Different Methods Of Performance Appraisal Business Essay


A companys objectives can be carried out only when individuals put in their best initiatives. On what foundation it is presumed that a worker has proven his or her best performance in a given job. Employee evaluation is one of the essential tasks of HRM that is why the specialist selects the subject of performance evaluation and the effect of the evaluation on job fulfillment. In today aggressive atmosphere every company put all of their sources to get aggressive advantage and enhance their efficiency and client care. Rarely, Ingrham and Jacobson, (2001) revealed that most of 90 % of the large companies do performance assessments and 75 % of them perform it yearly. Malik, Bibi and Rahim (2010) declares that individuals love operating in the companies that provides them positive workplace and where they can feel that they can make the difference by dealing with their company members and can take forward the company.

Malik, Saleem and Ahmed (2007) described worker fulfillment with work as to the extent to which a worker likes his or her job. For worker performance evaluation we can use different words like performance review, worker evaluation, career development conversation etc. Coen and Jenkins (2000) describes that performance evaluation is a compulsory process performed in particular days or some time to workers are assessed in this particular some time to noticeable for their various attributes by the consumer and the organization keeps this performance with them. This study researches of the equity of the evaluation system and its effect on worker satisfaction.

1.2. Objectives:

The main objectives of the project are as follow:

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Find out the hurdles and provide solutions to that hurdles while conducting successful appraisal l program.

Comparative analysis of appraisal system of two companies, and the impact of the performance appraisal on the level of job satisfaction of the employees.

Analyses of the company appraisal system and its methods.

Find out the drawbacks of the appraisal system of the organization.

Find out the gaps while conducting performance appraisal in the organizations.

To ensuring that the appraisal system delivers the required result.

To make and carry out a successful performance appraisal in the said organizations.

Find out the appraisal system serves and aligns with the company mission and vision.

To know the performance appraisal can be used to determine whether HR programs i.e. a selection, training, and transfers have been effective or not.

Chapter 2


Performance appraisal:

The purpose of the performance evaluation is to get details about the employees operating around you. It provides an opportunity to know the features and disadvantages of the people in your workplace. This is a process of analyzing how good workers perform their tasks when compared to a set of requirements, and then discussing those details to the workers (Jackson & Mathis, 2003). A performance assessment is widely used for verifying salaries and wages, giving performance reviews, and determining individual worker's pros and cons. Most U.S companies use performance control systems for office, professional, specialized, supervisory, middle control, and nonunion production workers (Jackson & Mathis, 2003).

According to Eberhardt and Pooyan (1988) Performance evaluation is identified as a fundamental element of hr control process. Like different writers or experts (Berendin and Beaty 1984; Devires; Morisson; Mom and Schneier 1982; Shullman and Gerlatch 1981) have described performance evaluation in a different way according to their point of opinions. On one side experts have given stress on the need of, to improve manager and subordinate contract on the projects to be conducted, explain performance goals, and improve top control support and to enhance the reviews abilities of the people who are doing assessments. Educational scientists however have targeted on different set of problems for example subjects like ranking types, consumer training programs, how to implement information more successfully and the need to enhance observational abilities.

Eberhardt and pooyan (1988) performed a case study and found that the knowledgeable workers and those who were use to with assessment program were more pleased as to evaluate to those who were less knowledgeable and have no concept about assessment program. If a worker is not obvious about the program and the assessment procedure, he will have no concept how things are happening, which brings him/her to affect the circulation of the work and the worker is not able to provide his 100%. It is also mentioned that an appropriate alignment to new workers will allow him/her to get aware of the program and it will be a resource of job fulfillment for them.

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Grints (1930) indicates that top-down program of assessment should be eliminated and should be changed by several consumer assessments using 360 degree assessment. This tries to decrease prejudice and detachment as in top down program. The remedy of several raters uses inner co-workers, clients and individuals of services will decrease the subjectivity and inequity of performance scores. Supervisors in 360 degree assessment gather reviews and review assessments.

A study of 50000 participants revealed that only 13 % of workers and managers and only 6 % of the professionals consider that their company's evaluation process is useful (People IQ, 2005). Another study reveals that 50 % of professionals views their performance evaluation to be more or less efficient while 15 % views it less on not efficient at all (Mercer, 2002). A recent study reveals that 60 % of workers rate their companies as C category or worst in handling their performance management (World at work and Sibson talking to, 2007). Newman (2004) determined that after 30 years of research no proof substantiates the actual concepts or belief that a specific technique of evaluation ranking has stability. In fact the technique of evaluation ranking has very little effect on the precision of evaluation (Borman, 1991).

Despite the globally use of performance assessments, not everyone with excitement promotes performance assessments. Criticisms are always there about how you conduct performance evaluation and it results (Jackson & Mathis, 2010).


