Framework for Human Resource

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PART THREE APPRAISING AND COMPENSATING EMPLOYEES

C H A P T E R T S i x

Performance Management
and Appraisal
6
Lecture Outline

Overview
Basic Concepts in Performance Management
Why Appraise Performance?
- The Importance of Continuous Feedback
- Performance Management
- Performance Management Defined
- The Appraisal Cycle
Setting Effective Goals and Work Standards
Who Should Do the Appraising?
In Brief: This chapter gives an
Basic Appraisal Methods
Graphic Rating Scale Method
overview of the performance
Alternation Ranking Method appraisal process and the different
Paired Comparison Method tools and methods available. The
Forced Distribution Method main topics covered include the
Critical Incident Method performance management process,
Behaviorally Anchored Rating Scales appraisal methods, appraisal
Appraisal Forms in Practice
performance problems and
The Management by Objectives Method
Computerized and Web-Based Performance
solutions, and the appraisal
Appraisals interview.
Electronic Performance Monitoring
Practical Suggestions for More Effective
Appraisals
Ensure Fairness
Deal with Common Appraisal Problems
Understand the Legal Aspects of Performance
Appraisal
Conduct First-Rate Appraisal Feedback Interviews

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 95

C H A P T E R T S i x

Lecture Outline Continued

Coaching and Career Management

Improving Your Coaching Skills
The Basic Coaching Process
Career Management Methods
Roles in Career Development Interesting Issues: Despite lots of
The Employee’s Role
attention, money, and effort,
The Employer’s Role in Career Management
Corporate Career Development Initiatives
performance appraisals remain an
Gender Issues in Career Development area with which few managers or
Managing Employees’ Promotions and Transfers employees are satisfied. The
Retirement following questions may be worth
Performance Management discussing. Is it just that we don’t
Performance Management vs. Performance have a good enough system yet, is
Appraisal
Using Information Technology to Support
there an intrinsic problem with
Performance Management performance appraisals, or is it
Talent Management Practices and Strategic just human nature to dislike them?
Employee Appraisals
Appraising and Actively Managing Employees
Segmenting and Actively Managing Employees in
Practice

96 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

ANNOTATED OUTLINE

I. Basic Concepts in Performance Appraisal and Management

A. Comparing Performance Appraisal and Performance Management

— Performance appraisal is part of a total integrated process of
performance management, which consolidates goal setting,
performance appraisal, and development into a single, common
system, the aim of which is to ensure that the employee’s
performance is supporting the company’s strategic aims.

Why Appraise Performance? — Performance management’s

emphasis on the integrated nature of goal setting, appraisal, and
development reflect Total Quality Management concepts. Second,
it reflects what many studies have shown: that traditional
performance appraisals are useless and counter-productive. Third,
it is a process that recognizes that every employee’s efforts must
focus on helping the company to achieve its strategic goals.

B. The Importance of Continuous Feedback — For accomplishing

several (or all) of these aims, traditional annual or semi-annual
appraisal reviews make sense.

C. Performance Management — Many employers take a continuous

process approach including having self-directed (and trained) work
teams give themselves ongoing appraisal information.

D. Performance Management Defined — Performance management is

a goal-oriented and continuous way to appraise and manage
employees’ performance.

E. The Appraisal Cycle — The three-step process is: (1) setting work
standards; 2) assessing performance relative to such standards;
and, 3) providing feedback aimed at improving performance
during the next cycle.

F. Setting Effective Goals and Work Standards — Some guidelines

for effective goal setting are: 1) assign specific goals; 2) assign
measurable goals; 3) assign challenging but doable goals; and 4)
encourage participation.

G. Why Appraise Performance? — For several reasons: 1) they play

an integral role in the employer’s performance management
process; 2) the appraisal lets the boss and subordinate develop a
plan for correcting any deficiencies, and reinforce those things he

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 97

 does correctly; 3) they serve a useful career planning purpose; and
4) it plays a part in salary decisions.

H. Who Should Do the Appraising?

1. The Immediate Supervisor — is usually in the best position to

observe and evaluate the subordinate’s performance, and is
responsible for that person’s performance.

2. Peer Appraisals — becoming more popular with firms using

self-managing teams.

3. Rating Committees — consist of multiple raters, typically the

employee’s immediate supervisor and three or four other
supervisors.

4. Self-Ratings — tend to be higher than supervisor or peer

ratings.

5. Appraisal by Subordinates — or upward feedback, is where

subordinates anonymously rate their supervisor’s performance.

Research Insight—One study shows that upward feedback is very effective

in improving supervisors’ behaviors.

6. 360-Degree Feedback — where ratings are collected from the

employee, the employee’s supervisors, subordinates, peers, and
internal or external customers. This method is the subject of
considerable debate. One study found significant correlation
between 360-degree ratings and conventional ratings. Firms
should carefully assess potential costs, carefully train those
giving feedback, and not rely solely on 360-degree feedback.

II. Basic Appraisal Methods

A. Graphic Rating Scale Method — is the simplest and most popular

performance appraisal technique. A scale is used to list a number
of traits and a range of performance for each, and then the
employee is rated by identifying the score that best describes
his/her performance level for each trait. Managers must decide
which job performance aspects to measure. Some options include
generic dimensions, actual job duties, or behaviorally recognizable
competencies.

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 B. Alternation Ranking Method — involves employees being ranked
from best to worst on a particular trait, choosing highest, then
lowest, next highest, next lowest, and so forth until all are ranked.

