Effectiveness of Performance

Appraisal: Its Outcomes and

Detriments in Pakistani
Organizations
By:
Hafiz Muhammad Ishaq
Pakistan)

(Federal Urdu University of Arts, science and Technology, Islamabad,

Muhammad Zahid Iqbal

Pakistan)

(COMSATS Institute of Information Technology, Islamabad,

Arshad Zaheer
(Foundation University, Islamabad, Pakistan)

Presented By:

Introduction
Literature Review
Outcomes of PA
Determinants of PA
Procedure & Measures
Result & Discussion
Conclusion

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

The research of this article based on two Areas:

1. What are the outcomes of effective performance appraisal
in Pakistani organizations?
2. What are the factors that can harm effectiveness of
performance appraisal in Pakistani organizations?

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

Performance appraisal is a method of acquiring and

processing the information needed to improve an
individual
employees
performance
and
accomplishments.

Exploring the Factors through published literature in the following two

Areas:

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

According to Dobbins & Cardy (1990):

Reduced employee turnover
Increase motivation
Existence of feelings of equity
Linkage between performance and award

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

Teratanavat, Raitano and Kleinerv (2006) found

outcomes:
Reduce employee stress
Review of overall progress
Linkage between current performance and employees
goals

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

Harms are identified as follows:

Exemptions to highly visible employees

Punishment of low performers
Reward on nonperformance
Irrelevant measurement criteria
Organizations politics
Focus on individual encouragement
Inconsistency in appraisal criteria
Monologues Feedback session

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

Elements of population for study :

Managers who appraised performance
Employees whose performance was appraised

Selected dimensions used in research:

Age
Gender
Education
Experience
Job position
Type of organization

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

Results of research:
Mean score and standard deviation
Average perception
Male and female manager:
Different response outcome
Same response on detriments

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

Conclusions

Awareness of outcome is greater than detriments.

Detriments of PA effectiveness :
Manager and employees have different views.

Outcome of PA effectiveness :
Male and Female manager/employees have different views.

European Journal of Social Sciences-Volume 10, Number 3 (2009); Effectiveness of Performance Appraisal in Pakistani
Organization

Factors Affecting Employee Turnover and Job

Satisfaction: A Case Study of Amari Hotels and
Resorts
By:
Boondaring Ronra & Assoc. Prof. Manat Chaisawat

Presented To:
Miss Shehla Hasan

Presented By:
Saira Saher

34

Introduction
Literature Review
A case study of Amari Hotels and Resorts
Methodology
Preliminary Findings & Results
Conclusion

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Establish in 1965
It is a respected chain
hotels
3247 employees

The amount of movement of employees in and out of an

organization, normally present in terms of the turnover rate
(Chruden & Sherman, 1972).

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Number of leavers in a particular period as a percentage of

numbers of total employees during the same period

Number of leavers x 100 = Separation

rate
Average no. working

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Turnover and absenteeism are related

to job dissatisfaction
low absenteeism is associated with
high job satisfaction

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Hygiene factors
Minimize discomfort,
and insecurity

Motivation
factors
Promotes employee
growth and
development

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

The employee job

satisfaction.
To explore factors
affecting employee
turnover.
The impact of
satisfaction on
employee turnover at
Amari hotels and
Resorts, Thailand.

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Target population of this research refers to the

3,247 employees who are working for 11 Amari
Hotels and Resorts
Data collected through questionnaires

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

The result of the preliminary findings indicated

that working Environment, growth and
possibility of growth and work itself were the
three factors that have significant relationship
with the overall satisfaction.

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.

Work itself
Working environment
Growth and
possibility for growth

Factor Affecting Employee Turnover and job Satisfaction; Boondaring Ronra & Assoc.