Paper Format Research

ICCT COLLEGES FOUNDATION INC.
ICCT COMPOUND, SUMULONG HIGHWAY, BRGY. SAN ISIDRO, CAINTA

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TITLE PAGE
“THE EFFECTIVENESS OF PERFORMANCE APPRAISALS OF JOLLIBEE

MARIKINA HEIGHTS EMPLOYEES”
A Research Paper
Presented to the Faculty of ICCT Colleges
ICCT Bldg. Sumulong Hwy, Cainta, 1800 Rizal
Presented By:
Morales, Diane
Salazar, Alexis
Dellomos, Mariel
Jumalon, Christian
Acudesin, Norman
Presented To:
Mr. Rommel Dasalla
JULY, 2022
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ACKNOWLEDGEMENT
The researchers are grateful to the following individuals that help make this
research paper successful and accomplish the goals of this study.
• Mr. Rommel Dasalla, our teacher in research who gave us knowledge

that we need to complete this research.
• To our teachers who give us time to do our research and support us

every time.
• To our dear respondents who accepted and answered honestly our

questionnaires in our research.
• To our references in the internet where we gather relevant information

and to its author.
• To our loving family who supported us morally and financially until we

finish this research.
• To Almighty God who guided us to create this work, and for giving us
wisdom and strength to make this research successful.
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DEDICATION
This Research Paper is dedicated to those people who serves as

instrument for us to finish this study. Thanks to our Lord God for giving us
knowledge and guiding us to finish this research. Second, to our family and
friends for always pushing us through to make things work and understanding
us in our situation. They taught us the importance of hard work, honesty and
integrity, being humble in every situation, and never giving up. Lastly, to our
dearest teachers for especially to our research adviser Mr. Rommel Dasalla, for
the giving us time, efforts and wisdom in this study. With them we’re able to
accomplish our objectives and thrive.
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APPROVAL SHEET
“THE EFFECTIVENESS OF PERFORMANCE APPRAISALS OF JOLLIBEE

MARIKINA HEIGHTS EMPLOYEES”
Submitted By:
Morales, Diane A.
Salazar, Alexis
Dellomos, Mariel
Jumalon, Christian
Acudesin, Norman
Has been approved and accepted as partial fulfillment of the requirements for
the degree of Bachelor of Hospitality Management
Submitted To:
Mr. Rommel T. Dasalla, LPT
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ABSTRACT
Performance Appraisal has been considered as the most significant an

indispensable tool for an organization, for an organization, for the information it
provides is highly useful in making decisions regarding various personnel
aspects such as promotion and merit increases. Performance measures also
link information gathering and decision-making processes which provide a basis
for judging the effectiveness of personnel sub-divisions such as recruiting,
selection, training, and compensation. This research will concentrate on
examine the effect of the performance appraisal on Jollibee Marikina heights
employees.
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TABLE OF CONTENTS
Page
TITLE PAGE ……………………………………………………………. 1
ACKNOWLEDGEMENT ………………………………………………. 2
DEDICATION …………………………………………………………... 3
APPROVAL SHEET …………………………………………………… 4
ABSTRACT …………………………………………………………….. 5
TABLE OF CONTENTS ………………………………………………. 6
LIST OF TABLES AND FIGURES …………………………………… 7
CHAPTER 1 THE PROBLEM AND ITS BACKGROUND
INTRODUCTION ……………………………………………………… 8
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SIGNIFICANCE OF THE SRUDY 13

………………………………………
STATEMENT OF THE PROBLEM ……………………………………. 14
ASSUMPTIONS AND HYPOTHESIS OF THE STUDY ……………. 15
SCOPE AND LIMITATION OF THE STUDY …………………………. 15
DEFINITION OF TERMS ………………………………………………. 16
CHAPTER 2 REVIEW OF RELATED LITERATURE AND STUDIES
FOREIGN STUDIES ……………………………………………………. 17
LOCAL STUDIES ………………………………………………………. 20
FOREIGN LITERATURE ……………………………………………… 23
LOCAL LITERATURE ………………………………………………… 25
CHAPTER 3 METHODOLOGY ABD SOURCES OF DATA
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RESEARCH DESIGN …………………………………………………… 28
METHOD OF COLLECTING DATA ……………………………………. 30
DEVELOPED OF RESEARCH INSTRUMENTATION ………………. 30
STATISTICAL TREATMENT OF DATA ………………………………. 31
VI FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE

RESPONDENT’S TERMS OF SELECTED VARIABLES
PROFILE OF THE RESPONDENTS …………………………………. 33
TABLE OF INTERPRETATION ………………………………………… 35
V SUMMARY, CONCLUSION, RECOMMENDATION
SUMMARY OF FINDINGS ……………………………………………… 38
CONCLUSION …………………………………………………………… 39
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RECOMMENDATION …………………………………………………… 39
APPENDICES
APPENDIX A 40
SURVEY QUESTIONNAIRE
APPENDIX B 44
CONSENT LETTER, RESPONDENT’S CURRICULUM VITAE
APPENDIX C 46
RESEARCHER’S CURRICULUM VITAE
APPENDIX D 52
BIBLIOGRAPHY
APPENDIX E 54
NARRATIVE REPORT
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LIST OF TABLES
Table 1 PROFILE OF RESPONDENT DISTRIBUTION OF 33