C. Paired Comparison Method — involves ranking employees by

making a chart of all possible pairs of employees for each trait and
indicating which is the better employee of the pair.

D. Forced Distribution Method — Predetermined percentages of rates

are placed in various performance categories; similar to grading on
a curve.

Teaching Tip: Discuss what the ramifications of using the forced distribution
method for class grades would be. Students will have strong opinions.

E. Critical Incident Method — a supervisor keeps a detailed record of

uncommonly good or undesirable examples of an employee’s
work-related behavior, and reviews it with the employee at
predetermined times.

F. Behaviorally Anchored Rating Scales (BARS) — combine the

benefits of narratives, critical incidents, and quantified scales, by
anchoring a scale with specific behavioral examples of good or
poor performance. The five steps in developing a BARS are: 1)
generate critical incidents; 2) develop performance dimensions; 3)
reallocate incidents; 4) scale the incidents; and 5) develop final
instrument. The advantages of BARS include a more accurate
gauge, clearer standards, feedback, independent dimensions, and
consistency.

G. Appraisal Forms in Practice — involve rating the employee’s

performance for each performance factor, writing down examples
and an improvement plan, aiding the employee in understanding
where his/her performance was good or bad, and summarizing by
focusing on problem solving.

H. Management by Objectives (MBO) — requires the manager to set

specific measurable goals with each employee and then
periodically discuss his/her progress toward these goals. The
process consists of six steps: 1) set the organization’s goals; 2) set
departmental goals; 3) discuss departmental goals; 4) mutually
define expected results; 5) conduct performance reviews; and 6)
provide feedback.

I. Computerized and Web-Based Performance Appraisal — generally

enables managers to keep notes on subordinates during the year,

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 rate employees on a series of performance traits, and then generate
written text to support each part of the appraisal. About one-third
of employers use online performance management tools for at least
some employees.

J. Electronic Performance Monitoring — systems used to allow

managers access to their employees’ computers and telephones.

III. Practical Suggestions for More Effective Appraisals Few

supervisory tasks are as complex and poorly administered than
appraisals.

A. Ensure Fairness — The first challenge is to make sure the

subordinate views the appraisal as fair. Many managers don’t focus
on the developmental aspect of the appraisal, but instead use it for
political purposes.

B. Deal with Common Appraisal Problems — It can be difficult to

rate performance for several reasons. Much depends on a good
rating, including career progress, or being able to obtain a raise.
There are also technical problems that can affect the fairness of the
process.

1. Unclear Standards — Ambiguous traits and degrees of merit

can result in an unfair appraisal.

2. Halo Effect — the influence of a rater’s general impression on

ratings of specific qualities, can be a problem.

3. Central Tendency — involves supervisors sticking to the

middle of the rating scales, thus rating everyone approximately
average.

4. Leniency or Strictness — Supervisors have the tendency to rate

everyone either high or low.

5. Bias — the tendency to allow individual differences such as

age, race, and sex to affect the appraisal ratings employees
receive is a problem.

Research Insight — Bias can influence the way a person appraises another
person. In one study, for example, the identical employee was rated differently
if pregnant.

100 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

 C. Understand the Legal Aspect of Performance Appraisal —
Performance appraisals have legal implications, because they often
affect raises, promotions, training, and other HR actions.

D. Conduct First-Rate Appraisal Feedback Interviews — an interview

in which the supervisor and subordinate review the appraisal and
make plans to remedy deficiencies and reinforce strengths.

E. Preparing for the Appraisal Interview

Step 1 — give the subordinate enough notice to review his/her

work. Step 2 — Study his/her job description.
Step 3 — Choose the right place for the interview and schedule
enough time for it.

F. Conducting the Interview — Prepare for the interview by

conducting the interview in a private area without interruptions.
Talk in terms of objective, observable work data using examples.
Get agreement with the employee of how you will know
improvement has occurred. Ensure the process is fair and learn
how to deal with defensiveness.

IV. Coaching and Career Management

A. Improving Your Coaching Skills — Coaching means educating,

instructing, and training subordinates. Mentoring means advising,
counseling, and guiding. Coaching focuses on teaching shorter-
term job related skills, mentoring on helping employees navigate
longer-term career hazards.

B. The Basic Coaching Process — Preparing to coach involves

understanding the problem, the employee, and his or her skills.
Planning requires reaching consensus on the problem and on what
to change. Finally, once agreement is reached, educating,
instructing, training and ongoing encouragement are the important
steps in the change process.

V. Career Management Methods

A. Mentoring — Having a mentor — a senior person in the firm who

can be a sounding board for your career questions and concerns —
can enhance career satisfaction and success.

B. The Employee’s Role — An individual must accept responsibility

for his/her own career; assess his/her own interests, skills, and
values; and take the steps required to ensure a happy and fulfilling

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 career. Finding a mentor who can be a sounding board is often
helpful. Mentoring programs can be informal or formal.

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 B. The Employer’s Role — Employers can support career
development efforts in many ways. There are several
organizational career-planning practices. The means for helping to
further an employee’s career depends on the length of time the
employee has been with the firm.

C. Gender Issues in Career Development—Women and men face

different challenges as they advance through their careers. Women
face the glass ceiling. Minority women may be particularly at risk.

D. Managing Employees’ Promotions and Transfers

1. Making Promotion Decisions — Promotions usually provide

opportunities to reward the exceptional performance of tested
and loyal employees. However, unfairness, arbitrariness, or
secrecy can diminish the effectiveness of the promotion
process for all concerned.

