Assignment on

Performance Appraisal System on United Makkah Madina Travel Agency

Page 1 of 43

Ahsanullah University of Science & Technology School of Business

Master of Business Administration (MBA) Program

Course Title: Fundametal of HR

Assignment on
Performance Appraisal on United Makkah Madina Travel Agency

Course No : MBA

Submitted by Abdullah al Mamun Tusher 10.02.51.043

Submitted to Dr. Mayenul Islam Course Teacher School of Business (MBA) AUST

Page 2 of 43

CERTIFICATION
I hereby declare that this assignment report is the result of the independent work carried out by me. I am also certifying that this assignment is my own work in my own words. All sources have been acknowledged and the content has not been previously submitted for assessment to Ahsanullah University of Science & Technology or elsewhere. I also confirm that I have kept a copy of this assignment.

Page 3 of 43

ACKNOWLEDGMENT

The accomplishment of my report and development of final dissertation was possible with the blessing and guidance of Almighty Allah and those who supported and guided me in the due course. Foremost of all, I would like to express special gratitude to Almighty Allah, who gave me the patience and strength to successfully complete all the stages of this course. The completion of this paper would not have been possible without the support and able guidance of our honorable course teacher Md. Mohiuddin. I would like to express my special gratitude to my colleagues who supported me through sharing my responsibilities to have sufficient time for compilation of my final dissertation.

Page 4 of 43

PREFACE

True learning is born out of experience and observation practical experienceis one of the best types of leanings that one can remember throughout thelife. Presently, as i am working a well reputed organization Bashundhara Citys Management. I have a close supervision and got chance to see the functioning HRD departments and imbibe a lot learning of the subjects. this report will identify effectiveness of performance appraisal system of employee development at Bashundhara City Development Ltd. It will show how performance appraisal as Bashundhara City Development Ltd. The school of business department Ahsanullah University Of Science And Technology, allow us to prepare assignment of academic curriculum, for the course of Fundament of HR with title of Performance Appraisal on Bashundhara City. All efforts have been made to keep the report free from errors and I hope that the report will prove helpful to all those interested in this field. If one will be benefited with this report my effort will be success.

Page 5 of 43

TABLE OF CONTENTS

Contents Title Page Certification Acknowledgement Preface Table of contents CHAPTER - 1 Introduction Statement of the Study Objective of the Study Methodology of Study CHAPTER - 2 Literature Review CHAPTER - 3 An overview of the Organization CHAPTER - 4 Result and Findings CHAPTER - 5 Conclusion and Recommendation References

Page No. 01 02 03 04 05

07 07 08 09

11-15

17-36

38

40-41 42

Page 6 of 43

CHAPTER 1
INTRODUCTION

Page 7 of 43

INTRODUCTION
Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.) Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter.

STATEMENT OF THE STUDY

Everyone is responsible for implementation and administration of the performance management process defined in this policy and its accompanying procedure. Performance management defines the relationship that should exist between state employees and their supervisors. It is an interactive process where upper management communicates the agencys strategic vision and objectives to every manager, supervisor and employee who then develop program, division and individual goals designed to achieve the agencys strategic objectives. The agencys strategic objectives should cascade down to the employees in such a way that there is a clear path that connects the individual goals to that agency plan. To be effective, employees must understand how their work contributes to the success of the organization.
Page 8 of 43

OBJECTIVES OF THE STUDY:

The setting of clear annual performance expectations for each employee linked to the desired outcomes defined in the agencys strategic plan. Performance expectations must be specific, measurable, achievable, timely and expressed as an outcome or result. Regular, ongoing coaching, feedback and communication with employees. Regular written performance appraisals completed annually, at a minimum, in which the employees actual performance is assessed relative to the performance objectives and is described using specific facts and situations. Timely, meaningful recognition and reward of desired performance to include, when the states fiscal condition permits, an annual performance-based increase to base salary tied to the performance rating on the appraisal. . Timely corrective action when performance is not meeting expectations.