RESPONDENT IN TERMS OF AGE
Table 2 DATA OF INTERPRETATION 35
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CHAPTER 1
THE PROBLEM AND ITS BACKGROUND
INTRODUCTION
As an organization struggle to remain sustainable and competitive,

strategic planners and human resources professionals need to collaborate more
intensely in designing strategies that are productive and humane. According to
many researchers, the most successful organizations in the 21st century will be
those to adopt a focused and integrated HR processes and systems. “The art
and science of empowering people, organizations and communities to create
maximum productivity, quality, opportunity and fulfillment has never
encountered so many challenges and opportunities” (Marquardt 2004, p.2).
The enormous transformation processes that take place in the social,

political, and economic areas drive the need for organizations to become more
responsive to the rapid development of the global strategies and the local
operational levels. Human Resource Management focuses on personnel related
areas such as job design, resource planning, performance management
system, recruitment, selection, compensations, and employee relations. Out of
this one function plays a critical role for the global success of the organization
and this is performance evaluation.
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It is more significant than other processes

because its outcomes indicate the success of the realization of the other areas
in the field of Human Resources (recruitment, selection, placement, adaptation,
training of the employees and other personnel activities). Building block for
enhancing performance is creating a performance culture and implementing the

performance management process. Assumptions of corporate management are
that this culture makes people be truly engaged in the business of the
organization. (Reid & Hubbell 2005).
A generation ago, appraisal systems tended to emphasize employee

traits, deficiencies, and abilities. With the development of the
employee/organization relations modern appraisal philosophy emphasizes on
the present performance and future goals. Modern philosophy also stresses on
employee participation in mutually set goals with the supervisor. The underlying
philosophy behind mutual setting of goals is that people will work harder for
goals or objectives that they have participated in setting. The assumption is that
people want to satisfy some of their needs through performing work activities
that provide them with a supportive environment. They also need to perform
meaningful tasks, share the objectives setting, share the rewards of their efforts
and continue personal growth.
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SIGNIFICANCE OF THE STUDY
The results of this study would be beneficial to the following:
First, to the students this study will help them to learn about the effectiveness of
performance appraisal.
Second, to the government this study will help local government units to obtain
information about the effectiveness of performance appraisal. Through this,
they can find ways to support them by establishing programs and regulations.
Third, to the employees this study will provide information about the
effectiveness of performance appraisal.
Lastly, to future researchers, the result of this study will help future researchers
in their quest for another research study in their respective field of specialization
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STATEMENT OF THE PROBLEM
The study aimed to determine the effectiveness of performance appraisal

of Jollibee Marikina heights employees.
The study sought to answer the following problems.
1. Is Jollibee Marikina heights can sustain the performance appraisals of their

employees?
2. What is the qualification for the performance appraisal in Jollibee Marikina

heights?
3. Is it automatically a salary increased once employee qualifies and passes

the performance appraisal test?
4. What is the perception of the employees regarding the purpose of the

performance appraisal?
5. What are the opportunities and challenges of the current performance

appraisal in Jollibee Marikina Heights?
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ASSUMPTIONS AND HYPOTHESIS OF THE STUDY
This study will help to discover the effectiveness of performance

appraisal of every employee on Jollibee Marikina heights and other branches of
Jollibee that can use this research as a guide to improve the performance and
productivity on the company in the future. To prove that the researcher finds out
on their research that there is no significant difference on the effectiveness of
performances appraisals of Jollibee Marikina heights employees in terms of the
following criteria then the group of respondent’s bases on their age and gender.
SCOPE AND LIMITATION OF THE STUDY
This study was focused on the effectiveness of performance appraisals

Descriptive method was used to determine the effectiveness of

performance appraisals of Jollibee Marikina heights employees.
The researchers will conduct the study on Jollibee Marikina heights

employees.
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DEFINITION OF TERMS
Assumption - a thing that is accepted as true or as certain to happen, without

proof.
Employee - person employed for wages or salary, especially at nonexecutive

level
Employer - a person or organization that employs people.
Effective - successful in producing a desired or intended result.
Enormous - very large in size, quantity, or extent.
Organization - an organized body of people with a particular purpose, especially

a business, society, association, etc.
Performance appraisal- refers to the regular review of an employee's job

performance and overall contribution to a company.
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CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES
Foreign Studies
According to Wellins, Bernthal and Phelps (2006) right employees in right

jobs, exceptional leadership and organizational systems and strategies are the
key employee engagement drivers. An organization drives engagement by
leveraging three sources of influence for change – employees, leaders and
organizational systems and strategies. Such systems fostering engagements
are for example hiring, promotion, performance management, recognition,
compensation, training, and career development. Wellins, R., Bernthal P &
Phelps, M (2006) “Employee engagement: The key to realizing competitive
advantage” Development Dimension International
Organizational systems and the importance of practices were studied by