2. Handling Transfers — Transfers are moves from one job to

another, usually with no change in salary or grade. The
frequent relocating of transfer employees has been assumed to
have a damaging effect on transferees’ family life. Transfers
are also costly financially.

E. Retirement—Some employers are instituting formal preretirement

counseling aimed at easing the passage of their employees into
retirement. A large majority of employees have said they expect to
continue to work beyond the normal retirement age. Part-time
employment is an alternative to outright retirement. Employers can
benefit from retirement planning by becoming able to anticipate
labor shortages.

1. Create a Culture that Honors Experience — Changing cultures

that are explicitly or implicitly biased against older workers
can help make a company more attractive to retirees.

2. Modify Selection Procedures

3. Offer Flexible Work — Redesigning jobs to include

telecommuting and other options will attract and retain
workers.

4. Phased retirement — Phased retirement programs combine

reduced work hours, job change, and reduced responsibilities.

VI. Performance Management

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 A. Performance management vs. Performance Appraisal — refers to an ongoing,
continuous process of deciding upon goals, evaluating results and providing
feedback. It is always goal-directed.

B. Using Information Technology to Support Performance Management —

allows the supervisor to assign financial and nonfinancila goals to each team’s
acitivities and to keep all employees informed of their goals.

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VII. Talent Management Practices and Strategic Employee Appraisals

A. Appraising and Actively Managing Employees — Several examples of

strategically managing employees performance and value to the organization
are provided.

B. Segmenting and Actively Managing Employees in Practice — Compass

Group, Tesco PLC, McKinsey Consulting and others are highlighted as
examples.

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KEY TERMS

Performance appraisal Evaluating an employee’s current or past performance

relative to his/her performance standards.

Performance management Is the continuous process of identifying, measuring, and

developing the performance of individuals and teams and
aligning their performance with the organization’s goals.

Performance appraisal Involves this three-step process:

process 1. Setting work standards
2. Assessing the employee’s actual performance relative to
those standards
3. Providing feedback to the employee

Peer appraisal Appraisal of an employee by his or her peers.

Upward feedback Appraisals in which subordinates rate their supervisors’

performance.

Graphic rating scale Lists a number of traits and a range of performance for
each.

Alternation ranking This method is used to indicate the employee who is the
method highest on the trait being measured and also the one who is
the lowest.

Paired comparison method An appraisal method in which every subordinate to be rated

is paired with and compared to every other subordinate on
each trait.

Forced distribution method The manager places predetermined percentages of

subordinates in performance categories.

Critical incident method Entails keeping a record of uncommonly good or

undesirable examples of an employee’s work-related
behaviors and reviewing it with the employee periodically.

Management by objective This method requires the manager to set measurable goals
with each employee and then periodically discuss the
latter’s progress toward these goals.

Halo effect Means that the rating of a subordinate on one trait

influences the way you rate the person on other traits.

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Central tendency Refers to a tendency to rate all employees about average.

Appraisal interview An interview in which the supervisor and subordinate

review the appraisal and make plans to remedy deficiencies
and reinforce strengths.

Coaching Means educating, instructing, and training subordinates.

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Career management A process for enabling employees to better understand and
develop their career skills and interests and to use these
skills and interests both within the company and even after
they leave the firm.

DISCUSSION QUESTIONS

1. Discuss the pros and cons of at least four performance appraisal tools. The text
lists nine different performance appraisal tools (methods). Students might discuss the
pros and cons of any four of these nine. (Examples of some of the pros and cons are:
Graphic Rating Scale method is easy to use, simple, and does not take much time to
administer. However, different supervisors may interpret a numerical rating
differently, and the traits rated may or may not relate to performance.)

2. Explain how you would use the alternation ranking method, the paired
comparison method, and the forced distribution method. The alternation method
would be used by listing all employees to be rated, deciding who is the best in a trait
to be rated, and who is the worst. Then decide who is the second best, and the second
worst, the third best and the third worst, and so on, until all the employees have been
ranked for that trait. Then do the same with the next trait to be rated. With the paired
comparison, for each trait to be rated, the supervisor would have a sheet with
employee names in pairs; every employee name is paired with every other name. For
each pair, the supervisor would circle the one of the two that is better in that trait.
Forced distribution gives the supervisor a set rating scale (such as 1 through 5). The
supervisor is limited to giving a predetermined percentage of his/her employees’
rating. For example: 15 percent can get a 1, 20 percent can get a 2, 30 percent can get
a 3, and so forth.

3. Explain the problems to be avoided in appraising performance. The five main

rating-scale problems listed in the text are: 1) unclear standards; 2) halo effect; 3)
central tendency; 4) leniency or strictness; and 5) bias. Students should define and
describe them, not simply list them.

4. Discuss the pros and cons of using different potential raters to appraise a
person’s performance. The advantages of using several raters (either a rating
committee or a combination of peer, supervisor, and subordinate ratings) are that the
ratings tend to be more valid than those of one individual rater. The negatives might
include the time and cost involved, as well as problems with the amount of daily
contact that some raters may not have with the employee being rated.

5. Explain how to conduct an appraisal interview. There are four things listed in the
text to keep in mind: 1) be direct and specific; 2) don’t get personal; 3) encourage the
person to talk; and 4) don’t tiptoe around. Students should expound on these basic
principles of conducting the interview.