Criticisms include:

• With modern focus on group interaction, assessments focus a lot on individual and do too little to create workers to do their work better.

• Most workers who get opinions and managers who give them usually rate the process a definite failing.

• Most assessments are not reliable, short-ten focused, very subjective, and useful only for directing out workers doing extremely well or badly (Jackson & Mathis, 2010).

Organizations use performance assessments in two different tasks. One part is to evaluate performance for the objective of making pay, special offers, termination, downsizing or layoffs. This part is to be used for management uses. This is often the relationship between benefits worker wish to get and their efficiency (Jackson & Mathis, 2010).

Performance-based settlement verifies the idea that pay increases should be given for performance success rather than for seniority. Generally in this example the administrator is the consumer of the staff's performance and also the person who makes the settlement suggestions for the worker (Jackson & Mathis, 2010).

The other part is the use of assessments for developing uses. The developing kind of performance evaluation pressures on determining potential and planning staff's development possibilities and route (Jackson & Mathis, 2010). The manager's part in this situation is like of a trainer. The administrator benefits good performance with identification, describes what kind of enhancement is necessary, and reveals workers how to enhance his performance. People do not know where and how to enhance, and supervisors should not anticipate improvement if they are not in the place to describe where and how enhancement can happen (Jackson & Mathis, 2010).

The aim of developing reviews is to change individual actions, rather than to evaluate individuals such as the management uses of performance assessments.

This kind of reviews can also recognize areas in which the worker might wish to develop (Jackson & Mathis, 2010). In a performance evaluation meeting focused on development, a worker may only be missing in one area of his work, and that may be keeping him from a promotion.

The administrator may advice that they consider taking an evening course at the local higher education.

This will help the worker enhance in his profession. There are two different approaches about performance appraisal: traditional and modern.

Traditional approach:

Performance assessments started as an easy technique of income validated reason. It was used to choose that if a worker's wage or salary was validated or not.

The procedure was lastly connected to the content result a worker would get for good performance. If the worker's performance was less than predicted, then a cut in the pay would happen. If the worker's performance was better than predicted, a development of pay would be used (Target Woman, 2010).

A weak point of this procedure was that it did not give any concern to the developing opportunities of the worker. A pay cut was the only motivation for a worker to either enhance or keep execute well. In many circumstances, this primary system of performance assessment did not accomplish the preferred outcomes (Target Woman, 2010).

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The conventional strategy is also known as overall strategy. This is mainly involved with the overall company and with the last performance of the workers only. Typically focus was only on the compensate outcomes with a chance to it was refused. It was only in the 1950's that the performance evaluation came to be identified as a useful device to encourage and create the worker prospective (Target woman, 2010).

Modern approach:

In most of the company's performance evaluation is used directly or ultimately to determine compensate results. The results of the performance evaluation help in determining the workers who performed better should be paid more and should be compensated with promotion and bonus (Target Woman, 2009). Performance evaluation systems are more arranged and official between the worker and the manager. Performance assessments are normally performed yearly or, twice a year.

The flaws, strong points and opportunities for improvement and skill development of the workers are mentioned. During the time of performance evaluation, poor performers are recommended to perform better. In extraordinary instances, demotion, termination or decrease of pay is turned to. The moderen strategy to performance evaluation is a developing strategy. This identifies workers as individuals and accumulates around the success stories process (Target Woman, 20010).

The performance assessment process can be an excessive source of discontentment and disappointment if a worker knows that the process was not reasonable, political or unrelated (Skarlicki and Folger, 1997). Management who do not know the mistakes of current assessment process often believe that the entire program is bad. They may have a choice of scrapping this program and changing it with a new one with this hope that worker response will change and become positive. The new program changes the old ones without knowing the main causes of the discontentment and without any angles for the new program. Workers do not enjoy poor performance assessments but if they understand that the process, rules were reasonable will less impact their mind-set towards their manager and company.

Leventhal (1980) determined seven step-by-step groups that a personal can use to recognize the equity of business procedures. These contains techniques for selecting agents, setting guidelines, making decision, gathering information, attractive choices, protecting worker privileges, and changing techniques. The attention of worker about equity in any of the process can lead to understanding of disfavor.

Performance assessment is one such technique that allows for the optimization of labor. In a wide sense , it is a firm framework that allows for the ongoing statistic and assessment of personal actions as well as, while impacting an worker's job related features through such factors as increased job fulfillment and identification (with the use of promotional helps such as better equipment, responsibilities, and wages). The purpose of any such program, is not only to evaluate just the performance of recruiting but also to find areas where there is skill lacking for further growth , recognize excess potential that could be used better, and connect goals more precisely to employees . By doing so, businesses move one phase nearer to the accomplishment of their goals. Here another factor is also included which is not an immediate purpose of evaluation, but can become a useful resource within itself.

