Performance appraisal as a tool for employee development pdf

Check out employee self-evaluation tool through which you can engage employees to trace their performance collectively and set their own performance goals. This employee self-evaluation tool ensures that employees are thoughtfully observing their performance level and taking collective measures to improve their skills so that they easily achieve their career goals and get an appraisal from their supervisors.

Why does an organization use employee self-evaluation tool? In self- evaluation, an employee requires to answer a number of questions that help them to measure their own performance over a certain period of time.

This also helps them to follow a thought process and thus, they can concentrate more on various aspects of their performance. This self-evaluation is not an effective tool to measure the overall performance of employees but also opens up a conversation between an employee and his manager. They can discuss the performance goals, assess progress and consider measures to enhance skill.

So, if you want to ensure your career growth in a smooth manner, you must consider self-evaluation to measure your performance. However, preparing such a questionnaire is a time-consuming task which may not seem an interesting thing to do.

So, here are employee self-evaluation templates available online which you can easily download and fulfill your requirements. The tone of the answer should be simple and include a reflection of your hard work. Handle the issue in a positive way When an employee is questioned about his fault, he should accept his fault rather than defending himself. However, the employee should explain the problem in a positive way so that it looks like he is not solely responsible for it, some other consequences also led to this problem.

Talk about extra goals While giving answers to appraisal questions, an employee should discuss his goals. An employer mainly considers goals an employee achieves now and then. Under such circumstances, the employee must remember to talk about his goals he has achieved so far and what he is planning for his future goal achievements.

Talk about extra work Generally, a small concern focuses on completing a maximum number of projects in less possible time and for this, it may ask an employee to take up additional responsibilities.

Therefore, whenever an employee is asked to give answers to appraisal questions, he should mention the extra duties or responsibilities he performed.

Answers should be honest For writing answers in an appraisal form, an employee must follow an honest tone. This can be considered as a stepping stone if an employee is looking for further promotion. Be positive and balanced This is an important point to follow while employee evaluation answers.

Talk about performance you achieve till date An employee should talk about his ideas and how he or she can prove valuable to the organization. The successful projects on which he or she has worked should be highlighted in the document. Hope these above mentioned tips will help an employee to answer smartly to an employee evaluation form.

To get more ideas on employee evaluation, one can check out a number of employee evaluation examples. How to write an employee evaluation form?

Writing employee evaluation forms can be a troublesome and time-consuming task. However, to make this task easier for HR authorities, employee evaluation forms and templates are now available online that one can easily download from his or her computer or laptop and fulfill the said requirements. Here, you will come to know about few tips on how to write an employee evaluation form.

This will make the whole document less subjective and easier to communicate with all employees. Mention the name of areas such as research, teaching, service where the employees are involved. Talk about the strengths and weaknesses of employees that sets one apart from others. On the other hand, if incorrectly dispensed, it can lead to the rapid drop of an organization Flamholtz, According to Armstrong , a reward system classified as financial and non- financial.

Non-financial rewards are incorporated of recognition, praise, achievement, responsibility and personal growth in many cases of performance management processes. Therefore the scope of performance management gives to recognize achievements and provide opportunities for growth means that it is part of the total reward system. It can be used to generate ratings to inform performance pay decisions, but this is neither an inevitable nor a necessary part of the process. Performance management is essentially a developmental process that aims to improve the performance and potential of people through their own efforts and with the help of their managers and the organization Armstrong Armstrong also note that the recognition that the reward system should embrace non-financial as well as financial rewards and that non-financial rewards such as recognition and growth opportunities could be provided through performance management processes.

As Wilson add recognition, either formal written remarks and events or informal oral , has been the most cost efficient way to strengthen needed actions for performance inside an organization.

According to Daniel and Metcalf , recognition is a return on an employee's effort and dedication at work, as well as his or her results. An effective recognition program can lead to innovation, higher productivity and greater job satisfaction for the workers Beer and Walton, Employee recognition programs could include several levels of recognition, from a simple Certificate of Appreciation to Employee of the Month to awards given on the division and companywide level, recognition should be provided to those who exceed expectations and earn the award Steers and Porter, Recognition is one of the strong motivation factors; employees feel comfortable when they are praised and recognized Armstrong, According to Parker, recognition has two important goals; to encourage the employee or team to continue or repeat the behavior and to encourage other employees to do the same.

Most team recognition plans fall into celebrating organizational target habitually as an event, developed to admit the success completion of important company goals. This is to create a bigger consciousness or to remind people of the significance of the goals achieved inside the company.

Plus one of the specifics that performance management is concerned with is motivating people by providing them with recognition and the opportunity to use and develop their skills and abilities Armstrong Therefore recognition is one of the most powerful methods of rewarding people and employees need to know not only how well they have achieved their objectives or carried out their work but also that their achievements are appreciated.

Stredwick, Note that for this research recognition could be financial and non-financial or positive or negative that is followed after favorable or unfavorable employee performance. According to the finding the study concludes that if the implementation process has taken appropriately it has a relatively high influence on the performance.

In addition, performance appraisal process, communication, employee attitude and training have significant positive relationship with the effectiveness of performance management system. Regarding to the performance rating an article written by Harari, M. This is because when an employee is rewarded or recognized for the given activity done employees feel like they are part of the organization and will actually contribute to the organizational achievements.