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INDIVIDUAL AND GROUP ACTIVITIES

1. Working individually or in groups, develop a graphic rating scale for the

following jobs: secretary, engineer, and directory assistance operator. Job
characteristics may include but not be limited to: Secretary—quantity of work,
frequency of errors, attendance, and initiative; Engineer—initiative, significance of
contribution to the organization, problem-solving skills, frequency of errors, and
communication skills; Directory Assistance Operator—speed, attendance, accuracy,
and friendliness.

2. Working individually or in groups, describe the advantages and disadvantages

of using the forced distribution appraisal method for college professors. The
disadvantages include decreased morale, interdepartmental inequities, and unfair
rankings. The advantages would include steering clear of many of the biases listed, as
well as overcoming the central tendency problem.

3. Working individually or in groups, develop, over the period of a week, a set of

critical incidents covering the classroom performance of one of your instructors.
If you had the class conduct a job analysis and create a job description for an
instructor in Chapter 3, it would be helpful to refer to that to help identify what kinds
of behavior and tasks the instructor should be doing. This will give a good basis for
students to observe and watch for critical incidents. If they find critical incidents that
are not based in these other documents, it will be a good opportunity to go back and
review how all this ties together and that we haven’t communicated to the instructor
in the job description these behaviors or tasks for which they are now wanting to rate
them.

4. Working individually or in groups, evaluate the rating scale in Figure 6.1.

Discuss ways to improve it. There are many things that might be suggested for
improvements. These suggestions might include but not be limited to: clearer
explanation of the rating scale (what does “very descriptive” mean?), consider
reducing the rating scale from seven points to four or five, provide behavioral anchors
for the scale points, and rework the items so that each one is only rating one trait or
behavior (some have several).

APPLICATION EXERCISES

HR in Action Case Incident 1: Appraising the Secretaries at Sweetwater U

1. Do you think that the experts’ recommendations will be sufficient to get most of
the administrators to fill out the rating forms properly? Why? Why not? What
additional actions (if any) do you think will be necessary? Although controversial,

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 the recommendations would, in fact, encourage administrators to fill the forms out
correctly. Using the more detailed form and not tying the performance ratings to
salary increases would allow the managers to feel more free about rating the
secretaries accurately. There would, however, need to be some strong training
sessions (both for administrators and secretaries) to help them understand the new
system. Because all secretaries have traditionally received the same salary increases,
and have been pleased with that, it would be advisable to consider lowering the
maximum increase to an amount that could be given to all secretaries while staying
within budget. Then all secretaries with a satisfactory rating or better would receive
that increase.

2. Do you think that Vice President Winchester would be better off dropping
graphic rating forms, substituting instead one of the other techniques we
discussed in this chapter such as a ranking method? Why? Certainly other
methods could be used. He has already had a taste of what would result if he went to
a forced distribution or other ranking method. A BARS system might be best, but it
could be costly to develop if the clerical staff has positions that are significantly
different.

3. What performance appraisal system would you develop for the secretaries if you
were Rob Winchester? Defend your answer. If the development costs are not too
great, the BARS system would give the strongest solution to the current situation. The
behavioral anchors would make it more difficult to just rate everyone at the top. It
would also help to eliminate the different interpretations of what the rating scales
mean.

Continuing Case: Carter Cleaning Company

1. Is Jennifer right about the need to evaluate the workers formally? The
managers? Why or why not? Based on the information presented in the chapter, the
students need to determine if the workers and managers should be evaluated formally
or informally, and they need to provide reasons for their decision. Of course she is
right! Jennifer already outlined some of the reasons for the need for appraisals:
probationary period, motivation, feedback, and so on. It is not clear that objectives
and goals have been clearly established and communicated. Also, it is important to tie
salary, promotion, and disciplinary decisions to these goals. Without it, employees
will do what they prefer or enjoy doing. With it, they should understand what the
priorities are and what they need to be doing.

2. Develop a performance appraisal method for the workers and managers in each
store. The students need to be familiar with different appraisal methods discussed in
the chapter. They should use the sample appraisal forms given in the chapter as
guides.

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Experiential Exercise: Setting Goals and Appraising an Instructor

Purpose: The purpose of this exercise is to give you practice in developing and using a
performance appraisal system.

Required Understanding: You are going to develop a performance appraisal form for
an instructor and should therefore be thoroughly familiar with the discussion of
performance appraisals in this chapter.

How to Set up the Exercise: Divide the class into groups of four or five students. 1)
First, based on what you now know about performance appraisals, do you think Figure
6.1 is an effective scale for appraising instructors? Why? 2) Next, the group should
develop its own tool for appraising the instructor. 3) Last, have a spokesperson from each
group put his/her group’s appraisal tool on the board.

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Another random document with
no related content on Scribd:
 This clay ware is brought from Nebel, where, since very ancient
times, there has been a manufactory that produces pottery the same
to-day as it was a thousand years ago.
The gateway is deep, and has, as have most gates in this country,
recesses with seats on both sides, always filled by idlers and
beggars. Indeed, it is quite an Eldorado for the blind, halt, and
maimed, as well as for many who have nothing the matter with them.
The whole day they sit there and stretch out their hands for alms.
I placed myself near the corner stone of the gate, where the
shade was cool and pleasant; through the dark archway I could see
the sun blazing on the shore, and the road looking like a bright
streak of light, and, beyond it, the harbour and the beautiful blue sea.
 TWO KHRUMIR WOMEN.

