيدليات المتسلسلة في مصر‪ .‬الصيادلة هم أخصائيو رعاية صحية نشطون‬
‫يعملون في منظمة صحية شبه تجارية وسلسلة الصيدليات هي شركات لها هيكل تنظيمي واضح مع‬
‫قسم موارد بشرية نشط عند مقارنتها بالصيدليات المنفردة‪ .‬تم إجراء المقابالت مع مديري وإطارات‬
‫ادارة الموارد البشرية‪ ،‬حيث بلغت العينة ‪ 22‬فردا من سالسل الصيدليات الوطنية‪.‬‬

‫د أداة الدراسة‪:‬‬
‫اعتمدنا في دراستنا على المنهج الوصفي‪ ،‬اذ تعتبر المقابلة أداة الدراسة األساسية والمناسبة‪ ،‬و للتوضيح‬
‫سبب االعتماد على المقابلة عوضا عن االستبيان‪ ،‬يكمن في التوصل إلي تناقض كبير بين نتائج‬
‫االستبيان وتصرحيات المستجوبين خالل المقابلة حيث تم إجراء مطابقة إجابة االستبيان لبعض‬
‫اإلطارات مع اجباتهم اثناء المقابلة فوجدنا تناقض كبيرا بينهما‪ ،‬و عليه اعتمادنا فقط على المقابلة‪،‬عن‬
‫طريق طرح اسئلة لها عالقة مباشرة بالموضوع ثم التحليل والمناقشة و استخراج النتائج‪ ،‬كما أن‬
‫المقابلة تتيح مناقشة و تحليل و تفسير إجابات المستجوب بشكل جيد عكس االستبيان‪.‬‬

‫‪ -‬بالنسبة لسلسلة صيدليات العزبي‪:‬‬

‫تم االتفاق جميع أطارات عمل الشركة على ما يلي‪:‬‬

‫عدم االهتمام بعملية تقييم أداء العاملين‬ ‫‪-‬‬

‫ال تساهم عملية تقييم أداء الموظف الحالية في خلق روح المنافسة‪.‬‬ ‫‪-‬‬

‫عدم استخدام نتائج تقييم أداء الموظف في تحديد االحتياجات التدريبية أو الترقيات‪.‬‬ ‫‪-‬‬

‫يتم تقييم األداء الفعلي للموظفين مرة واحدة فقط في السنة‪.‬‬ ‫‪-‬‬

‫بينما اتفقت معظم أطارات عمل المؤسسة على استخدام نتائج تقويم أداء الموظفين في منح المكافآت‪.‬‬ ‫‪-‬‬

‫‪25‬‬
 ‫يوجد تدريب مستمر ‪ ،‬لكن اختيار المتدربين ال يعتمد على تقييم األداء ‪ ،‬بل على اختيار مدراء‬ ‫‪-‬‬
‫الفروع الذين يرونهم مناسبا للتدريب‪.‬‬

‫‪ -‬بخصوص سلسلة صيدليات كير‪:‬‬

‫اتفقت جميع أطارات المؤسسة على ما يلي‪:‬‬

‫تهتم إدارة المظمة بشدة بعملية تقييم أداء الموظفين‪.‬‬ ‫‪-‬‬

‫ال تساهم عملية تقييم أداء الموظف الحالية في خلق روح المنافسة‪.‬‬ ‫‪-‬‬

‫استخدام نتائج تقييم أداء الموظف في الترقيات ومنح المكافآت‪.‬‬ ‫‪-‬‬

‫يتم تقييم األداء الفعلي للموظفين مرة واحدة فقط في السنة‪.‬‬ ‫‪-‬‬

‫اتفق الجميع على أن التقييم يتم بعد ثالثة أشهر فقط من التعيين ‪ ،‬وهو ما يحدد االستمرارية في نفس‬ ‫‪-‬‬
‫الدرجة الوظيفية‪.‬‬