Huselid (1995). He found considerable support for the hypothesis that
investments in high-performance work practices are associated with lower
employee turnover and greater productivity and corporate financial
performance. His results were based on a US national sample of nearly one
thousand firms and indicated that HR practices that foster high performance
also have an economically and statistically significant impact on both
intermediate employee outcomes (turnover and productivity) and short- and
long-term measures of corporate financial performance. Hucelid, M (1995) “The
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impact of human resource management practices on turnover, productivity, and

corporate financial performance” The academy of management journal vol.38.
Wright, Gardner, and Moynihan (2003) ran research whose results

support the notion that businesses which manage employees by using more
progressive HR practices can expect to see higher operational performance as
a result. Wright, P , Gardner, T & Mounihan LM (2003) “The impact of human
resource practices on business unit operating and financial performance”
Human Resource Management Journal, 13, 21-36
Herzberg (1959) outlines some theories about work motivation. According

to Hertzberg key motivators are achievement, recognition, responsibility,
advancement, and personal growth. These are also the elements of employee
engagement. It seems that when employees are managed with progressive HR
practices, they become more committed to their organization. At least in part,
this commitment leads them to exhibit proper role behavior (and thus lower
workers’ compensation costs, higher quality and higher productivity). These
operational performance outcomes result in lower overall operating expenses
and higher profitability.
Another important dimension of employee engagement power is closely

related to business results. When the working environment is positive
employees have a drive to do their best and the organization experiences
higher level of productivity and profitability. Satisfied employees are positive
and behave friendly to customers, which usually brings higher profits.
Organizations with engaged employees have more satisfied customers
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because employees are also improving other factors, such as customer

satisfaction, responsiveness, product quality, innovation. In the end higher
engagement results into higher and faster revenue growth. Herzberg, F (1959)
“The motivation to work” New York: John Wiley and Sons
Treacy (2004) demonstrate the relation between double-digit growth

companies and engagement. Employee Engagement scores were about 20%
higher in double-digit versus single-digit growth companies.
Numerous studies researching the linkage engagement – overall business

performance have been published. To date, a lot of employee engagement
research has been conducted by consulting firms and studies that validate
engagement models have yet to appear in scientific journals. Based on these
studies, there is evidence that aggregated employee opinions relate strongly to
important business outcomes. Are business units profitable because their
employees are engaged or are employees engaged because they work for
profitable units?
This is a question that needs to be explored in depth in the future studies.

Treacy, M (2004) “Double-digit growth” GEN3 Partners, Inc
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LOCAL STUDIES
Performance appraisals are also considered as motivational tools due to

the ability to help identify employees ‘strengthen and help capitalize on them
through support (Sutton & Watson, 2013). At the same time, weaknesses are
identified, and measures put in place in form of supervisory support that is
necessary in helping the employee to improve. Based on findings from a study
by Cory, Ward and Schultz (2007), employees who receive support after an
appraisal process indicate that such support contribute significantly towards
creation and generation of ideas. The ability to motivate through performance
appraisal is however found to be largely dependent on how the results of the
process are used. In instances where the results are used to punish mistakes,
innovative behavior is greatly discouraged (Jong, Deanne and Hartog, 2009).
Cory, S.N., Ward, S. and Schultz, S.A. (2007) ‗Managing human resources in a
small firm
Performance appraisal results which consider mistakes as learning

opportunities have on the contrary been found to encourage creativity among
employees (Jong et al., 2009). These assertions are supported by an empirical
study by Krause (2004), who studied the impact of supportive supervisory
behavior on innovation-based organizations such as manufacturing plants and
R&D organizations. The study found out that employees are more likely to
deviate from ordinary or routine behavior to unconventional behavior as well as
implement innovative ideas if they believe their supervisors will not penalize
them. Jong, P., Deanne, N. and Hartog, D. (2007) ‗How leaders influence
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employees' innovative behaviour‘, European Journal of Innovation

Management, 10(1), pp.41 – 64.
Performance appraisal is a widely discussed concept in the field of

performance management. The importance accorded to performance appraisal
systems in part arises from the nature of the current business environment,
which is marked by the need to achieve organizational goals as well as remain
relevant in intensely competitive markets through superior employee
performance (Chen and Eldridge, 2012). Within this context, various studies
suggest that organizations can hardly control the behavior of their employees
(Attorney, 2007). The organizations can however control how employees
perform their jobs. In addition, performance management research shows that
a significant number of employees tend to have the desire to perform their jobs
well as part of them individual goals as well as a demonstration of loyalty
towards the organization (Wright & Cheung, 2007). Arguably, the key to
ensuring that employees perform well lies in the ability to provide offering of
support, effective communication, and collaboration. According to Maley (2013)
these are the very qualities that are created by an effective performance
appraisal system.
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While focusing on performance appraisal as a motivational tool, studies in