In the space of half an hour, at least a hundred little donkeys

passed me, laden with vessels of water or bundles of straw, with
often a man or boy perched behind the load. A solitary rider also
passed, his small but wiry horse going at an amble. Along the
seashore came, picking their way, a herd of goats, most of them
wearing small bells that rang incessantly. The herd settled in the
corner outside the gates between the towers and the town wall. Then
came unveiled Bedouin women, dark-skinned almost as negresses,
but with very fine features. Then other veiled Arab women with black
masks that covered their faces. A number of boys followed these, all
good-looking and black-eyed. One held out his hand; they are
accustomed to European good-nature, and a copper is a foretaste of
Paradise to an Arab boy.
Lastly passed a strange couple. On an ordinary Arab saddle a
veiled woman rode astride, and behind her, on her horse, a little boy;
he held the reins in one hand, and a parasol in the other.
Towards evening it grew cooler. Amongst the shipping lay the Ville
d’Oran, which next morning was to take me south. It was lit up with
numbers of lanterns, and the town was illuminated and hung
everywhere with flags, in honour of the Russian fleet, which that day
was to enter Toulon. Festival was kept, not only all over France, but
also in her colonies. Illustrated editions of French newspapers, with
coloured pictures of Russian and French admirals and of the ships of
both countries, were displayed on the walls of all cafés, tobacco
shops, taverns and drinking booths in Susa.
The light on the Kasba had been lit. The moon rose over the town,
and lanterns gleamed along the seashore and the promenade. The
irregular line of the wall and the Kasba tower showed dark against
the heavens. Mingling with the ripple of the water against the quay, I
heard the Marseillaise played, followed by cheers, and on the
terraces and balconies appeared dark figures, enjoying the cool air
and the music.
 CHAPTER III

From Sfax to Gabés

At 9 a.m. on the morning of the 14th October, the Ville d’Oran

weighed anchor and left the roadstead of Susa in brilliant weather for
Monastir.
Monastir, or Mistir, has a population of nine thousand inhabitants,
of whom one thousand are Europeans. It was originally a
Carthaginian town; later, the “Ruspina” of the Romans. It is now
surrounded by battlemented walls interspersed with towers and
pierced by five gates. Ornamented with coloured tiles, the minarets
of several mosques rise here and there above the houses.
I crossed the town from the south to the opposite side. Here I
found an immense cemetery; grave upon grave grouped about
kubbas. In the very midst of the cemetery is a cistern, which must
supply remarkably good water!
Following along the walls of the town I soon reached the beach,
where before me lay three small islands—Jezirel el Hammam
(Pigeon Island), Jezirel Sid Abd el Fairt el R’dani (so called after a
Marabout whose kubba crowns its summit), and the third island
named Jezirel el Austan (Central Island).
Still following the walls, I passed Moorish women and children
washing clothes on the shore. A number of boats were lying in the
shallow water under the lea of the islands.
At ten o’clock I was again on board, and at eleven we started,
steering for Mehdia, some thirty-six miles farther south.
On the way we passed Cape Diauros, the site of ancient Thapsus.
It was a Carthaginian colony where fought Cæsar Scipio and Cato.
Numerous ruins recall the old times.
 In Mehdia harbour we anchored about three o’clock. Mehdia was
once a very important town; now it has only some ten thousand
inhabitants. The Sicilians besieged it in 1147; the Arabs in 1160; the
Duke of Bourbon in 1390; and Charles V. in 1557. The knights of
Malta took part in this last assault, and the grave of one of these
knights is still shown.
Some Europeans carry on a trade here in oil, dried fruits,
sponges, coral, and sardines. In the months of May and June there
are often a couple of hundred boats lying off the shore fishing for
sardines, and generally making good hauls. In one night a single
boat may take even as much as from four to six hundredweight of
fish.
Large vessels do not follow the coast from Mehdia to Sfax, but
make a long circuit round the island of Kirkennah, the water along
the coast being shallow. Along this stretch of sea have been placed
light-buoys to mark the course. These buoys are filled with
compressed oil, and burn incessantly day and night. They are
constructed to burn three months, but are inspected monthly.
Early in the morning of the 15th October we cast anchor about
two miles outside Sfax, of which the white walls glistened in the
morning sun. A steam tug took us ashore. The ebb and flow of the
tide here is very strong, with a possible rise and fall of as much as
eight feet, which accounts for the flatness of the beach.
The only ship in the roadstead was the Fæderlandet from Bergen,
lying-to and discharging timber.
Sfax was taken on the 16th July 1881 by a force under Admiral
Garnault, after a serious bombardment which laid waste a great part
of the ramparts and the town.
The walls enclosing the European quarter, which faces the sea,
have been pulled down lately, and here the French have established
themselves. To the rear lies the Arab town, still surrounded by its
walls and towers.
On landing I met the Vice-Consul for Sweden and Norway, Olaf
Henriksen, a young man who in the course of a few years has made
for himself a good position as partner in the large, and perhaps sole,
firm of timber traders in the place. His office and warehouses are on
the quay. Olsen, his co-partner, is likewise a Northerner. Henriksen is
agent for the United Shipping Co., but it is seldom that Danish
vessels touch here.

AT SFAX.
(From a painting by Mrs. Henriksen.)