‫‪ -‬بخصوص سلسلة صيدليات عزالدين‪:‬‬

‫اتفقت جميع أطارات الشركة على ما يلي‪:‬‬

‫عدم اهتمام إدارة المؤسسة بعملية تقويم أداء العاملين‪.‬‬ ‫‪-‬‬

‫ال تساهم عملية تقييم أداء الموظف الحالية في خلق روح المنافسة‪.‬‬ ‫‪-‬‬

‫عدم استخدام نتائج تقييم أداء الموظف في تحديد االحتياجات التدريبية أو الترقيات‪.‬‬ ‫‪-‬‬

‫يحق لمدير الفرع وضع خطة عمل ألي موظف ‪ ،‬مع ذكر السبب ‪ ،‬وسيكون الموظف قيد التقييم لمدة‬ ‫‪-‬‬
‫أسبوعين بعد ذلك ‪ ،‬وبعد ذلك سيتم اتخاذ قرار بشأنه إما لالنتقال من الفرع أو خفض درجته الوظيفية أو‬
‫فصله نهائيا‪.‬‬

‫مناقشة النتائج‬

‫سالسل الصيدليات الوطنية بالدراسة ال تولي أي أهمية لعملية تقييم أداء الموظفين‬

‫نظرا ألن عملية تقييم أداء العاملين في هذه المؤسسات هي مجرد إجراء سنوي روتيني‬
‫ومع ذلك ‪ً ،‬‬
‫لتقييم أداء العمال عن طريق ملء استمارة التقييم من قبل المكتب وفقًا لمعايير محددة ‪ ،‬فإن هذا يظل‬
‫نظريًا فقط‪ .‬ومع ذلك ‪ ،‬يبدو أن الطريقة الحالية لها عيوب عديدة ‪ ،‬من أهمها‪:‬‬

‫‪26‬‬
 ‫‪ .1‬ال يعكس تقييم أداء العامل في نهاية العام دائ ًما أدائه طوال العام ؛‬

‫‪ .2‬عدم التحقق والتحقق من نتائج تقييم أداء الموظف وأنها خالية من أخطاء التقييم من قبل إدارة‬
‫الموارد البشرية يؤثر على مصداقية هذه النتائج‪.‬‬

‫‪ .3‬مصدر وطريقة معايير تقييم أداء الموظف ال يعزز روح التنافسية بين العاملين‪.‬‬

‫من المستحيل أيضًا تحديد االحتياجات التدريبية أو منح المكافآت أو الترقيات أو التحويالت‬
‫الداخلية دون استخدام نتائج عملية تقييم أداء الموظف ‪ ،‬حيث يؤدي غياب هذه العملية إلى محدودية‬
‫إدارة الموارد البشرية في المنظمة‪.‬‬

‫ه الخالصة‪:‬‬

‫باق‬
‫سلن وهام عىل ي‬
‫تأثي ي‬
‫روتين سيكون له ر‬‫ي‬ ‫إن عدم االهتمام بعملية تقييم أداء الموظف ومعاملته كإجراء‬
‫الن‬ ‫ر‬
‫عمليات إدارة الموارد البشية ‪ ،‬مما يمنع المنظمة من تحقيق أهدافها وينتج عنه العديد من التكاليف ي‬
‫يمكن أن تيتب عليها تم تجنبها ‪ ،‬مثل مستويات األداء المنخفض ‪ ،‬واألخطاء المتكررة ‪ ،‬والشكاوى ‪،‬‬
‫والرصاعات ‪ ،‬والجودة المنخفضة ‪ ،‬وأوقات إنجاز المهام الطويلة مع معدالت عالية من عدم الرضا‬
‫ودوران العمالة‪.‬‬

‫التال‪:‬‬
‫يمكن تلخيص أهم النتائج عىل النحو ي‬

‫كبي نتيجة عدم اهتمام اإلدارة العليا‬‫انخفض مستوى االهتمام بعملية تقييم أداء الموظف إىل حد ر‬
‫ً‬ ‫ً‬
‫عمال ً‬ ‫ً‬
‫روتينيا ال‬ ‫إداريا‬ ‫بتطبيقها ‪ ،‬فضال عن عدم وضوح أهدافها وأهميتها وكيفية تنفيذها ‪ ،‬و نتيجة اعتباره‬
‫يتلق الموظف أي تعويض عنه وال يسفر عن نتائج‪.‬‬