this field strongly suggest that performance appraisal systems can be used to
enhance motivation (Chen & Eldridge, 2010; Appelbaum et al., 2011). However,
the link between performance appraisal and employee motivation has often
been studied in a traditional or general manner and hence the relationship
tends to be blurred in nature. The traditional use of performance appraisal has
for instance been criticized for the reward of ―win-lose‖ results as opposed to
―win-win‖ results in which the system promotes supportive and cooperative
behavior (Rowland & Hall, 2012).
Despite the above shortcomings in approaches to performance appraisal,

extant literature on performance management still indicates that performance
appraisal when undertaken in the right manner can contribute significantly to
employee motivation (Tuite’s & Devos, 2012). When undertaken in the absence
of clear goals, performance appraisal can however have serious ramifications in
terms of employee dissatisfaction and consequently a reduction in productivity
and organizational commitment (Maley, 2013). On the positive side, it has been
argued that performance appraisal provides an important avenue to recognize
employees ‘work efforts.
Recognition in this case has for long been considered as a key employee
incentive. Its importance is underscored by Samarakone (2010) who indicates
that human beings in number of instances negative recognition as opposed to
no recognition at all. Tuytens, M. and Devos, G. (2012) Importance of system
and leadership in performance.
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FOREIGN LITERATURE
According to Angelo S. DeNisi and Robert D. Pritchard (2006)

“Performance appraisal” is a discrete, formal, organizationally sanctioned event,
usually not occurring more frequently than once or twice a year, which has
clearly stated performance dimensions and/or criteria that are used in the
evaluation process. Furthermore, it is an evaluation process, in that quantitative
scores are often assigned based on the judged level of the employee’s job
performance on the dimensions or criteria used, and the scores are shared with
the employee being evaluated. De Nisi, A. (ed.) (2000). Performance Appraisal
and Performance Management: A Multilevel Analysis. San Francisco, CA:
Jossey-Bass.
Lillian, Mathooko & Sitati (2011) The information gathered, and

performance appraisal provide basis for recruitment and selection, training and
development of existing staff, and motivating and maintaining a quality human
resource through correct and proper rewarding of their performance.
Sharma (2012) these methods are less structured than the traditional
method which is less focuses on the rankings and ratings and more emphasis
on arranging meetings between employees and supervisor.
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Prince and Lawler (1986) found that the constructs "work planning and
goal setting" and "discuss performance attributes" exerted a positive influence
on employees' satisfaction with and perceived utility of the performance
appraisal. In contrast, the construct "career development" showed little
influence on performance appraisal satisfaction.
Churchill et al., (1985) Appraisals are generally considered to have a

positive influence on performance, hut they also may have a negative impact on
motivation, role perceptions, and turnover when they are poorly designed or
administered.
Scheneier, Richard & Lloyd (1986) is concerned with three possible

measures namely assessing results, behaviors, and personal characteristics.
Each dictates a specific type of appraisal format based on competency or job-
related behavior. These forms of appraisals are made by single or multi rater
(two or more of supervisor/ peer/self/subordinate/outsider).
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LOCAL LITERATURE
Through the years, different literatures have discussed about the definitions,
processes, and arguments of the term performance appraisal ‘.
Authors Murphy (1991) and Cardy and Dobbins (1994) came up with the
traditional definition of performance appraisal as a formal process of employee
monitoring.
In the present paper, the term performance appraisal ‘is defined as the
systematic evaluation of the performance of employees and the understanding
of the abilities of a person for further growth and development. The term
performance appraisal ‘have been described in other terms such as,
performance management ‘, Performance evaluation ‘, performance review ‘,
and performance assessment ‘. The meaning of the term performance appraisal
‘is universally understood compared to the other terms above-13 mentioned,
though the other terms have their own individual meanings on a variety of
settings (Vallance, 1999). appraisal ‘, Personnel Review, 41(6), pp.756 – 776.
DeNisi (2000) defines performance appraisal as ―the systems whereby

an organization assign some ―score‖ to indicate the level of performance of a
target person or group ‘.
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Fletcher (2001) defines performance appraisal more broadly as activities

through which organizations seek to assess employees and develop their
competence, enhance performance, and distribute rewards ‘. The focus was on
performance ratings and other limited and measured-focused issues, but more
recently has broadened and currently addressed social and motivational
aspects of appraisal. Fletcher ‘s definition reflects this shift in focus. Fletcher, C.
(2001). Performance appraisal and management: The developing research
agenda. Journal of Occupational and Organizational Psychology, 74(4), 473-
487. http://dx.doi.org/10.1348/096317901167488
Mondy et al. (2002) defines performance appraisal as a system of review

and evaluation of an individual ‘s (or team) performance and the process of
appraising performance (who appraises and how is it done) within
organizations. The emphasis on the organizations signals a further evolution in
performance appraisal. Mondy, R., Noe, R. and Premeaux, S. (2002) Human
Resource Management, Eight Edition. Upper Saddle River, NJ: Prentice-Hall.
Along the same line, Desler (2008) gives meaning to performance