Page 9 of 43

METHODOLOGY OF THE STUDY A number of methods can be used to gather occupational information. Usually a combination of methods is used. Methods are listed below. Internet Research - The Internet has emerged as one of the primary sources of information about occupations. Many career planning websites provide excellent information about occupations or career exploration. A listing and description of the sites can be searched via search engines like Google. Personal Observation - Common sources of information about occupations are friends, relatives, and elders. In addition, people can review and verify their current knowledge of occupations by discussing occupations in a class or with a counselor. Interviews - people can find out about occupations by talking to those who do that type of work. Events such as career fairs give people a chance to gather information about a large number of occupations in the same place. Work Experience Placement - in courses with a work experience component, students can gain firsthand knowledge of occupations by working with employers. Books, pamphlets, and brochures - Career and Employment offices have various sources of hard copy information. Large companies and industry associations also have various sources of printed information about occupations specific to their company or industry.

Page 10 of 43

CHAPTER 2
LITERATURE REVIEW

Page 11 of 43

LITRATURE REVIEW

METHODS OF PERFORMANCE APPRAISAL

Once the employees has been selected, trained and motivated, he is then apprised for his performance. Performance appraisal is the step where the management finds out how effective it has been hiring and placing employees. If any problem is identified, steps are taken to communicate with the employees and to remedy them. So so a performance appraisal is a process of evaluating an employees performance of a job in terms of its requirement

Several methods and techniques of appraisal are available for measurement of the performance of the employee. The methods and scales differ for obvious reason. First they differ in sources of traits and qualities to be apprised. The quality may differ because of difference in job requirements. Second they differ because of different kinds of workers who are being rated .third the variation may be caused by the degree of precision attempted in an evaluation. Finally they differ because of the method used to obtain weighting for various traits. The performance appraisal method is divided into three categories these are Trait-based method Behavioral method Comparative method Result oriented method The part concerned with me is the comparative methods There are so many methods which are include in comparative method but the most important and most popular are Straight ranking method Grading method Graphing rating method
Page 12 of 43

Forced choice description method Forced distribution methods Check list method Critical incident method Free from easy method

Straight ranking method It is the oldest and simplest method of performance appraisal, by which the man and his performance are considered as an entity by the rater. No attempted is to made to fractionalize the rate; the whole man compared with the whole man; that is the ranking of a man in a work group is done against that of another. The relative position of each man is tasted in terms of his numerical rank. Limitation- this is the simplest method of separating the most efficient from the least efficient and relatively easy to develop and use. But the greatest limitation of his method is the In practice it is very difficult to compare a single individual with human beings having various behavior traits The method only tell us how a man stands in relation to the others in the group but does not indicate how much better or worse he is than another It is difficult task when large number of person are rated It does not eliminate snap judgment. Grading methodUnder this system, the rater consider certain feature and marks them accordingly to the scale, train categories of worth are first established and carefully defined. The selected feature may be analytical ability, cooperativeness, dependability, self-expression, job knowledge, leadership, etc they may be A-out standing B-very good C-average D-fair E-poor

These are used in the selection of candidates by the public service commission

Page 13 of 43

Limitation- in this method we cant get the actual performance of the employee. for example if consider that those employee who got 50 to 60 point is in average then the who got 50 point may be de motivated and who got 51 point may be happy with that appraisal . Graphic Rating Method This is the most commonly used method of performance appraisal. Under it a printed form one for each person to be rated. The factors which are including in this method are employee characteristics and employee contribution. In employee characteristics are included are leadership, attitude, enthusiasm, locality creative ability, analytical ability, co-ordination. In the employee contribution are include the quantity and quality of work, the responsibility assumed, specific goal achieved, regularity of attendance. These traits then evaluated on continuous scale where in the rather place a mark somewhere along a continuum LimitationHowever this method also not free from limitation The rating is generally subjective often the rating cluster on the high side when this method is used Another severe limitation is that it assume that each characteristics is equally important for all jobs Forced choice description method it attempts to correct a rater tendency to give consistently high or low rating to all the employees under this method the rating elements are several sets of pair phrases or adjective relating to job proficiency and personal qualification the following statement are illustrative of the type of statement that are used Organize the work well Lacks the ability to make people feel at ease Has a cool even temperament Is punctual and careful Is a hard worker and co-operative LimitationTrained technicians are required prepare sets of series for each occupational group Most of the raters become irritated with the test because they are not being trusted
Page 14 of 43

