RESULTS AND DISCUSSION:

This part of the research study presents results, finding and discussion from the study which
reflects the effect of performance appraisal practice on employee job satisfaction. This research
has focused to find and analyse the effect of performance appraisal system and its major
components on the job satisfaction of employees.

4.1 Response Rate of Respondents:

The total numbers of 350 questionnaires were distributed and out of the 300 were collected by
the researcher with the full information.

4.2 Demographic Characteristics of Respondents

The below table presents and shows the different characteristics of the respondents in terms of
Gender, Age, Work Experience, Education Background and the job position.

Table 4.2.1 Demographic characteristics of respondents

GN

Frequency Percent Valid Percent Cumulative Percent

Valid Male 282 94.0 94.0 94.0

Female 18 6.0 6.0 100.0

Total 300 100.0 100.0

AGE

Frequency Percent Valid Percent Cumulative Percent

Valid 25-30 131 43.7 43.7 43.7

30-35 51 17.0 17.0 60.7

35-40 53 17.7 17.7 78.3

40-45 65 21.7 21.7 100.0

Total 300 100.0 100.0

 DSGN

Frequency Percent Valid Percent Cumulative Percent

Valid assistant level 177 59.0 59.0 59.0

Officer level 123 41.0 41.0 100.0

Total 300 100.0 100.0

EDN

Frequency Percent Valid Percent Cumulative Percent

Valid SLC 222 74.0 74.0 74.0

bachelors 1 .3 .3 74.3

masters 77 25.7 25.7 100.0

Total 300 100.0 100.0

WEXPN

Frequency Percent Valid Percent Cumulative Percent

Valid 3-5 Yrs 82 27.3 27.3 27.3

6-10 yrs 38 12.7 12.7 40.0

11-15 yrs 145 48.3 48.3 88.3

above 15 yrs 35 11.7 11.7 100.0

Total 300 100.0 100.0

As per the table 4.2.1 the majority of the respondents which is 94% (282) were male and the
remaining 6% which is 18 of the respondents are female.

With regard to age the majority of the respondents are found in the age category of between 25-
30 years which are 43.7 % of the respondents. The second major group of respondents found in
the age category of below 40-45 years which are 21.7% of the respondents, 35-40 age group
are 17.7% and the third age category found that in the age group of 30-35 years which is 17%
of the respondents.
This implies that majority of respondents are young which is between 25-30 years old, therefore,
the bank has to retain these young force by implementing effective performance appraisal
system.

In regards to the designation 177 of the respondents which are 59% of the total participants are
working as an assistant level and 123 of the respondents which is 41% are working as an officer
level. The education level of the respondents are highlighted as below, out of total 222 of the
respondents which is 74% are high school graduate, 77 of the respondents which is 25.7% have
got master’s degree and 1 of the participants which is 0.3% of the participants.

With regard to work Experience the majority of the respondents have 11-15 years’ experience
which is 48.3 %. The second major group of respondents found in the 3-5 Years which are
27.3% of the respondents and the third category found more than 6-10 years that is 38 which is
12.7 % and 15 Years which is 11.3% of the respondents. It is found that employees are well
experienced and have a sound knowledge about their organization performance appraisal
practices that required for the study.

4.3 Descriptive analysis of performance appraisal and employees' job satisfaction

In order to see the general perception of the respondents regarding selected performance
appraisal practices and employee job satisfaction, the study used the following table.