In developing such a program, it is important to first of all determine goals that are genuine and will be predicted from the employees, and then make these goals known to the employees so employees have a guideline. Once developed, assessments can be performed, in three steps. The first thing is that includes the statement and recognition of a worker's perform actions, and the results and success that are due to them. These goals will then must be compared against the unique objective requirements that were set for them. The second stage goes around the assessment and activity to be taken to reverse the first thing. If a worker's performance is missing, evaluate the reasons that why must be performed, and fixed through such means as increasing inspiration, training or even cancellations. If the efficiency of the worker is good or better than predicted then the worker should be compensated. Such benefits can be improved income, activity to tasks demanding more skills. The third phase is to have an evaluation of the initial goals and the growth of new ones. The person who is establishing the objective should analyze them properly and should think that if the goals were genuine and possible in contact of sources and other things available in workplace. To perform performance assessments, it is necessary to have a performance evaluation program. Such a program represents the type or technique that will be used to collect and figure out information, the job research that will be performed to recognize requirements that will be calculated globally, developing not only the credibility but also stability of information selection techniques , choosing who would best suit the position of evaluator and their impact on the overall evaluation, the meeting with procedures, the ways in which results will be used, and how the assessments program itself will be evaluated for quality and effectiveness . In total, evaluation systems fall into four types based on the particular strategy taken. These are the relative requirements, overall requirements, purpose based techniques, and immediate indices. Within each of these techniques, assessments take on a number of different types.


Performance evaluation associates back to the Second World War. Cole (1925) official statement of individual work device place in John Owens manufacturer in New Lanark in early Nineteenth millennium, clinging a shaded wood on the machine to show the perform of the worker by the superdient for past day ( white for excellent, yellowish, red, black for inadequate performance). The last millennium led to F.W. Taylor, and his calculated performance, and the medical management process (Taylor, 1964). The emotional custom developed in 1930`s used techniques that revealed performance and character used reviews from visual scores. Later improvements eliminated the center range from five point's lickert range to pressured choice submission method to avoid main ranking. The assessment also involved the story writing and feedback to support the scores (Mair, 1958).

Different methods of performance appraisal:

Retrieved from http://www.uplink.com.au/lawlibrary/, Bondy (1998) says that the relative requirements type of evaluation is regarded as one of the most convenient types, due to the convenience with which it is applied. This program has a lot of requirements for evaluating and distinct one employee from another, in order to better identify their abilities and initiatives. Within this program several relative techniques are available; the first technique is 'Simple' or 'Straight' ranking. It works as ranking the people on their performance from best to toughest. This particular technique represents that the consumer or determine is able to make conclusions or feedback on efficiency without any requirements or standards to information them. This usually causes scores to be one-sided more so on views, in contrast to real numbers of outcome, sales or work turn over. The second relative technique is known as the 'Alternate', and is just like the first one in its disadvantages and design. Appraisal is done by record the best entertainer first, and then the worst last, once all this been done, the second best and worst performers are chosen and placed accordingly. This process carries on until the whole categories of employees are rated. The third technique known as the 'Paired Comparison' have the same problems as the other two, but allows for a little bit more detachment to be involved in evaluations by distinct two employees at once against all others on a single conventional requirement, such as efficiency. Unfortunately, the amount of "time taken improves geometrically as the size of the team increases". The fourth type of evaluation is that of 'Forced Distribution'. This technique separates evaluation into categories, enabling for more requirements to be used in evaluating people. The employees are then chosen and placed into these individual categories for evaluation. The problem with this strategy is that employees may not normally fit in the places they are put in, possibly resulting in the development of synthetic results. Throughout all four relative requirements techniques, you can find one undermining aspect that is ignored. This is the fact that employees are not able of similar work requirements, and there is always one individual who is better than the others. This aspect is improbable.