‫والن وجدت أن عملية التقييم مهمة صعبة‬ ‫الشنوق عام ‪ ، 2005‬ي‬

‫ي‬ ‫وهذا يتفق مع نتائج دراسة نور الدين‬
‫ً‬
‫هامشا ر ً‬
‫كبيا من المسؤولية عن نتائج أداء‬ ‫ر‬
‫المباش‬ ‫ومعقدة ‪ ،‬ونتيجة لذلك ‪ُ ،‬يفيض أن يتحمل المسؤول‬
‫ً‬ ‫الموظفي الذين ر‬
‫الماىل الذي يتقاضاه ‪،‬‬
‫ي‬ ‫يشف عليهم وأن هذا يؤثر أيضا عىل التعويض‬ ‫ر‬

‫البشية‬ ‫الموظفي بشكل ر‬

‫مباش ق باق عمليات إدارة الموارد ر‬ ‫ر‬ ‫‪ -‬ينعكس عدم االهتمام بعملية تقييم أداء‬
‫ي ي‬
‫والن بدورها‬
‫الوظيق ‪ ،‬ي‬
‫ي‬ ‫مثل التوظيف والتدريب واألجور واليقية والخرائط البديلة وتخطيط المسار‬
‫الموظفي بسبب انخفاض مستويات قدراتهم ومهاراتهم و ‪ /‬أو‬
‫ر‬ ‫ستؤدي إىل انخفاض يق مستويات أداء‬
‫الوظيق‪.‬‬
‫ي‬ ‫مستويات الرضا‬

‫و التوصيات‪:‬‬
‫‪ . 1‬أهمية االستفادة من تقنية المعلومات الحديثة وخاصة برامج تخطيط موارد األعمال‪.‬‬

‫‪27‬‬
‫‪ . 2‬تأكيد اإلدارة العليا للمؤسسة باستمرار على أهمية وظيفة إدارة الموارد البشرية بشكل عام ‪ ،‬وعملية تقييم‬
‫أداء ال موظفين بشكل خاص ‪ ،‬من خالل صياغة القوانين ‪ ،‬ووضع الخطط ‪ ،‬وتوفير اإلمكانات الالزمة ‪،‬‬
‫والتنفيذ المستمر‪.‬‬

‫‪ . 3‬الربط الدائم والمستمر لنتائج تقييم أداء الموظف مع باقي عمليات إدارة الموارد البشرية ‪ ،‬مثل التوظيف‬
‫والتدريب والمكافآت وتخطيط المسار الوظيفي ‪ ،‬وضمان التعاقب المهني للوظائف‪.‬‬

‫‪ .4‬شرح واضح لهدف تقييم أداء الموظف ‪ ،‬والذي يُعلم جميع األطراف بأهميته ويوضح إلى أي مدى يفيدهم‬
‫وليس ضدهم‪.‬‬

‫‪ .5‬التحديد الدقيق لمعايير تقييم األداء للموظفين بنا ًء على أهداف الوظيفة والتوصيف الوظيفي‪.‬‬

‫‪ .6‬مناقشة إيجابية حول نتائج عملية تقييم أداء الموظف وتخطيط األنشطة وتوزيع األدوار من أجل زيادة‬
‫مستويات األداء في المستقبل‪.‬‬

‫‪ . 7‬إعطاء معايير تقييم السلوك والخصائص الشخصية أكثر أهمية من معايير نتائج األداء ألنها السبب‬
‫المباشر لتحقيق النتائج ‪ ،‬وقد تتأثر النتائج بعوامل ال يستطيع العامل التحكم فيها وبالتالي ال يمكن تحميلها‬
‫المسؤولية عنها ‪.‬‬

‫‪ . 8‬مناقشة إيجابية لنتائج عملية تقييم أداء الموظف وتخطيط الجهود وتوزيع األدوار لتحسين مستويات األداء‬
‫في المستقبل‪.‬‬

‫‪ . 9‬اعتبار عملية مراجعة أداء الموظف مهمة يومية تتيح فرص التدريب والتواصل ومناقشة قضايا العمل‪.‬‬