Table 4.3.2 Descriptive analyses of performance appraisal and employees' job

satisfaction
 I am satisfied with the way the performance appraisal system

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 35 11.7 11.7 11.7

D 27 9.0 9.0 20.7

N 63 21.0 21.0 41.7

SA 175 58.3 58.3 100.0

Total 300 100.0 100.0

Current performance appraisal is fair and unbiased

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 35 11.7 11.7 11.7

D 27 9.0 9.0 20.7

N 63 21.0 21.0 41.7

SA 175 58.3 58.3 100.0

Total 300 100.0 100.0

My leader takes my performance appraisal review discussion seriously

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 35 11.7 11.7 11.7

D 27 9.0 9.0 20.7

N 124 41.3 41.3 62.0

A 114 38.0 38.0 100.0

Total 300 100.0 100.0

 Performance appraisal process help me

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 35 11.7 11.7 11.7

D 27 9.0 9.0 20.7

SA 128 42.7 42.7 63.3

A 110 36.7 36.7 100.0

Total 300 100.0 100.0

I am satisfied with the way

Cumulative
Frequency Percent Valid Percent Percent

Valid D 16 5.3 5.3 5.3

N 45 15.0 15.0 20.3

SA 84 28.0 28.0 48.3

A 155 51.7 51.7 100.0

Total 300 100.0 100.0

The feedback I receive on how I do

Cumulative
Frequency Percent Valid Percent Percent

Valid D 48 16.0 16.0 16.0

N 9 3.0 3.0 19.0

SA 146 48.7 48.7 67.7

A 97 32.3 32.3 100.0

Total 300 100.0 100.0

 The feedback I receive agrees with what I have actually achieved

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 12 4.0 4.0 4.0

D 18 6.0 6.0 10.0

SA 261 87.0 87.0 97.0

A 9 3.0 3.0 100.0

Total 300 100.0 100.0

If don’t agree with performance appraisal score

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 1 .3 .3 .3

D 31 10.3 10.3 10.7

N 27 9.0 9.0 19.7

SA 148 49.3 49.3 69.0

A 93 31.0 31.0 100.0

Total 300 100.0 100.0

My organization is good at providing

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 2 .7 .7 .7

D 10 3.3 3.3 4.0

N 41 13.7 13.7 17.7

SA 192 64.0 64.0 81.7

A 55 18.3 18.3 100.0

Total 300 100.0 100.0

 I think that my organization attempts

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 24 8.0 8.0 8.0

D 25 8.3 8.3 16.3

SA 148 49.3 49.3 65.7

A 103 34.3 34.3 100.0

Total 300 100.0 100.0

My organization seems

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 54 18.0 18.0 18.0

N 8 2.7 2.7 20.7

SA 160 53.3 53.3 74.0

A 78 26.0 26.0 100.0

Total 300 100.0 100.0

Performance appraisal is valuable to me as well as to my organization

Cumulative
Frequency Percent Valid Percent Percent

Valid SD 2 .7 .7 .7

D 9 3.0 3.0 3.7

N 32 10.7 10.7 14.3

SA 93 31.0 31.0 45.3

A 164 54.7 54.7 100.0

Total 300 100.0 100.0

 The table 4.3 indicated the majority of the respondents are agreed to participate on the 5
questions. This research study will help the researcher to serve as a benchmark against which
the performance of an employee will be compared and also it will also help to perform according
to the expectations and standards. In the other question respondents were asked about the
current performance, 35 respondents which are 11.7% were strongly disagreed. Out of total 27
which is 9% were disagreed, 63 which is 21% were neutral and 45 of the respondents which is
58.3% were strongly agreed and happy with the performance.

Regarding the performance from the leader the total of 124 respondents which is 41.3% were
neutral, 114 which is 38% were agreed, 27 which is 9% were disagreed and 35 of the
respondents which were 11.7% were strongly disagreed. As per the respondents out of 300
total 128 participants which is 42.7% were strongly agreed, 110 which is 36.7% were agreed on
the question that performance appraisal helps them. 27 of total respondents which is 9% were
disagreed and 35 which is 11.7% is strongly disagreed.

Analysis Result:

Correlations

The feedback I
Performanc My receive agrees
e appraisal organization is with what I
process good at have actually I am satisfied If don’t agree with
help me providing achieved with the way performance appraisal score

Perform Pearson Correlation 1 .574** .601** .916** .610**

ance
Sig. (2-tailed) .000 .000 .000 .000
apprais
N
al
process 300 300 300 300 300

help me

My Pearson Correlation .574** 1 .624** .476** .685**

organiz Sig. (2-tailed) .000 .000 .000 .000
ation is
N
good at
providin 300 300 300 300 300

The Pearson Correlation .601** .624** 1 .596** .304**

feedbac Sig. (2-tailed) .000 .000 .000 .000
kI N
receive
agrees
with
what I 300 300 300 300 300
have
actually
achieve
d

I am Pearson Correlation .916** .476** .596** 1 .462**

satisfied Sig. (2-tailed) .000 .000 .000 .000
with the
N 300 300 300 300 300
way

If don’t Pearson Correlation .610** .685** .304** .462** 1

agree
Sig. (2-tailed) .000 .000 .000 .000
with
N
perform
ance
300 300 300 300 300
apprais
al score

**. Correlation is significant at the 0.01 level (2-

tailed).

Analysis Result:

1. Q 1 and Q2 (correlation = 0.574) 2. Q 1 and Q3 (correlation = -0.601) 3. Q 1 and Q4

(correlation = 0.916) 4. Q 1 and Q (correlation = 0.610)

The above table exhibits descriptive statistics for performance appraisal, employee job
satisfaction and the organizational commitment in the management of banks. The results
showed the positive composite mean score, the mean score shows and reflect the level of
performance appraisal, employee job satisfaction and other organizational commitment which is
above average. The results show that the employees got and have given high importance to the
job satisfaction.
 Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Current performance
appraisal is fair and 300 1.00 5.00 3.8433 1.47854
unbiased

Performance appraisal
300 1.00 5.00 3.8367 1.32508
process help me

I am satisfied with the way 300 2.00 5.00 4.2600 .90284

Pearson correlation matrix, this table reveals Pearson correlation coefficients between
dependent and independent variables. Performance appraisal (PFA), and employee job
satisfaction (EJS) are independent variables and organizational commitment (ORC) is a
dependent variable.

The above table shows that there is a positive relationship between performance appraisal and
employee organizational commitment. It indicates that the better the appraisal system, the
higher would be the employee organizational commitment. Similarly, the result shows that job
satisfaction is positively related to employee organizational commitment. It indicates that the
higher the level of job satisfaction, the higher would be the employee organizational
commitment.