The result of evaluation dont prove useful for training purposes because the rater is ignorant of how he is evaluating the individual Forced distribution method This system is used to eliminate or minimize raters bias so that all the personnel may not be placed at the higher end or lower end of the scale. It requires the rater to apprise an employee according to a predetermined distribution scale under this system it is performance and promo ability. For this purpose a five point performance scale is used with out any descriptive statement. Employees are placed between the two extreme good or bad job performances. For ex 10% given to outstanding, 20% given to good and 40% given to satisfactory. LimitationThis method use in wage administration leads to low morale and low productive

Checklist method Under this method the rater does not evaluate employee performance; he supplies report about it and the final rating is done by personnel department. A series of question are presented concerning an employee to his behavior. The rater then checks to indicate if the answer to a question about an employee is positive or negative. The value of each question may be weighed equally or certain question may be weighed more heavily then others. ExampleIs the employee really interested in job? Is he regular on his job? Is he equipment maintain in order? Does he ever make mistake? Does he follow instruction properly? LimitationThis method suffers from bias on the part of the rater because he can distinguish positive or negative question
Page 15 of 43

Yes/no Yes/no Yes/no Yes/no Yes/no

Process can be expensive and time consuming Separate checklist must be developed Free essay method Under this method the supervisor makes a free form, open ended appraisal of an employee in his own words and put down its impression about the employee. He takes note of these factors Relation with fellow supervisor General organization and planning ability Job knowledge and potential Employee characteristics and attitude Production, quality, and cost control Physical condition and Development needs LimitationIt contains a subjective evaluation of the reported behavior of an individual may effect such employment decision as promotion, lay-off. Etc. Some appraisal may not write a descriptive report The appraisal may be loaded with flowery language about the quality of rate then the actual evaluation Critical incident method The essence of this system is that it attempts to measure workers performance in terms of certain events and episode that occur in the performance rates job. These events are known as critical incident method. The supervisor keeps a written record of the event that can easily recalled and used at the time of performance appraisal

Page 16 of 43

CHAPTER 3
AN OVERVIEW OF THE ORGANIZATION

Page 17 of 43

About United Makkah Madina Travel Agency

Hajj the pilgrimage that all Muslims across the globe yearn to perform at least once in their lives. One cannot describe the emotions involved on this sacred journey to Makkah. - it is a divine opportunity to travel in the footsteps of the holy prophet (pbuh). One can never forget their experiences at Meena, Arafat, Muzdalifah, while stoning the pillars at Jamarat to signify the rejection of Shaitan, and of course the Kaaba. It is a spiritual journey that is beyond comparison to anything else in the world. United Makkah Madina Travel & Assistance Co. Ltd. embarked upon its mission to be a facilitator and guide for the hajjis during this holy duty. Recognized as one of the few registered travel agencies authorized to deal with all Hajj and Umrah matters, this company has been organizing such trips for nearly a decade now. By being fair and honest in our dealings and a strong adherence to the Quran and Sunnah we have, by the Grace of the Almighty, become a market leader in this profession. A testament of this lies in the fact that almost all our dedicated clients have come to us based on referrals they get from pilgrims who have honored us in the past by choosing to travel with us. Our goal has been to provide an environment where the hajjis bond with strong communal feelings, where they help each other through this journey. We strive to ensure that the experience remains unforgotten.

Page 18 of 43

Organizations Performance Appraisal System

Performance Ratings:
Employee/Manager Competencies: COMPETENCY Reliability DEFINITION The extent to which an employee can be relied upon regarding task completion and follow-up, meeting deadlines with accuracy, work quality and service satisfaction. Has an acceptable overall punctuality and attendance record, and adapts rapidly to organizational change initiatives. The extent to which an employee is willing to cooperate, work and communication with internal or external customers such as clients; coworkers, supervisors, subordinates, contractors, and/or other contacts. The ability and willingness to work effectively with colleagues, form effective working relationships, support others when appropriate, and accepts support to accomplish the task or objective. The extent to which an employee can work as part of a team both internally and cross functionally within the organization and with service partners by creating and contributing to a supportive and co-operative way of working. The extent to which an employee works efficiently and productivity, and effectively manages resources (labor, time, materials, etc.); anticipates critical events and provides timely solutions. The extent to which an employee is a self-starter, shares new ideas for things, and is willing to assume additional duties when necessary. Takes an intelligent course of action without supervision; attitude and willingness to improve him/herself both personally and professionally in a constantly changing working environment. The extent to which an employees is proficient and professional in oral and written communication. Includes listening, understanding, remembering, and following oral/written instructions; asking for clarification when necessary and providing information to others in a clear, complete and concise manner. The demonstrated ability to communicate across different cultures.