appraisal as any procedure that involves setting of work standards, assessing
the employees‘actual performance relative to those standards, and providing
feedback to employees with the aim of motivating him or her to eliminate
performance deficiencies or to continue to perform above average.
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Vance (2006) explains that performance appraisal is intended to engage,

align, and coalesce individual and group effort to continually improve overall
organizational mission accomplishment. He stated that, it provides a basis for
identifying and correcting disparities in performance. Thus, it is according to
him, performance appraisal is activities oriented. He added that it also may
provide the basis for other personnel actions which typically include: (1)
performance pay, (2) training and career development, (3) promotion and
placement, (4) recognition and rewards, (5) disciplinary actions, and (6)
identifying selection criteria. Its success depends primarily on the (1) system
and measures (criteria), (2) culture, and (3) the perceived attitudes and needs
of participants— i.e., their degree of ―engagement‖ with their jobs. •
Vance, R. J. (2006). Employee engagement and commitment: A guide to

understanding, measuring, and increasing engagement in your organization.
Society for Human Resource Management (SHRM) Foundation Effective
Practice Guidelines.
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CHAPTER 3
METHODOLOGY AND SOURCES OF DATA
RESEARCH DESIGN
This chapter presents the research design, respondents of the study and
Instrumentation.
The purpose of this study is to know the effectiveness of performance

appraisals of Jollibee Marikina heights employees.
This study utilized the descriptive type of research to achieve its main
objective. This has been defined by several authors in their own ways according
to CALDERON and GONZALES (2008:45), a descriptive survey in fast finding
studies with sufficient and accurate interpretation. It is usually used to collect
the different data about people interpretation attitude, opinion, practices and
perceptions.
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The descriptive analysis technique is appropriate because it is directed

towards ascertaining the prevailing condition of facts that prevail in a group of
cases chosen for the study.
According to ZULUETA (2005:5), it involves the study of relationship of

variables on the other hand, Aquino (2004:23), described descriptive research,
as a systematic or area of interest. This method was adapted by the
researchers because it fits the description given by several authors.
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METHOD OF COLLECTING DATA
The gathered data in this research were obtain from the employees of
Jollibee in Marikina heights.
DEVELOPED OF RESEARCH INSTRUMENT
A Questionnaire checklist adapted from the study of OPADA et, al

(2013) was the major instruments that used by the researchers for gathering
data from the employees of Jollibee in Marikina heights. A five-point scale with
verbal interpretation was used as follows:
Scale Verbal Interpretation
5 Strongly Disagree
4 Disagree
3 Neutral
2 Agree
1 Strongly Agree
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STATISTICAL TREATMENT OF DATA
The statistical tools that were used in this study were the following:
1. Frequency. This was used to determine the no. of respondents who

evaluated the study.
2. Ranking. This was utilized to identify the effectiveness of performance

3. Weighted mean. This was used to determine the employees regarding the
evaluation of the effectiveness of performance appraisal. The following were
descriptive value of the scale to evaluate the effectiveness of performance
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RANGE SCALE VERBAL INTERPRETATION
4:50-5:00 5 Strongly Disagree
3:50-4:49 4 Disagree
2:50-3:49 3 Neutral
1:50-2:40 2 Agree
1:00-1:49 1 Strongly Agree
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CHAPTER 4
FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE

RESPONDENT’S TERMS OF SELECTED VARIABLES
RESPONDENT’S PROFILE
The profile of the respondents was gathered to determine the

characteristics of the respondents in the study. Data obtained were recorded
and interpreted as follows:
Age Frequency Percentage
18-24 33 64.7
25-34 15 29.4
35-44 2 3.9
45-54 0 0
55-64 1 2
Total 51 100
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This table1 shows that majority from 51 respondent is 18-24 years old
with the frequency distribution 33 with the percentage of 64.7 to be followed by
25-34 years old with the frequency of 15 with the percentage of 29.4 then 35-44
with the frequency distribution of 2 with the percentage of 39.9 and from 45-54
years old there’s no respondent to answer and lastly 55-64 years old has 1
frequency and 2 percent of the total respondents. Overall frequency is 51
respondents with percentage of 100.
Table 2
Distribution of Respondents in terms of Gender
Gender Frequency Percentage
Female 32 62
Male 19 38
Total 51 100
Table 2 shows that majority of the respondents are female with a

frequency of 32 to 62 Percent of the total respondents while the rest are male
with a frequency of 19 to 38 percent. This indicates the effectiveness of
performance appraisals of Jollibee Marikina Heights Employees.
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PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This chapter deals with the presentation, analysis and interpretation of data
gathered in this study.
Effectiveness Mean
1.My manager regularly discusses my job performance with me 2.18
2.I clearly understand my manager’s comments and opinion during the 1.98
feedback
3.The salary is adequate reflection of my performance 2.45
4.My manager recognizes me when I do a good job 2.27
5.My manager plays a significant role in my career development 2.18
6.My manager gives me fair feedback 2.18
7.My manager/supervisor has reasonable expectations for my work 2.29
8.My manager/supervisor is well informed about my work 2.16
9.My job is fulfilling my needs 2.37
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10.Performance management can help people understand the 2.11
organization’s strategic priorities
11.I receive adequate training and information about the performance 2.24
12.I clearly understand the purpose of performance appraisal 2.24
13.Performance appraisal reflects my performance objectively 2.22
14.Performance appraisal makes me better understand what I should 2.14
be doing
15.Performance appraisal process helps manager/supervisor to 2.16
manage people better
16.Performance appraisal process encourages co-operation & team 2.16
spirit
17.Performance appraisal influences positively individual performance 2.16
18.I would recommend my company to all my friends 2.16
General Weighted Mean 2.20
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In this table 1 shows the overall evaluation of the employees of Jollibee