After a stroll through the town, Mr. Henriksen led me to his home
and introduced me to his wife, a Norwegian lady from Christiania. I
spent a comfortable and most enjoyable day in their house, which is
outside the town and commands a view of the harbour.
 Mrs. Henriksen is a very fair artist. On the walls hung sketches of
her northern home and of Sfax, painted by herself and showing
considerable talent. The tombs of Marabouts, the cemeteries outside
the walls, and the Arab tents in the vicinity were the subjects that
pleased me most. She most amiably promised to be my collaborator,
by allowing me to make use of a couple of her sketches for my book.
Sfax is a large town, with about fifty thousand inhabitants, of
whom the eighth part are Europeans. A considerable trade is carried
on in sponges, oil, and esparto grass, this last being worked by a
Franco-Anglo-Tunisian Company; in addition to these, there is a
trade in fruit and vegetables, more especially cucumbers, called in
Arabic “Sfakus,” from which, no doubt, arises the name of the town.
In the neighbourhood are many villas and gardens, where the
townsfolk take refuge in the hot season, but beyond these is the
sandy desert.
In ancient days the Romans had here a large city, of which many
traces are found. In the covered streets I saw arches, which by their
capitals and columns were of Roman origin, and heard of old Roman
graves and foundations being frequently discovered.
Sfax is a garrison, and amongst the soldiers is a fine body of
Spahis, but at the time of my visit many were absent at the
manœuvres.
During the night we steamed in four hours from the roadstead of
Sfax to Gabés.
A golden strand: in the background some white houses, and to
the right a palm grove. Such is the view of Gabés from the sea.
The landing-place was only a short distance from the European
quarter. I called on the commanding officer, Colonel Gousset of the
Spahis, to whom the Regency at Tunis had recommended me,
directing that he should assist me by word and deed in my journey to
the cave dwellers (troglodytes) of the southern mountains.
It was the hour of muster, and the Colonel introduced me to many
of the officers, one of whom, Captain Montague of the General’s
staff, lent me his horse, and a Spahi was told off as my guide.
 “When one wanders towards the Syrtes and ‘Leptis Magna,’ one
finds in the midst of Afric’s sands a town called Tacape; the soil there
is much cultivated and marvellously fruitful. The town extends in all
directions to about three thousand paces. Here is found a fountain
with an abundant supply of water, which is only used at stated times;
and here grows a high palm, and beneath that palm an olive, and
under that a fig tree. Under the fig tree grows a pomegranate, and
beneath that again a vine. Moreover, beneath these last are sown,
first oats, then vegetables or grass, all in the same year. Yes, thus
they grow them, each sheltered by the other.”
Thus wrote Pliny of the oasis near Gabés over eighteen hundred
years ago, and this description can be applied in the main at the
present day.
Of this town, created by the Carthaginians, colonised by the
Romans, and later the seat of an archbishopric, and which stood
nearer the ocean than the existing villages, there remain now only
some crumbled ruins on the hills near Sid Bu’l Baba’s Zauia, now
difficult even to trace.
Remains of cisterns can be seen, built with the imperishable
cement of which the Romans alone understood the preparation. But
the stones have long since been removed to Jara, Menzel, and
Shenini, villages of the oasis, where are still to be found, in the
wretched native buildings, carved capitals and bas-reliefs, side by
side with sun-dried bricks and uncut stones.
But it is long since this old town vanished. The Arab geographers
in the eleventh and twelfth centuries, as also Leo Africanus in the
sixteenth century, mention Gabés as a large town surrounded by
walls and deep trenches, which latter could be flooded with water.
They tell us of a great fortress there, and that the town had a large
population and extensive suburbs. Then the Mohammedan
conquerors laid their iron hand over the country, and the inhabitants
were dispersed and gathered in the villages Jara and Menzel, each
now containing some four thousand inhabitants. Both villages were
situated near the river and close to the market-place, and were
continually fighting amongst themselves for the possession of these;
whilst other villages, of which Shenini is the largest, concealed
themselves amidst their palm groves.

TOWER IN THE VILLAGE OF MENZEL.

 JEWESSES AT MENZEL.

To keep these rival villages in subjection, the Turks erected, just

between them, a fort—Borj Jedia (the new fort). It was blown up by
French marines on the 21st July 1881, when they assaulted,
stormed, and seized the villages.
Later there arose by the seashore, huts, taverns, and eating-
houses, and, after the first occupation, these formed a place of resort
for all sorts of adventurers, and was therefore wittily named
“Coquinville” by the soldiers. Out of this has grown quite a little town,
known as the Port of Gabés. This is occupied by the European
colony, consisting of from one to two thousand persons of various
Mediterranean origins. The residence of General Allegro, the Bey’s
governor of El Arad, the most southern district of Tunisia, was
originally the only building on the spot, and here he still resides; but
now in the long streets there are commandants’ houses, officers’
quarters, the Hotel de l’Oasis, and a large number of offices of all
descriptions. Behind the town to the south, lie the barracks for the
garrison of Spahis and infantry. In former days the troops were
quartered farther inland, on a height near the Gabés River, as the
water was better; but now drinking-water has been brought to the
town from a near-lying oasis.
Wad Gabés, or the Gabés River, has its source about a score of
miles inland, and flows over its broad bed, through saline and lime-
charged soil, down to the oasis, wherefore the water contains much
magnesia, and is in consequence most unwholesome, and has
caused the death of many a young colonist and soldier. It is said that
the age of the eldest soldier buried in the churchyard was but five-
and-twenty.
In old times the water must naturally have been as unhealthy as
now, but the Romans, those masters of colonisation, used, on that
account, rain water collected in cisterns. Remains of such tanks are
found everywhere in the south.
The Arab rider, given me as guide, and I rode along the northern
bank of the river so as to cross the Gabés oasis from the sea
towards the interior.
It was the most enjoyable excursion I can remember ever having
made.
The sea roared behind the sand cliffs, while the horses panted
through the deep sand. From behind the cliffs appeared the tops of
palm trees, and presently we were in the shade.
The light gleamed through the palm leaves on lemon, orange, and
pomegranate trees, and on the trailing vines, trained up to the
beloved sun, and stretched from tree to tree in graceful festoons.
In the open spaces between the palms lay the orchards, where
grew all kinds of fruit trees—peaches, apples, pears, plums, apricots,
figs, olives, and many others.
The air was pregnant with the scent from the trees and plants.
Beneath the shade of the thick foliage overhead spread the most
beautiful green sward, intersected by flowing rivulets of water and
small canals, dammed by means of dykes and low banks, as in our
own land irrigation.