Interpersonal Relationships

Organizational Skills

Initiative

Communication Skills

Adherence to The extent to which an employee supports and adheres to the Quality and Safety organizational policies and values. Demonstrates awareness of and Standards complies with safety regulations and quality standards. Instrumental in creating a safe and healthy work environment for all, and promotes high quality of workmanship within the organization.

Page 19 of 43

Manager Competencies (Only):

COMPETENCY
Leadership

DEFINITION
The extent to which an employee can demonstrate depth and scope of job knowledge in the performance of organizational objectives, deliver measurable results of organizational enterprise KPIs; demonstrate in action the ability to lead by inspiring, motivating, and generate enthusiasm in people (high morale), engaging people through sharing the organizational vision, setting strategic direction, and leading by example while creating a collaborative and supportive work environment; delegates and direct effectively, shows respect, confidence, and trust in others; uncompromising personal integrity and high moral courage. The extent to which an employee demonstrates proper judgment, decision-making, and problem solving skills; gathers, analyzes and evaluates information for effective decisions. Demonstrates an ability to make decisions under conditions of risk and follows through (clear thinker). Draws appropriate logical conclusions from relevant data, solves short & long-term problems by generating alternative solutions and contingency plans. The extent to which an employee demonstrates the ability to deliver goals through the effective deployment and use of all available resources including people, processes and technology; always looking for opportunities to maximize efficiency, quality and cost.

Decision Making and Problem Solving

Resource Management

Page 20 of 43

Manager Sample :

To be completed by all heads/ managers for each employee after the Annual Performance Review meeting. Use the Annual Performance Review Discussion Notes Form to record key comments and evidence. Employee Details Name Department / Section Employee ID Salary Scale Code Position Title Joining Date Duration in Current Role Line Manager

Date of Annual Review Annual Performance Review (1) Key Achievements (Jan - Dec 2010) 20%

Key Achievements for Stretch Objectives/Targets/Goals: Objective(s): Measure(s): Target(s):

(2) Annual Individual Objectives (Jan - Dec 2010) 70%

Page 21 of 43

Objective

Weighting (Total 100%)

0%

0%

0%

0%

This must total 100% OVERALL OBJECTIVE RATING:

0%

(3A) Competencies Overall Performance Rating Employees (10%) Rate the employee against each indivdial competency to calculate a average rating for all. Competency Reliability Interpersonal Relationship Organizational Skills Initiative Communication Skills Adherence to Quality and Safety Standards AVERAGE COMPETENCY RATING 3A: (3B) Competencies Overall Performance Rating Managers (10%)
Page 22 of 43

Rate the heads/ managers against each indivdial Competency to calculate an average rating for all. Leadership Decision Making and Problem Solving Resource Management AVERAGE COMPETENCY RATING 3B: Overall Performance Category (1) Rating of Performance Achieved (20%) (2) Rating against Agreed Objectives (70%) (3) Overall Competency Rating (10%) *The Overall Performance Rating is: The Overall Performance Category is: 100 - 80 Top 79 - 60 Performer Highly Valued

*This overal category is calculated as an average of (Rating 1 x 20%)+ (Rating 2 X 70%) + (Rating 3 X 10%) Reviewers Comments:

Signature: Employee Comments:

Page 23 of 43

Signature: Department Head Comments (One-over-One):

Signature:

Page 24 of 43

Employee Sample

To be completed by all heads/ managers for each employee after the Annual Performance Review meeting. Use the Annual Performance Review Discussion Notes Form to record key comments and evidence. Employee Details Name Department / Section Employee ID Salary Scale Code Position Title Joining Date Duration in Current Role Line Manager

Date of Annual Review Annual Performance Review (1) Key Achievements (Jan - Dec 2010) 20%

Key Achievements for Stretch Objectives/Targets/Goals: Objective(s): Measure(s): Target(s):