According to Clarke (1995) overall requirements is the second type of the assessment systems, and it is straight against the relative requirements. It analyzes employees individually, while simultaneously developing several requirements for assessment. In complete, there are available six methods of assessment under this program, the first of which is known as the 'Essay Narrative'. As its name indicates, it includes preserving in published structure, each individual's strong points, flaws, and growth needs. The process of making promotions is made more difficult because each paper if hardly ever written in a conventional structure it differs from individual to individual through the use of terminology and vocabulary. Further restricting this program is their dependencies on supervisory occasion remember. In most cases, activities that are near to the assessment time frame are best kept in mind and assessment on these occasion is not right because employees usually do excellent in these days, expecting that any prior foibles might be neglected. The other advantage of this program is that there is an opportunity that you can create freely of about the exclusive features because the evaluator is not limited by set concerns. . The second technique, 'Critical Incident' does not move around regular performance, but instead excessive levels of performance. In this technique the evaluator will just have to history the two excessive conditions the effective or worthless achievements so it's an easy and time preserving way for the evaluator when any excellent or bad occasion happens he have to just history it. . This program does not allow for evaluation between employees because it does not distinguish the value of tasks. 'Weighted Checklists' are the third type of overall conventional, and are ready by the information gathered from crucial occurrences reviews, and the selection of regularity of activities. By watching this list, it is then possible to find out the complete foibles or excellent activities of employees, and then at the end decide the value of these events on effective job satisfaction. The advantage of such a program can be found enough in time decrease and "it's features of objectivity". It all strategy is 'Forced Choice', is as like to the large recommendations, but with the ability to protect the typical errors of leniency, strictness and primary propensities that sometimes exist in some tests. This is done by demanding the evaluator to choose "which of two explanations in a couple better explain the subordinate". The option of choice of answer deal with information are released in such a way that both seems in the same way good or probably unwanted, thus to get over up to a large level the chance of tendency. However, this is based mainly on actions rather than personal features, it does not allow for employee connections (such as feedback), that can cause to the possible distancing of employees, and absolutely leaving any area in which a employee may succeed, that is not involved in the set of questions. It all, and most widely used overall conventional evaluation, is the 'Graphic Ranking' (also known as 'Conventional Rating"). This technique is used to assess a person's "quality and comprehensive variety of perform, as well as a comprehensive variety of personality, such as balance and cooperation". Popularity for this system grows from the comfort with which it can be developed, used, and identified by the raters. "It can also be modified to a lot of projects, provided they have a comprehensive variety of typical elements", and be as effective and genuine as more complicated kinds such as 'Forced Choice'. The drawback involved here are same as with all other overall requirements, as well as a deficiency of prospective for growth, making employees none the smarter to proceed with their errors. Because this body's characteristics efforts to protect an extensive range of places, it can sometimes ignore information that needs to be regarded. In some situations, companies have designed this program with places from the essay/narrative strategy to make a more precise strategy. This action would allow for more information to be mentioned that would normally not be resolved properly or considerably (it should be mentioned that when including the components of article you are also including the problems associated with that system). The last strategy in overall requirements is the 'Behaviorally Attached Ranking Scales' that includes "five to ten straight machines - one for each important sizing of a job performance anchored by the occurrences assessed to be crucial. Critical occurrences happen when employee actions result in uncommon failing or success on some part of the job" (effective and worthless behavior). Principles are allocated to these situations by the supervisors or job professionals according to their performance. The main drawback of this strategy is that "the period of time and professional skills that is required to make appropriate anchors". Another problem occurs from the fact that findings are of perform as compared the real results. On the other hand, the benefit of this strategy is that the superiors allow their employees to give reviews for enhancing their performance.

Griffen (1989) the objective based type of assessment is created to determine control on all levels. The reputation of this program comes from feature of fulfilling those individuals who are entitled to due to their achievements. This program works in four actions. The first thing is to create objectives with the cooperation of employees so they will accomplish those objectives and at the end will gaining the company. The second phase is to observe the subordinate objectives over a specified time interval and keep modifying them to match better to the changes triggered in the exterior workplace. The third phase is at the end of the specified interval that was permitted for the realization of a process. At this level evaluation of actual and predicted performance happens. Research happens as to why certain results were determined. If the performance was below then predicted so the work should be allocated to different individuals or a program should be designed for the development and learning if the worker was the cause. If the performance is better than predicted then success stories process should be analyzed to find that if there was enough need, if it is found that this result is due to the employees having more abilities and abilities then at first observed, appropriate actions should be taken to position the worker at a position where his/her abilities can be better used. The ultimate phase is to summary the results consider all the new aspects and then create objectives for future and current business needs. The last method of evaluation systems is known as immediate indices, and varies from the first three methods mainly in how performance is calculated. The first three (except for the potential based approach) "depend on an excellent analyzing a subservient performance. There are a lot of others very subjective assessment in these cases. However, the immediate catalog techniques actions subordinate performance by objective requirements (such as performance, absenteeism, and turnover). In the case of managers, performance is identified through the strength of their workers, through such signs as discarded rates, the number of issues created, customer issues, result per hour, new clients, buys, and sales and other such activities that are proportionate to the organization's performance. Subjectivity within this program is rather eliminated, and for such reasons it is hardly ever used completely by itself.

It is important to have a performance evaluation program that is appropriate one. Wrong program can cause never fixing problems and less efficiency problems to company. Technique for best techniques needs to be determined but simultaneously the query occurs "best for what?" occurs. Currently styles show a combination of several techniques being used, such as the 'essay/narrative' program and 'graphic' technique in a make an effort to better deal with the restrictions of single techniques, and thus better arrive at objectives.