ON THE OASIS OF GABÉS.

By small paths and roads we wandered on, following the turns of

the canals, riding sometimes on a narrow track between two banks,
and if we then met Arabs on their little overladen mules it was a
squeeze to pass by them.
There was silence amongst the trees. Only now and then, when
we drew near to tents, or some straw hut concealed amidst the
foliage, could we hear voices and the barking of dogs. Women and
children peeped at us through the branches, and we saw men in
scanty clothing working with hoes in their gardens, or women
weeding the beds and gathering henna in baskets.
 Birds flew from branch to branch, or across the open spaces.
Wood pigeons called, and turtle-doves cooed, whilst the chaffinch
fluttered about on the tops of the almond trees, and in the distance
the sound of a shot proclaimed that a sportsman in a clearing on the
borders of the oasis had fired at hare, quail, or partridge. On the
extreme border, by the sea, was the tomb of a Marabout, built from
the ancient remains of the town of olden days, blended with new
materials. The columns supporting the entrance were of new rough
stone, with handsome carved capitals.
We emerged on the barren plain, and saw in the far distance, on
rising ground, other palm groves, but hurried back again into the
fascinating wood, till, by paths and over small stone bridges, beneath
which streams rippled sheltered by the arching palms, we came to a
broader road between high dykes. There it was difficult to advance,
as some artillerymen with baggage carts drawn by mules had stuck
fast in the mud, the waggons being overladen with stone.
The way now turned towards the river. As we left the palm grove
by the miry road to cross the bridge, the grey walls of a village lay
before us on the opposite side. The river bank was crowded with
women and children washing; clothes were hanging to dry on the
bushes, whilst shortly-kilted figures waded into the water, or sat on
the stones by the river side beating clothes with flat boards. Most of
them pretended not to see us, some turned their backs, and a very
few stole roguish glances at us.
 WASHERWOMEN AT THE JARA BRIDGE.

The whole scene was worthy of the brush of a good artist. The
grey-yellow water, the yellow shore and green wood under the deep
blue sky, and against this background the many-coloured figures of
women and children. All were in constant movement and chattering
loudly.
We rode through the gate. The village consists of narrow streets
and lanes of wretched low houses. The air was oppressively hot, and
dirt was everywhere. My guide rode in front, pushing people aside
with loud exclamations. They submitted quietly to being hustled;
“Kith to kin is least kind.” Then, again crossing the river, we rode
through the oasis to other villages and as far as the poor huts of
Shenini, then turned again down to the stream, which here ran
between high banks, and after visiting, just at nightfall, some
encampments close by, we hastened on our way back to Gabés.
 CHAPTER IV

From Gabés to the Matmata Mountains

Crouched in a wretched hut, which seemed to me then the

perfection of comfort, I sat writing by the light of a flickering candle at
the village of Zaraua, on the top of a mountain of the Matmata range,
south of Gabés.
Outside I could hear my horse munching, as he stood, his well-
earned barley; farther away dogs were barking. The moon sent her
rays through my doorway; and now and then came to my ear the
sound of human voices, but this soon ceased as the sun had long
since set: for in these regions all retire to rest early so as to rise at
daybreak.
The two previous days had sped as in a fairy tale. As I opened my
window at the Hotel de l’Oasis at 4.30 a.m. on the 17th October, it
was still half-dark, but I could distinguish a little way down the street
an Arab horse, saddled, and by its side a white bundle lying on the
footway. It was Hamed, the Arab horseman, whom the bureau de
renseignement had placed at my disposal, and who was now waiting
for five o’clock, the hour fixed for our start. A little later arrived my
brown steed, supplied by the Spahi regiment.
 MAP OF SOUTHERN TUNISIA.
(Large-size)