Page 25 of 43

(2) Annual Individual Objectives (Jan - Dec 2010) 70%

Objective

Weighting (Total 100%)

Measure

0%

0%

0%

0%

This must total 100% OVERALL OBJECTIVE RATING:

0%

(3A) Competencies Overall Performance Rating Employees (10%) Rate the employee against each indivdial competency to calculate a average rating for all. Competency Reliability Interpersonal Relationship Organizational Skills Initiative
Page 26 of 43

Communication Skills Adherence to Quality and Safety Standards AVERAGE COMPETENCY RATING 3A: (3B) Competencies Overall Performance Rating Managers (10%) Rate the heads/ managers against each indivdial Competency to calculate an average rating for all. Leadership Decision Making and Problem Solving Resource Management AVERAGE COMPETENCY RATING 3B: Overall Performance Category (1) Rating of Performance Achieved (20%) (2) Rating against Agreed Objectives (70%) (3) Overall Competency Rating (10%) *The Overall Performance Rating is: The Overall Performance Category is: 100 - 80 Top Performer 79 - 60 Highly Valued 59 - 40 Valued

*This overal category is calculated as an average of (Rating 1 x 20%)+ (Rating 2 X 70%) + (Rating 3 X 10%) Reviewers Comments:

Page 27 of 43

Signature: Employee Comments:

Signature: Department Head Comments (One-over-One):

Signature:

Page 28 of 43

ANNUAL PERFORMANCE REVIEW 2011 MEETING NOTES FORM

Use this form during the meeting to record your individual annual performance review discussion notes with your team member. Record the key discussion points with comments and evidence of performance for each of the 3 areas highlighted. Complete the Annual Performance Review Summary Form after the annual review meeting to record individual ratings once you have reflected on the individual performance and the evidence gathered from the meeting.

NAME:

___________________________________________

DEPT:

___________________________________________

STAFF NO: ______________

REVIEW DATE:

___________

EMPLOYEE SIGNATURE ______________________________________

MANAGER SIGNATURE _______________________________________

1) KEY ACHIEVEMENTS (For Jan Dec 2010) Comments and evidence on areas of achievement:

Page 29 of 43

Objective(s):

Measure(s):

Target(s):

Development Needs:

Action:

Plan:

Page 30 of 43

2) OBJECTIVES SET (For Jan Dec 2010)

Objective 1 Weighting % Measure Target Achieved

Objective 2

Weighting %

Measure

Target Achieved

Objective 3

Weighting %

Measure

Target Achieved

Objective 4

Weighting %

Measure

Target Achieved

Comments and evidence on areas of achievement against agreed objectives:

Page 31 of 43

Agreed areas of development:

Page 32 of 43

3) EMPLOYEE COMPETENCIES (For Jan Dec 2010) Reliability:

Evidence:

Interpersonal Relationship:

Evidence:

Organizational Skills:

Evidence:

Initiative:
Page 33 of 43

Evidence:

Communication Skills:

Evidence:

Adherence to Quality & Safety Standards: Evidence:

Page 34 of 43

4) LINE MANAGER COMPETENCIES (For Jan Dec 2009)

Leadership:

Evidence:

Decision Making and Problem Solving:

Evidence:

Page 35 of 43

Resource Management:

Evidence:

Page 36 of 43

Performance appraisal follows a four-phase model:

Phase 1: Performance Planning. At the beginning of the year, the manager and individual get together for a performance-planning meeting. In this hour-long session they discuss what the person will achieve over the next twelve months (the key responsibilities of the persons job and the goals and projects the person will work on) and how the person will do the job (the behaviors and competencies the organization expects of its members). They typically also discuss the individuals development plans. Phase 2: Performance Execution. Over the course of the year the employee works to achieve the goals, objectives, and key responsibilities of the job. The manager provides coaching and feedback to the individual to increase the probability of success. He creates the conditions that motivate and resolves any performance problems that arise. Midway through the year perhaps even more frequentlythey meet to review the individuals performance thus far against the plans and goals that they discussed in the performance-planning meeting. Phase 3: Performance Assessment. As the time for the formal performance appraisal nears, the manager reflects on how well the subordinate has performed over the course of the year, assembles the various forms and paperwork that the organization provides to make this assessment, and fills them out. The manager may also recommend a change in the individuals compensation based on the quality of the individuals work. The completed assessment form is usually reviewed and approved by the appraisers boss. Othersperhaps the department head or the compensation managermay also review and approve the assessment. Phase 4: Performance Review. The manager and the subordinate meet, usually for about an hour. They review the appraisal form that the manager has written and talk about how well the person performed over the past twelve months. At the end of the review meeting they set a date to meet again to hold a performance-planning discussion for the next twelve months, at which point the performance management process starts a new. Of course there may be many individual variations on the basic theme, but most sophisticated companies generally follow this four phase process. Figure 1-1 illustrates the basic four-phase process.