CCH(1988), One of the globe's biggest legal marketers (CCH) of personal control has set out common recommendations for the execution of performance evaluation techniques, revealing that each program should be analyzed and considered up in the light of several aspects to best decide which would be the effective. Some of the aspects are: available sources to company, particularly financial resources; team evaluation is designed and objectives to overall company outcome using such a particular program. Main concerns the characteristics of the job for evaluation ( it will allow a company to use their sources in right route, the concentrate will stay on the concern areas) the size of the company (to mention again that there would be no need for a detailed evaluation program if the company had few workers - in such situations, the relative requirements technique of appraisal is the best); training and development; and the capability of present team in undertaking individual performance assessments (the more difficult the evaluation process, the more likely a company will need to resort to a professional for professional consultancy, which is not easy for small business). If these aspects are resolved properly, will save lots of money to the company in many ways.

Without any question, much discussion continues to be about the potency of even the best thought out evaluation methods. In the view factor of the employees Appraisers are said to be worthless due to their strictness, leniency, personal tendencies and prejudices, being affected by main propensities, unintentionally muffling the fact (halo effect), stereotyping and other such mistakes. While others will claim that employees keep discussions knowing that they had lost their time, and in some cases keep feeling anger that only shows damaging to the business in the long run. Questions are also indicated as to the deficiency of knowledge included by some evaluation information - enabling for misinterpretations of useful details that may cause to functions of unjust dismissals, which in turn can cause long and expensive legal litigations for unjust termination.' One last legitimate discussion regarding dependency on performance assessments can be found with the question "what is the factor of having managers if they are not providing their employees appropriate and frequent feedback". It is a proven fact that regular relationships, near synchronization and path maintenance by an outstanding would enhance the performance of the employees; this is a handling job that should never be eliminated. The part of the evaluation should not be ignored as effective execution can cause to some very great results.

With a correct and well applied evaluation system, companies and companies as well may look forward to enhanced capabilities, included value to the company, and efficiency development through the development of relationships between employees and their superiors. This may allow for problems formerly ignored, such as the provision and benefits of new equipment, to be analyzed for upcoming concern. Of course there remains many more areas that must be recognized completely before being able to successfully implement performance assessments (other such areas include meeting techniques and execution programs), but due to the actual scale of this area, this papers can only temporarily summary the idea of assessments and it's key points.

Different techniques for performance appraisal:

In 1940`s, behavior methods were designed using inspirational techniques. Those techniques involved behavior attached rating machines (BARS), Behavioral observational machines (BOS), Behavioral assessment machines (BES), critical occurrence and job activation. All these conclusions were used for performance requirements such as customer support and ranked in factors such as excellent, need to improve, average or poor. These reviews were allocated mathematical principles which should be added in story statements and then choices would be made to the need of classes, to recognize abilities and to recognize skills for professions in range control, guidance and future managing potential. After 1945 result focused approach was designed that led to development of management by objective (MBO). This provided aims is designed to achieve particular objectives in particular time, success and work deadlines with a reviews on previous performance (Wherry, 1958). In 1960`s the concept of self assessment was designed in which the determine was had to prepare questions because a range of subjects were have to mentioned in the interview. Until this period the success of assessment was reliant on the abilities of interview panel member. In the 1930`s 360 degree assessment was designed where reviews was no more reliant on the manager and subordinate relationship but involved the categories evaluating the performance of range supervisors and professional reviews from colleagues categories on individual performance (Redman and Snape, 2012).

Job satisfaction:

Locke (1976) described job fulfillment as "an enjoyable or good psychological state caused by the evaluation of someone's job or job experiences". In the above significance there is importance of feeling and considering. It is an organic aspect when we think so we think about that aspect, however when we think about something so we believe aspect. It means that considering and sensation and in our mind or we can say that it is in our chemistry. So when we assess our tasks so we assess that factor which is very important to us, so here we can see that both considering and sensation are engaged. Nelson (2006) says that a worker fulfillment is precious. The disappointed workers adversely impact the desire to do the job. The disappointed workers are less dedicated to the company which in turn impacts their performance and eventually the performance of the overall company. Bagozzi (1980) indicates that there is no important connection between job fulfillment and job performance because it is not clear that either performance is reliant of fulfillment or fulfillment is reliant on performance. Yousaf (1998) determined that there is a good connection between job fulfillment as well as but also with company dedication and find out that more the associates are pleased so they will have greater company dedication and will better do their job performance. Rotenbury; Moberg (2007) indicated that the workers who were engaged more in work were having a good job performance whereas workers who were not enthusiastic about their tasks and were not pleased their performance was not good. Mix man; Zaki (2003) fulfillment is not separate and the fulfillment with one varying may cause enhancement in another varying. They determined that women worker were more pleased with their pay as opposed to men workers. Also the results discovered that those with low academic backdrop were least pleased. Graham; Messenar (1998) discovered that in U.S.A women were less pleased with their pay as in comparison to men workers.