Marikina heights that the effectiveness of appraisals of Jollibee in Marikina
heights with the general weighted mean of 2.20 with the verbal interpretation of
Agree.
This implies that the performance and progress of an employee or of a

group of employees on a given job and his potential for future development was
one of the main bases of the management appraisals that means appraisals is
more effective to motivate their employees to do their task properly.
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CHAPTER 5
SUMMARY, CONCLUSION AND RECOMMENDATION
This chapter presents the summary, conclusions, and recommendations of the

study.
SUMMARY OF FINDINGS
This study aimed to determine the effectiveness of performance appraisal

The study sought to answer the following problems.
1. Is Jollibee Marikina heights can sustain the performance appraisals of their

employees?
2. What is the qualification for the performance appraisal in Jollibee Marikina

heights?
3. Is it automatically a salary increased once employee qualifies and passes the

performance appraisal test?
4. What is the perception of the employees regarding the purpose of the

performance appraisal?
5. What are the opportunities and challenges of the current performance

appraisal in Jollibee Marikina Heights?
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CONCLUSION
Based on the findings of the study, the followings conclusions were

arrived at:
1. The management is well organized and recognized the performance of their

employee.
2. The effectiveness of appraisal boost productivity and improve their

performance.
RECOMMENDATION
Based on the findings and conclusions of the study the following are
recommended:
1. For the employees. They should have a daily reminder and they must be
attentive to the management guidelines to able to flow the daily operational
well.
2. For the General Management. The manager must be listened as much

the employee speaks and give specific examples for both good work and areas
of improvements for their motivation to do their daily task properly.
3. For future researchers. can also undertake a study that can test the
effectiveness performance appraisal in Jollibee Marikina heights employees,
and they can also use this title appraisals of other company.
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APPENDIX A
SURVEY QUESTIONNAIRE
Dear respondents,
Good day, we are pleading you to answer some question honestly. We

are gathering data about the effectiveness of performance appraisal on Jollibee
Marikina Heights employees. It’s just a seconds or minute to answer this.
Thank you for your time and understanding.
Name: _________________________________________________
(Optional)
AGE: 18-24 45-54
25-34 55-64
35-44 65 or older
Direction: Kindly evaluate the effectiveness of performance appraisal on

Jollibee Marikina heights employees by putting a check list (√) on the
appropriate column/box for your answer. Please be guided by the scale below
for your rating.
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Likert’s Scale
Rating Scale Descriptive Rating
5 Strongly Disagree
4 Disagree
3 Neutral
2 Agree
1 Strongly Agree
CRITERIA 5 4 3 2 1
STRONGLY DISAGREE NEUTRAL AGREE STRONGLY

DISAGREE AGREE
1 My manager
discusses
regularly my
job
performance
2 I clearly
understand my
manager’s
comments and
opinion during
the feedback
3 The salary is
adequate
reflection of my
performance
41
RIZAL
4 My manager
recognizes me
when I do a good
job
5 My manager
plays a significant
role in my career
development
6 My manager
gives me fair
feedback
7 My
manager/superviso
r has reasonable
expectations for my
work
8 My
manager/superviso
r is well informed
about my work
9 My job fulfilling
my needs
10 Performance
management can
help people
understand the
organization's
strategic priorities
11 I receive
adequate training
and information
about the
performance
appraisal cycle
before it starts
42
RIZAL
12 I clearly
understand the
purpose of
performance
appraisal
13 Performance
appraisal reflects
my performance
objectively
14 Performance
appraisal makes
me better
understand what I
should be doing
15 Performance
appraisal process
helps
manager/superviso
r to manage people
better
16 Performance
appraisal process
encourages co-
operation & team
spirit
17 Performance
appraisal
influences
positively individual
performance
18 I would
recommend my
company to all my
friends
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43
APPENDIX B
CONSENT LETTER, RESPONDENT’S CURRICULUM VITAE
July 19, 2022
Mr. Rommel Dasalla
Professor/Instructor
ICCT Colleges
Dear Mr. Dasalla
May the peace of the Lord be with you always!
We, BSHM Third year students, are presently working on our research
entitled, “Effectiveness of Performance Appraisal on Jollibee Marikina Heights
Employees” as partial fulfillment of the requirements for the degree of Bachelor
of Science in Hospitality Management.
In view thereof, we are humbly requesting you to validate the attached
questionnaire which will be used for the study.