Page 37 of 43

CHAPTER 4
RESULT AND FINDINGS

Page 38 of 43

FINDINGS OF THE STUDY:

Performance appraisal doesn't benefit only employees. Organizations that use the results of performance appraisal to identify areas of strength and opportunity can benefit as well. Performance appraisal can provide an indication of areas of training need as well as direction for leadership development, performance improvement and succession planning. Identifying Areas of Strength The results of performance appraisal can be assessed to identify areas of strong performance across all employees, by department or by demographics. Standardized performance assessments allow companies to aggregate, calculate and analyze results to show where performance is strong. These areas of strength then can serve as benchmarks and opportunities for sharing of best practices for other areas of the organization. Identifying Training Needs Evaluating the results of performance appraisals can provide managers, human resources departments and organizations with an indication of where additional training and development may be necessary, says Lin Grensing-Pophal, author of "Human Resource Essentials." For instance, results may indicate that employees collectively are scoring low on items related to use of technology or customer service. These may become target areas for the creation and implementation of training programs designed to boost employee competence and performance. Results also may be assessed at the individual, department and division levels. Leadership Development and Succession Planning Performance appraisal can provide an indication of employees with leadership potential or leadership development needs. In both cases, the manager and HR department then can develop programs and interventions to either offer employees an opportunity to exercise their leadership competencies or build skills. Performance appraisal can serve as an input to succession planning by identifying employees with specific competencies that the organization knows it will need in the future due to turnover and retirement; it can highlight external factors affecting the need for new skills. To maximize the use of performance appraisals in this manner, it is important that the appraisals be standardized and that appraisal results be reviewed, assessed and analyzed to identify competencies and development needs across all departments.

Page 39 of 43

CHAPTER 5
RECOMMENDATION & CONCLUSION

Page 40 of 43

RECOMMENDATIONS:
1. The performance appraisal process is not ready for scale-up. Currently, the process faces too many constraints to be expanded and should be revised and more successfully applied before scale-up is considered. The study team recommends that implementation plans and systems be developed for a new phase of the SPA system. As part of this new phase, forms should be revised and field tested (this field test should be simple, rapid and discrete). A TOT program and materials should also be developed and a phased training program that includes regions, district/hospitals, and sub-districts should be created. All efforts should be made so that resource materials are developed and disseminated and training completed before the end of 2006 so that the revised SPA system can be implemented in 2007. 2. In order to be effective, commitment and support for the SPA process is required from HRDD. Staff in regions testing out the GHS SPA process should be able to present the revised forms when applying for promotion. HRDD management should also provide support for the implementation of the PA process. Performance Appraisal Evaluation Report 15 3. The performance appraisal system should be fully integrated into existing management systems and processes. In order to be successful, performance appraisal activities, especially while in pilot phase, should be integrated into Central, Regional, District and facility action plans. 4. To ensure the sustainability of the process, training should be integrated into routine quarterly meetings held between regions and district/hospital staff and districts and facility staff. This will help reduce costs and establish a sustainable forum for building capacity in performance appraisal. Systems should also be developed so that in-service training coordinators at the region obtain information on training needs from staff performance appraisals (perhaps off the summary forms) and can integrate these needs into regional training plans. 5. Similarly supervision of performance appraisal should be integrated into existing supervisory systems and supervisors should be trained in what and how to supervise with regard to performance appraisal. 6. Thought should also be given to linking the SPA process to other related HR systems and processes, namely, quality assurance systems, performance-based reward programs, staff promotion and advancement, and training. As it exists, SPA has been tied into the promotion system, but its relationships to other systems remains weak. The Ministry of Health and GHS have strategic objectives related to QA, and performance-based rewards and an effort should be made to understand plans and developments in these areas to make effective links between these processes.