We always associate job fulfillment with excellent pay. Studies have shown that when workers are requested to rate their different factors of job such as manager, workplace, perform, pay etc so the characteristics of the work comes out essential (judge & cathedral, 2000; jurgenson, 1978). Unfortunately supervisors think that for worker only money is essential nothing else as work itself. Kovach (1995) performed a study related to job features workers rated exciting work at variety 1 while pay at variety 5. Whereas supervisors rated exciting work at variety 5 and pay at variety 1.

We always listen to controversy on that weather pleased workers are excellent or effective workers and HR experts try to reduce cost and are involved about the effect of job fulfillment on efficiency and the effect on performance and other results. Most of the previously opinions of the literary works like in 1985 that the mathematical connection between job fulfillment and job performance is 0.17 ( Iffaldano & Muchinsky 1985). These scientists determined that the connection between the two factors was a management fad and illusionary. However Body (1988) provided that the poor connection was due to the filter means often used to determine the job performance. Thoreson; Bono; Patton (2001) found that when the connections are appropriate so the normal connection between job performance and job fulfillment is higher that is 0.30.

(Hacket and Guion 1985; Hulin, Roznowski & Hachiya 1985; Kohler and Mathieu 1993) these all scientists says that a lot of disappointed worker will stop tasks or will like absenteeism more as compared to pleased workers. Job fulfillment reveals connection with absenteeism and revenues are in the range of 0.25.

So there are also a lot of factors except performance assessment like lifestyle, job environment, perform itself etc which can impact performance, but performance assessment is one of them which can impact the performance favorably or adversely.

Smith; Kendal; Hulain (1969) says that the job descriptive index (JDI) actions job fulfillment with five different factors colleagues, pay, promotion, assessment and the work itself. When workers display more satisaction with work facilitation and profession development customers revealed higher service quality (Schneider and Bowen, 2011).

Individual job performance may be triggered or restricted by different situational factors such as budgeting review, accessibility to time and job related knowledge (Peters & O, Coner, 1980). Locke (1984) says that lower performance is one possible aspect of job discontentment; disappointed worker may also file a complaint, try to improve his/her performance, ask for an exchange or defeat their dog.

There is a lack of contract on that what indicates job fulfillment, there are variety of factors which display increase or loss of job fulfillment but many scientists depend on a single thing such as revenues rate or overall company ranking (Cameron, 1986). There seems to be a general contract that several inner (preferred by inner employees) and exterior (preferred by clients) requirements are needed for more extensive assessment (Cameron,1986; Goodman and Writing, 1980; Friedlander, 1980).

IIgnetal (1979); kluger and Derishi (1996) says that feedback means the positive result which is based on the assessment of the workers performance and reviews can really have an impact on future performance of the workers.

Lawler (1994) Vroom (1964) from the business perspective, Feedback inspires members of the company towards the accomplishment of the goals, it is also enabling them to keep and maintain an advanced level of effort. If the situation remains flat and workers do not get any sort of assessment or reviews from the great ups, their spirits get down and that is called discrepancy model.

Organ (1985) indicates that a withdrawl behavior may not produce a good worker to the company. The discrepancy model is also relevant with distributive rights theory and many design of job attitude development (Adams 1963; Homans 1961).

According to Hulian that difference between expected and received result is the power for behaviors and actions.

Jawahar (2006) says that fulfillment with consumer and worker previous performance rating impacts employees' fulfillment with assessment reviews. Satisfaction with assessment reviews was favorably relevant with job fulfillment and business commitment and adversely relevant to job revenues goals.

Wal-Mart performance evaluation system:

Retrieved from http://www.scribd.com/doc/32968961/WAL-MART Wal-Mart calls the process of performance evaluation assessment. All supervisors and affiliates are analyzed yearly. Affiliates are employed more than lowest salary and can expect to rise within one season. New affiliates receive two assessments during the first financial season. The first at 90 day and the second on the birthday date. The four performance evaluation levels are

Below standard

Above standard



Outstanding supposing performance is above conventional the worker gets increase at the 90 day assessment and at the yearly assessment. Workers who are doing outstanding can get development of pay any time during the year. All employees must be in their present place for at least 6 several weeks before they are marketed to next level.