My small travelling kit, photographic apparatus, and breakfast

were packed on Hamed’s horse. The revolver I slung on my own
saddle, little realising that the same afternoon I should fire it on a
festive occasion; and we started, wending our way amongst the
showy, newly-built European houses.
Outside the town, the country is somewhat flat; we followed the
road. To our right, towards the north, was Gabés’ winding river, but
invisible to us, as it lies low. On the other side, the palm groves
showed us a dark forest. The villages by the river stood out clearly
against this dark background, and the rising sun shone on the white
kubba to our left of Sid Bu’l Baba.
On the road we met little groups of natives driving camels and tiny
donkeys, all laden with esparto straw. Their houses were many a
mile away over the blue mountains, which were dimly distinguishable
on the horizon, for they came from Hadeij, our destination, to sell
this, about the only product in which they can deal during the hot
summer season.
Now and again we also met small caravans of donkeys carrying
light loads of dry wood.
After a quick trot, that warmed us at this early chilly hour, we
turned to the left in a southerly direction, taking a path that wound
along slightly undulating ground. A brace of partridges rose, and we
heard the quail calling, and saw young larks running on the barren
ground. On a hill to the north-west we spied the camp of Ras el Wad,
erected by General Boulanger in his day. Once and again we
indulged in a quick gallop, but only in short stretches, when the paths
were not muddy or too winding.
Here and there stood a parched olive tree or date palm, on spots
where, in the wet season—if it ever come—a little water would reach
them. We were overtaken by a horseman closely enveloped in a
white burnous, the hood drawn over his head and sticking up in the
air in a peak. It was “Amar” from Hadeij on his slight but wiry pony.
He was acquainted with Hamed, so wished to join us. His hair, beard
and eyes were black, his expression good-natured, with an open
brow, and his teeth milk white.
After two hours’ ride, during which we only once met any people,
we reached the oasis of El Hamdu; near by roamed some miserable
cattle, grazing under the care of an old man; with these were also a
couple of goats.
On the border of the oasis we watered our horses at a fountain
surrounded by palms. Women peeped shyly at us over the walls of
the only stone building of the village that we could make out.
Riding on, we passed several tombs of Marabouts. On our left,
the palms of the oasis seemed drawn up in a long line, and smoke
could be perceived rising heavenwards from huts and tents beneath
the trees. From an encampment on the edge of the oasis the dogs
rushed out barking, the inhabitants standing stiffly, like statues, and
staring at us.
 PLOUGHING-GABÉS.

Along a shallow, stony, river bed—rough ground for the horses—

we pursued our way towards our destination in the hills, whilst the
sun burnt so fiercely that our senses were dulled.
After a couple more hours, we again met laden camels, and with
them some travellers on foot, one without a burnous or head-
covering, and clothed only in a shirt confined at the waist by a strap.
He wore his hair in a tuft on the nape of his neck, and carried in his
hand a banner on a pole. Amar told me he was a Marabout from one
of the villages near Gabés.
Of Marabouts there is no lack. This one was very poor, and was
returning from the mountains, where he had been begging for money
which he imagined was due to him. The banner he carried that
everyone might see that a holy man was coming.
 I gave him a few coppers, and the young fellow kissed my hand,
and wished me good luck on my journey. It is not everyone who is
wished good luck on their travels by a Marabout. I bought my
blessing cheap.
We now rode some distance amongst small hills, which are
scattered in the foreground of the mountains like islands on a coast-
line. On some eminences were heaps of stones.
“Those were there before our time,” said Amar.
In places where the ground was more or less level it was slightly
scratched round about the dry bushes. This is the arable land, that is
to say, it would be cultivated if rain fell.
We halted beneath some bushes to eat our breakfast. The bread,
butter, and cheese we could all enjoy, but I alone the wine and meat.
A pomegranate supplied our dessert.
Whilst we sat there, five women in blue dresses came by,
preceded by an old man driving half a score of camels. The women
wore bracelets and anklets. They glanced furtively at us and trudged
past. A negress only, who lagged behind, tried to attract our
attention. She was evidently not accustomed to be taken notice of.
Travelling was now easy, the track leading upwards over smooth
calcareous ground. In little watercourses, now dry, were planted
clumps of palm and olive trees, the soil being banked about them to
form dams. On an adjoining slope were numbers of small caves,
inhabited only in harvest time, when watch is kept over the crops.
We ascended higher and higher amongst the mountains, until
suddenly, as I turned in my saddle, I saw the Mediterranean like a
blue streak in the distance. We were at that moment at the highest
point we were to reach that day. At a distance here and there dogs
appeared, barking at us, and occasionally in their vicinity white
figures and rising smoke. Hamed said that these people were cave
dwellers, but were only a small tribe. A little later we were to arrive at
quite a subterranean town.
I halted abruptly on seeing below me a valley with, comparatively
speaking, many trees. On the farther side rose a long range of high
mountains. The valley itself was exactly like a large, old sand or clay
ditch, with sloping sides, pierced by a great number of neglected and
long-disused shafts, but planted with trees—palms, olives, and figs.
“Is that Hadeij?” I asked. Hamed nodded, and I pulled up to take a
photograph.
It was then exactly two o’clock, and we continued on our way,
walking for a time beside our horses. Just as we were about to
remount, a white sheep-dog bounded out of a hole we had not
noticed; it bayed at us in a most dismal fashion, and from the nearest
points of vantage its companions joined in chorus.
I rode up to look at the dogs, and caught sight of a deep pit with
perpendicular sides that had been dug in the ground from the top of
the ascent. Down at the bottom a camel stood resting. Round a
hearth were household chattels and large bins made of rushes,
containing barley, and amongst these a few fowls. Some women and
children looked up on hearing the tramp of my horse, stared at me
for a moment, and then fled into recesses in the walls.
Hamed now suggested that I should not remain standing there,
and I followed his good advice.
A path had been dug into the hillside, and terminated in a large
door or gate. This evidently led to a long underground passage, and
ended in the square yard, open to the air, which I had just seen, and
whence are entered the excavated rooms or caves, used as
dwelling-places, stores, and stables.
On the horizon the straight stems of palms stood out sharply
against the mountains. In the foreground were olive trees, and,
mingled with them, a few palms; beneath one of these was gathered
a group of men, amongst whom, Hamed said, was the great Khalifa.
I therefore drew rein. An old greybeard rose and strode forward,
offering his hand and bidding me welcome, the other men following
his example. They were fine specimens of humanity, with regular
features, black eyes, and straight noses—one saw at once that they
were not of the ordinary Arab type.