Page 41 of 43

CONCLUSION
Performance appraisal systems are not, as many critics say, useless and evil. When paying attention to careful PAS planning and proper techniques used, performance appraisal might be perceived not only as an irreplaceable tool for recognizing and rewarding good performance and correcting poor performance, but mainly as a way how to maintain long-term development within an organization. During a research carried out when preparing this work, an author found a big variety of views on performance appraisal and all of its aspects. Often, opinions were completely opposed. That gives evidence, that, in contrast to other management topics, performance appraisal as whole is very hard to do right, since there are not many right solutions that would have no opponents. There are several things, however, that should be kept in mind when preparing and doing performance appraisal. Appropriate technique should be always used; performance appraisal should be done as a running on daily basis, rather than annual reports. Human Resources department and appraisers should consider performance appraisal mainly as a means for development and motivation, not only a guideline for remuneration and promotion / demotion. He also found that there is a link between performance appraisal and employee attitudes and behaviors. In previous pages, several examples of effects of performance appraisal on attitudes are said. In articles, an author noticed global efforts to make changes in approaches to performance appraisal towards developmental and motivational uses.

Page 42 of 43

REFERENCES
Addleson, Mark. (2006). What is a Learning Organization? URL: http://www.corpslakes.usace.army.mil/employees/strategicplan/pdfs/addleson.pdf, Retrieved: 2006 Althink, Wieby M. M. (1993). Review on Developing Human Resources, Journal of Organizational Behavior, Vol. 14, , http://www.jstor.org/ Retrieved 2006 Armstrong, Michael. (1992). Strategies for Human Resource Management- A Total Business Approach. Londen NI 9JN: Kogen Page Publisher. Armstrong, Michael. (2006). Human Resource Management Practice- A Hand Book. (10th edition). Philadelphia: Kogen Page Publisher Baughman, Sue and Ann Bette Hubbard, (2001). Becoming a Learning Organization. Working Paper #3; University of Maryland Libraries. Bhatia, S. K. and Singh, Nirmal.(2000). Principles and Techniques of Personal Management/ Human Resource Management. New Dehli: Deep and Deep Publication. Carsia, Tiernan. (2004). Designing Workspaces for Higher Productivity: The open- office trend can work against employee productivity if not designed responsibly. URL: http://www.lib.bioinfo.pl/pmid:15478713/pmid/sim Cartin, Thomas J. (2004). Principles and Practices of Organizational Performance Excellence. New Delhi: Prentice Hall Cascio, Wayne F. (2000). Managing Human Resource: Productivity, quality of work life and profits. Rawalpindi: Qazi Sons Printers. Cook, Janice A.; Stienforth, Derek and Stewart, Jack. (1998). The Learning Organization in the Public Service. Hampshire: Grower Publishing Ltd. Crick, Stewart. (1996). TQM, Learning Organizations, Culture, and HRD: Is there common ground for MCP II.URL: http://world.std.com/~lo hosted by Richard Karash. Retrieved: 2005 Decenzo, David A. and Robbins, Stephen P. (2002). Human Resource Management. US: Prentice Hall. Dr. Chaisiri, Kawee.(1997). Human Resource Development Through Continuous Improvement : A Case Study of Yasothon Hospital, Thailand; Journal of Human Resource Development.Vol.2.URL: http://www.who.int/hrh/hrdj/en/index3 .html. Retrieved : 2005 Dr. Faerman, Sue; Larsen, Kai; McInerney,Claire; Nyquist, Corinne; Santos, Aldo and Silsbee, Donna. (1996) Learning Organizations; PAD633; URL: http://www.home.nycap.rr.com/klarsen/learnorg/ Retrieved: 2005 Greenhaus, Jeffry H; Callanan, Gerard A. and Godshlik, Veronina M (2000). Career Management. Orlando: the Dryden press, Harcourt, College Publisher Hagiwara, Susumu. (1984). Review on Human Reource in Janpanese Industrial Development. Journal of Economic Development and Cultural Change. Vol. 33. URL: http://www.jstor.org/ Retrieved: 2006
Page 43 of 43