Compensation and Benefits:

Executive Compensation:

Wal-Mart uses the settlement and nominating Panel and the inventory choice committee to help determine professional settlement factors The Wal-Mart settlement and nominating committee provide Wal-Mart inventory choice and limited inventory plans sets the interest appropriate to the postponed settlement organized reviews the advantages framework for professional authorities. This committee has make nomination for administrators.

Director compensation plan:

This program is designed to

1. Offer fair settlement to professionals based upon their performance and participation to Wal-Mart.

2. Offer rewards to attract and maintain key professionals.

3. Present a long lasting dedication to Wal-Mart and develop pride and sense of organization possession. This settlement package has three main parts.

1. Base wage, which is analyzed annually

2. Value settlement made up of inventory option and for certain professional limited inventory

3. Motivation payment under the organization management incentive strategy.

Wal-Mart has postponed comp strategy under which professionals may delay settlement with its interest accumulating on amount postponed. Executive also takes part in the Profit discussing strategy which is doffed participation to retirement strategy with its resources mainly spent in Wal-Mart inventory.

Reward System:

Store manger gets extra settlement centered on their store profit. Assistant store manager get settlement centered on organization success. All other persons are paid on per hour basis with the opportunity of receiving rewards centered on the organization efficiency and success. Pulling extra bonuses are applied in 1980 to control failures from theft and damage. If retail outlet holds shrinking below corporate goal every affiliate in that store get bonus. Wall-Mart has paid several million dollars in extra bonuses for improving shrinking problem. A very successful motivation program is its volume producing item competition where by divisions within retail outlet has special promotion and pricing on products they want to feature. The competition is initially among divisions in the shop result are compared among divisions and area to area. This is done to boost sales and sell slow moving products it also motivates employees to be innovative.

Benefits Packages:

Wal-Mart benefit system is comprehensive and very competitive in the industry. The advantages package include

1. Profit sharing

2. Comprehensive medical care insurance strategy option and insurance strategy for employees and their dependants

3. Group insurance strategy coverage and optionally available phrase plan

4. Business travel accident policy

5. Salary continuance

6. Long phrase impairment insurance

7. Paid vacation

8. Purchase discount

9. Store managers' bonus program

10. Generous stock buys strategy.

Our advantages are designed to help affiliates meet their exclusive personal, family, and monetary needs, and the system is separated into four areas:

Career Benefits

Profession benefits are designed to provide each worker every opportunity to develop, flourish, and enhance in his or her career. Regardless of sex, shade, religious beliefs, age, nationwide source, or sex-related alignment, an Affiliate with the desire and the ability to get the job done will find many career routes and possibilities to discover. We also provide educational setting exercising, computer-based exercising, in-store and on-the-job exercising, guidance, and a variety of other possibilities to provide affiliate the abilities and knowledge for an effective career.

Financial Benefits

Financial advantages provide affiliates several methods to preserve and spend for their financial protection. Our Profit-Sharing and 401(k) Strategy help affiliates preserve for long-term financial needs, such as pension. Another financial advantage is the Affiliate Inventory -Purchase Strategy, which allows affiliates to buy stock through pay-roll reductions.

Health Care Benefits

The foundation of our health and fitness benefits is to provide a choice of coverage of health and fitness options designed to protect associates from catastrophic healthcare costs. Health care benefits also include Life and Accidental Death and Dismemberment Insurance plan policy, Short-and Long-Term Disability Insurance plan policy, and a strategy that covers a range of general and major care.

Personal Benefits

Our personal benefits involve such accessories as discounts on daycare, education, and travel. Personal benefits also involve medical and personal leaves of absence, long-term support benefits, and even a personal and professional associate guidance support.

Profit sharing and Stock option plans:

Wal-Mart considers that each of its affiliates is an associate in the organization and motivates inventory possession. To sustain sensation of possession and to keep them advised the organization inventory cost is declared storewide at the end of each company day .eight % of the Wal-Mart fulltime affiliates own inventory.

The literature review suggests that performance appraisal and job satisfaction are positively related with each other ,a positive feedback will make employee satisfied and he will take keen interest in his job in future while on the other hand if the feedback is not good, it will have rather a bad impact on the performance of the employee.

Chapter 3

3. Methodology:

3.1. Sample:

To analyze the effect of performance appraisal on employee job satisfaction I collected data from 30 employees of the Imperial stores Pakistan.

Imperial was selected because of easy availability of data, ease of access due to head office located in Peshawar and affordable cost. The organization selected is having braches all over Pakistan so the results can be generalized in retail industry allover Pakistan.

3.2. Instrument and measures:

30 questions were asked from the employees through questionnaire among which two of the questions in which one was about supervisor fairness which is related to the independent variable performance appraisal and second question job satisfaction after performance appraisal is related to our dependent variable which is job satisfaction.