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44
We are looking forward that our request would merit your positive
response.
God bless and more power.
Very truly yours,
Morales, Diane
Salazar, Alexis
Dellomos, Mariel
Jumalon, Christian
Acudesin, Norman
Researchers
Noted by:
Mr. Rommel Dasalla
Research Adviser
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45
APPENDIX C
RESEARCHER’S CURRICULUM VITAE
DIANE A. MORALES
Home Address: Blk 11 lot 8 Rivaras Compd.
Santan St. Brgy Fortune Marikina City
Email Address: moralesdiane309@gmail.com
Mobile phone: 09776817588
PERSONAL INFORMATION
Date of Birth: July 28, 1996
Age: 25
Religion: Roman Catholic
Birthplace: Marikina City
Civil Status: Single
Height: 5'0
EDUCATIONAL BACKGROUND
TERTIARY
ICCT COLLEGES
V.V Soliven Avenue II. Cainta Rizal
Bachelor of Science in Hospitality Management
2018-2020
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46
VOCATIONAL
Marikina Polytechnic College
Bread and Pastry Production
April 9, 2017
SECONDARY
Fortune High School
Santan St. Brgy. Fortune Marikina City
2009-2013
PRIMARY
Fortune Elementary School
Santan St. Brgy. Fortune Marikina City
2003-2009
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47
MARIEL C. DELLOMOS
CONTACT INFORMATION
Address: Brgy. Tubili, Paluan, Occidental Mindoro
Mobile No. 09261017183
Email: dellomosmariel@gmail.com
PERSONAL PARTICULARS
Age: 22
Birthday: December 8, 1999
Nationality: Filipino
Gender: Female
Status: Single
Tertiary
ICCT Colleges
3rd Year College
Secondary
Sara National High School
Bread and Pastry/Food and Beverages Services
2017-2018
Primary Sara Central Elementary School
2011-2012
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48
ALEXIS S. SALAZAR
CONTACT INFORMATION
Address: 90 P. Paterno St. Brgy. Parang Marikina
City
Mobile no: 09125299085
Email: salazaralexis636@gmail.com
PERSONAL PARTICULARS
Age: 23
Birthday: Sept. 21, 1998
Gender: Female
Status: Single
Tertiary
ICCT Colleges
3rd year College
Secondary
Conception Elementary School
2019-2020
Elementary
Nueva Ecija Elementary School
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2003-2009
49
CHRISTIAN JUMALON
CONTACT INFORMATION
Mobile No: 09263527355
Email: Jumalonchristian@gmail.com
Age: 23
Address: Sunrise Hilltop Phase 2 Zone 8 Purok 6
Brgy. Cupang Antipolo City
Birthday: October 25, 1998
Status: Single
Gender: Male
Religion: Catholic
Tertiary
ICCT Colleges
3rd year college
Elementary
Tagapo elementary school
2011-2012
Secondary
Balibago National High School
2015 -2016
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50
NORMAN N. ACUDESIN
CONTACT INFORMATION
Address: 1323 Mais St. Nopico Manggahan Pasig City
Mobile No: 09129913595
Age: 22
Gender: Male
Status: Single
TERTIARY
ICCT Colleges Bachelor of Science in Hospitality Management
3rd year
ELEMENTARY
CABADIANGAN ELEMENTARY SCHOOL
2012-2013
SECONDARY
BATAG NATIONAL HIGH SCHOLL
2018-2019
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51
APPENDIX D
BIBLIOGRAPHY
• Attorney, A. (2007) Performance Appraisal Handbook. New York: Nolo

Publishers Motivation through performance evaluation ‘, The CPA Journal, pp.
62-65.
• Cory, S.N., Ward, S. and Schultz, S.A. (2007) ‗Managing human resources in
a small firm
• DeNisi, A. (ed.) (2000). Performance Appraisal and Performance

Management: A Multilevel Analysis. San Francisco, CA: Jossey-Bass.
• Fletcher, C. (2001). Performance appraisal and management: The developing

research agenda. Journal of Occupational and Organizational Psychology,
74(4), 473-487. http://dx.doi.org/10.1348/096317901167488
• Herzberg, F (1959) “The motivation to work” New York: John Wiley and Sons
• Hucelid, M (1995) “The impact of human resource management practices on

turnover, productivity and corporate financial performance” The academy of
management journal vol.38.
• Jong, P., Deanne, N. and Hartog, D. (2007) ‗How leaders influence

employees' innovative behaviour‘, European Journal of Innovation
Management, 10(1), pp.41 – 64.
• Mondy, R., Noe, R. and Premeaux, S. (2002) Human Resource Management,

Eight Edition. Upper Saddle River, NJ: Prentice-Hall.
• Treacy, M (2004) “Double-digit growth” GEN3 Partners, Inc