‫‪28‬‬
 ‫ز المالحق‬

‫اثر تقييم اداء العاملين ‪Figure 3:‬‬

‫المصدر ‪ :‬مرجع نور الدين شنوف " تفعيل نظام تقييم أداء العاملين في المؤسسة العمومية االقتصادية"‪ ،‬دراسة‬
‫حالة المؤسسة الجزائرية للكهرباء والغاز‪ ،‬أطروحة دكتوراه دولة‪ ،‬جامعة الجزائر ‪ ، 2005‬ص‪,25 ،26‬‬

‫معايير تقييم اداء العاملين ‪Figure 4:‬‬

‫المصدر‪ :‬نور الدين شنوف‪ ،‬تفعيل نظام تقييم أداء العاملين في المؤسسة العمومية االقتصادية – دراسة حالة‪:‬‬
‫(المؤسسة الجزائرية للكهرباء و الغاز (‪ )2012‬أطروحة دكتوراه (غير منشورة) ‪ ،‬جامعة الج زائر‬

‫‪29‬‬
 ‫موافقة لجنة الحكم والمناقشة‬
‫جامعة قناة السويس‬
‫كلية الصيدلة‬

‫عنوان البحث‬
‫اثر تقييم اداء العاملين على تحسين االداء الكلي بسالسل الصيدليات‬
‫ بسمه محمد سعد‬/‫اسم الطالب‬

‫يرتق لتحقيقق متطلبقات درجقة‬

‫ي‬ ‫العلم وق رأينا انه‬
‫ي‬ ‫نشهد نحن لجنة الحكم أو المناقشة باننا قمنا بقراءة هذا االنتاج‬
)‫المهن يق (ادارة االعمال‬
‫ي‬ ‫الماجستي‬
‫ر‬
‫أعضـاء اللجنـة‬
‫التوقيع‬ ‫الوظيفة‬ ‫االسم‬
‫مدرس المحاسبة والمراجعة بكلية‬ ‫ حسين محمد سليمان‬.‫د‬.‫أ‬
‫ جامعة قناة السويس‬- ‫التجارة‬
‫استاذ مساعد الكيمياء العضوية‬ ‫ نجاة غريب‬.‫د‬
‫ جامعة قناة السويس‬- ‫بكلية الصيدلة‬

2022 / / :‫تم مناقشة هذه الرسالة وإجازتها بتاري ققخ‬

Approval sheet
SUEZ CANAL UNIVERSITY
Faculty of pharmacy

The effect of employee performance evaluation on enhancing the overall

performance of pharmacy chains by
Basma Mohamed Saad

We certify that we have read the present work and that in our opinion it is fully
adequate in scope and quality as a research project towards the partial
fulfillment of the Professional Master Degree requirements in Specialization
Master of Business administration (MBA)
Examiners:
Name Position Signature
Dr. Hussein Teacher of Accounting and
Auditing
Dr. Nagat Gharieb Ass. Prof. organic chemistry
Faculty of pharmacy
Date of Discussion & Approval: / /

30
 ‫جامعة قناة السويس‬
‫كلية الصيدلة‬
‫ماجستير مهنى (ادارة االعمال الصيدلية)‬

‫عنوان الرسالة‬
‫اثر تقييم اداء العاملين على تحسين االداء الكلي بسالسل الصيدليات‬

‫رسالة مقدمة للحصول على درجة ماجستير ادارة االعمال الصيدلية‬

‫من‬

‫بسمه محمد سعد‬

‫بكالوريوس العلوم الصيدلة‪2019-‬‬

‫كلية الصيدلة‬
‫جامعة قناة السويس‬

‫المشرفون‬

‫د‪ /‬نجاة غريب عبادى‬ ‫د‪ /‬حسين محمد حسين‬

‫استاذ مساعد الكيمياء العضوية‬ ‫مدرس المحاسبة والمراجعة‬
‫كلية الصيدلة‪ -‬جامعة قناة السويس‬ ‫كلية التجارة‪ -‬جامعة قناة السويس‬

‫‪2022‬‬

‫‪31‬‬