3.3. Procedure:

Data for the study is collected from 30 employees of the imperial stores with the help of questionnaire which was developed by the researcher under the supervision of HR manager Muhammad Irfan. The questionnaire was having 30 questions based on five points lickert scale. The respondents responses are obtained by answering the questions like 1 for agree, 2 for strongly agree, 3 for disagree, 4 for strongly disagree and 5 for no idea. Now in the answers of the question if strongly agree or agree is more so it means that the employee is satisfied and having no problem with the system. But if the responses for disagree or strongly disagree are higher so it means that there is some problem in the system and employees are not satisfied. Here PER is used for performance and APR is used for appraisal.

3.4. Data analysis tools:

The software used to analyze the data is not rather other than statistical package for social sciences. Latest version of SPSS i.e. "SPSS 16 for windows" is used to test our data. Linear regression and correlation is applied on data to test the results.

Chapter 4

4.1. Analysis:

Here some tables are given and discussion is made in the end of the tables on the results obtained from the following tables.





Pearson Correlation



Sig. (2-tailed)






Pearson Correlation



Sig. (2-tailed)





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


Model Summary



R Square

Adjusted R Square

Std. Error of the Estimate






a. Predictors: (Constant), APR



Sum of Squares


Mean Square

















a. Predictors: (Constant), APR

b. Dependent Variable: SAT



Unstandardized Coefficients

Standardized Coefficients




Std. Error














a. Dependent Variable: SAT

Now we can see the value of Pearson correlation in correlation table so it is a positive value which means that there is a positive correlation between the two variables for example the fairness in the appraisal system when increases so the job satisfaction also increases. The result of sig (2-tail) is 0.05; it means that the correlation is significant so there is a relationship between two variables if one variable increase the other will increase as well and if one decrease the other will also decrease.

Now if we have a look of regression table so the R square value is 24.7 which indicates that dependent variable satisfaction can be explained by independent variable appraisal, remaining 75.3% job satisfaction is effected by other variables.

In the table of ANOVA the regression value is significant which is 0.005 which means that both the varaibles have positive relationship with each other.

Chapter 5

5.1. Discussion:

Here we are comparing Pakistani store with international Wal-Mart stores. Walt mart is a multinational store it also conducts its performance appraisal annually and have different plans for their different levels of employees like director compensation plane, store manager compensation plane etc. They also conduct their performance appraisal in the specific days of a year and they do their evaluation with the 360 degree mean everyone is evaluating his or her fellow boss or subordinate. This system is very good but the adoption of any method depends upon situation. Wal-Mart is also not free from discrimination they had a very large case on women discrimination at their stores. So internationally normally 360 degree method of appraisal is going on like Microsoft, IBM, Mercek etc. Whereas if we have a look of imperial so they are still practicing top to bottom approach that every time the superior will supervise his subordinate and there is no chance for subordinate to supervise his superior or give his views about him.

Now come to the research side which is based on the responses reveled from the organization i.e. imperial stores in the retail sector there is a proper system of performance appraisal. There is a positive and significant relationship between both the variables that are performance appraisal and job satisfaction. Many other authors and practitioners confirms that satisfied employees are the assets for the organization and play an important role in the progress/development of the organization(scheinder, Hanges, Smith, and Salvagio 2003; Osstroff 1992; Schinder 2003).

5.2. Conclusion:

For effective performance appraisal and job satisfaction organizations needs to be fair enough to address effectively appraisal of workforce. The issue facing by organizations in effective appraisal is favoritism/nepotism. To get better result and achieve set targets it is strongly suggested that to avoid favoritism/nepotism from the organizations. It is also suggested that the policies and practices should be fair and without any grudges and they have the capacity to satisfy their employees. Achieving high job satisfaction organization needs to focus on the outcome of the appraisal and set new objectives according to the results if needed.

While achieving competitive advantage through appraisal, organization need to fill the gaps and shortfalls in the system by carrying out the survey about the appraisal system and face and address the criticism on the system so they can improve the system and get favorable results.

The management needs to clearly communicate expectations before and after appraisal and the deadlines to employees so they can be mentally prepare what management wants from them.

While achieving organizations goals managements needs to fill the gaps between actual and expected employee performance through the results from appraisal. The outcome of the appraisal should be shared with the employees pointing out their weaknesses and strengths, they should also brainwashed on their weaknesses and how they can overcome on those weaknesses to perform in a better way in the future..

It is also suggested that more study required to find the new ways and means about the performance and its effect on job satisfaction, that organization have to put and get more fruitful result in the form of performance and job satisfaction, because of the time limitation researcher is not in position to carry out more elaboration of the work and find out new way and means. A detail research on the subject may lead to different results and outcome. It is stressed that effective appraisal will lead to better results and organizations should make effective appraisal part of their annual review.