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52
• Tuytens, M. and Devos, G. (2012) ‗Importance of system and leadership in

performance
• appraisal ‘, Personnel Review, 41(6), pp.756 – 776.
• Vance, R. J. (2006). Employee engagement and commitment: A guide to

understanding, measuring, and increasing engagement in your organization.
Society for Human Resource Management (SHRM) Foundation Effective
Practice Guidelines.
• Wellins, R., Bernthal P & Phelps, M (2006) “Employee engagement: The key
to realizing competitive advantage” Development Dimension International
• Wright, P , Gardner, T & Mounihan LM (2003) “The impact of human resource

practices on business unit operating and financial performance” Human
Resource Management Journal, 13, 21-36
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53
APPENDIX E
NARRATIVE REPORT
This Research aims to determine then Effectiveness of the Performance

Appraisal of their employees. As an organization struggle to remain sustainable
and competitive, strategic planners and Human Resources. Also, this study
wants to ensure the success of the organization on the management they are
using “The Art and Science of empowering people, organization, and
communities to create maximum productivity, quality, opportunity, and
fulfillment has never encountered so many challenges and opportunities.
Additionally, this study benefits to provide more recognition, and the

value of communication and relationship of the employee and the management
as a member of Hospitality Industry. Through this new opportunity of making
innovation, creativity, higher productivity, and quality helps the management to
stay ahead of the competition in the City of Marikina.
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54

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ICCT COLLEGES FOUNDATION INC.

ICCT COMPOUND, SUMULONG HIGHWAY, BRGY. SAN ISIDRO, CAINTA

“THE EFFECTIVENESS OF PERFORMANCE APPRAISALS OF JOLLIBEE

Presented to the Faculty of ICCT Colleges

ICCT Bldg. Sumulong Hwy, Cainta, 1800 Rizal

Mr. Rommel Dasalla

research paper successful and accomplish the goals of this study.

• Mr. Rommel Dasalla, our teacher in research who gave us knowledge

• To our teachers who give us time to do our research and support us

• To our dear respondents who accepted and answered honestly our

• To our references in the internet where we gather relevant information

• To our loving family who supported us morally and financially until we

This Research Paper is dedicated to those people who serves as

“THE EFFECTIVENESS OF PERFORMANCE APPRAISALS OF JOLLIBEE

Mr. Rommel T. Dasalla, LPT

Performance Appraisal has been considered as the most significant an

TITLE PAGE ……………………………………………………………. 1

APPROVAL SHEET …………………………………………………… 4

TABLE OF CONTENTS ………………………………………………. 6

LIST OF TABLES AND FIGURES …………………………………… 7

CHAPTER 1 THE PROBLEM AND ITS BACKGROUND

SIGNIFICANCE OF THE SRUDY 13

STATEMENT OF THE PROBLEM ……………………………………. 14

ASSUMPTIONS AND HYPOTHESIS OF THE STUDY ……………. 15

SCOPE AND LIMITATION OF THE STUDY …………………………. 15

DEFINITION OF TERMS ………………………………………………. 16

CHAPTER 2 REVIEW OF RELATED LITERATURE AND STUDIES

FOREIGN STUDIES ……………………………………………………. 17

LOCAL STUDIES ………………………………………………………. 20

FOREIGN LITERATURE ……………………………………………… 23

LOCAL LITERATURE ………………………………………………… 25

CHAPTER 3 METHODOLOGY ABD SOURCES OF DATA

RESEARCH DESIGN …………………………………………………… 28

METHOD OF COLLECTING DATA ……………………………………. 30

DEVELOPED OF RESEARCH INSTRUMENTATION ………………. 30

STATISTICAL TREATMENT OF DATA ………………………………. 31

VI FREQUENCY AND PERCENTAGE DISTRIBUTION OF THE

PROFILE OF THE RESPONDENTS …………………………………. 33

TABLE OF INTERPRETATION ………………………………………… 35

V SUMMARY, CONCLUSION, RECOMMENDATION

SUMMARY OF FINDINGS ……………………………………………… 38

CONSENT LETTER, RESPONDENT’S CURRICULUM VITAE

RESEARCHER’S CURRICULUM VITAE

Table 1 PROFILE OF RESPONDENT DISTRIBUTION OF 33

Table 2 DATA OF INTERPRETATION 35

THE PROBLEM AND ITS BACKGROUND

As an organization struggle to remain sustainable and competitive,

The enormous transformation processes that take place in the social,

It is more significant than other processes

enhancing performance is creating a performance culture and implementing the

A generation ago, appraisal systems tended to emphasize employee

SIGNIFICANCE OF THE STUDY

The results of this study would be beneficial to the following:

STATEMENT OF THE PROBLEM

The study aimed to determine the effectiveness of performance appraisal

The study sought to answer the following problems.

1. Is Jollibee Marikina heights can sustain the performance appraisals of their

2. What is the qualification for the performance appraisal in Jollibee Marikina

3. Is it automatically a salary increased once employee qualifies and passes

4. What is the perception of the employees regarding the purpose of the

5. What are the opportunities and challenges of the current performance

ASSUMPTIONS AND HYPOTHESIS OF THE STUDY

This study will help to discover the effectiveness of performance