The findings from the above researches and articles described the importance of performance appraisal, objective setting, interpersonal factors, rater accuracy and recognition on employee performance as well as in the achievement of the organizations objectives. The Conceptual framework According to scholars like Risher , Meyer , Lee , Furnham , Deming ,Henderson , Erdogan , Longenecker , Cleveland and Murphy and Ivancevich inaccurate ratings can stigmatize performance of an employee and cause unnecessary resistance to the acceptance of feedback.

They also indicate that the validity and accuracy of the most commonly used performance, supervisory ratings, has always been a major concern. These measures are also likely to suffer from both deficiency and contamination problems, including subjectivity, personal bias, deliberate distortion, and various other intentional and unintentional rating errors eg halo, contrast, central tendency, etc.

On top of the above Mone and London and Buchner states that goal-setting theory makes a solid case for the use of difficult and specific goals to create the strong situations necessary for substantial achievement.

Daniel and Metcalf , Beer and Walton , Armstrong , Denisi and Pritchard and Storey discussed on employee recognition program as it can be a great morale-building tool for any organization, whether large or small. An effective recognition program can lead to innovation, higher productivity and greater job satisfaction for the workers.

Employee recognition programs could include several levels of recognition, from a simple Certificate of appreciation to employee of the month to awards given on the division and companywide level, recognition should be provided to those who exceed expectations and earn the award. They also add that recognition is one of the strong factor for employee performance improvement as employees feel comfortable when they are praised and recognized. Therefore this research study will be developed by the below conceptual framework.

The study will apply independent and dependent variables in order to put the research into practice. The variables under study as represented on the below diagrammatically show the relationship between them by illustrating the influence of the independent variables on the dependent variable thus that it will give coherence to this research. Introduction Research methodology is a way of solving the research problem systematically.

Therefore this chapter presents the research methodology. It covers research approach and design, population and sampling design, data collection methods, research procedures and data analysis methods. The validity and reliability tests is also discussed. The chapter gives highlights on the research design and details of the research approach that is used during the study.

Data was collected by using questionnaires, which was implemented after conducting pre-testing on samples of employees. The data entry and analysis is processed using a statistical analysis package of SPSS software. Research Approach This study used both quantitative and qualitative data collection approach because it includes a range of methods such as documentation, interview, questioner and observation.

As the combination of qualitative and quantitative approaches provides the most complete or insightful understanding Rwegoshora, this research is expected to provide better understanding of the raised research problems. According to Creswell, it can also provide better opportunities for testing alternative interpretations of the data, for examining the extent to which the context helped to shape the results and for arriving at convergence in tapping a construct.

The final data is analyzed using SPSS Correlation analysis is done to see the relationship between the dependent and independent variables. Plus, regression analysis is included to identify the effect of independent variables on the dependent one. Research Design The explanatory research design is undertaken on this study. For quantitative methodology the researcher used employ cross-sectional study in that the respondents are from different departments, different regions and on different level of the organizational structure.

To measure the impact of the factors on the effect of performance appraisal on employee performance, five Point Likert-types of scales were developed. As Likert scale is simple to construct it is also highly reliable and easy to understand. Plus it takes much less time to construct. Kothari, Therefore the questionnaire was ranged from 1 "strongly agree" to 5 "strongly disagree".

There were 20 questions relating to 4 variables. The variables are identified by the reviewing of various literatures.

The two main advantages of sampling are the faster data collection and lower cost. Population This studies targeted population are the professional employee of GOAL Ethiopia that are found above grade four based on the organization structure.

Out of the total number of employees around employees are above grade IV of the organization structure.

The reason for selecting grade four and above is that those employees found on grade four and above are believed to be professional employees.

Plus they are involved in both supervisor and supervisee role. Sampling technique Currently the organization is working under five different regions of Ethiopia and contain employees who are found under different demographic background which makes it a heterogeneous organization.

Therefore for the purpose of this research the sampling technique used were stratified random sampling. Stratified random sampling is recognized for its accuracy in data collocation and working in heterogeneous structure.

The researcher attempts to stratify the population based on the programme regions believing that classifying the population in such a way results an accurate, specific and combination of all group data. Sample size The sample size is a smaller set of the larger population as indicated by Cooper and Schindler, Determining sample size is a very important issue for collecting an accurate result within a quantitative research design. Thus Mugenda, argues that the sample must be carefully selected to be representative of the population.

On July staff data GE have a total of employees out of which employees are found on grade four and above of the organization structure. According to Kothari, the size of the sample drawn from the population should be less than the total population.

Therefore the total sample size is indicated as follows in the below table. Table 3. Programme Region Of No. Kothari Data Sources and Types During the study, both primary and secondary data collection were used.

Primary data collection methods includes; observation, questionnaires to respondents and conducting interviews with the Head of HR and Admin. Questionnaires and interviews contain open and close ended questions. A method for the secondary data collection was documentation as it is stated previously. Data Collection procedures As it was indicated before this study used both quantitative and qualitative data collection methods.

Quantitative data was collected using questionnaires, document review and an interview with Head of HR and Admin was conducted. The questionnaire was distributed to each of the regional offices using the regional office admin and finance officers. The head of HR and Admin is located in Addis Ababa as well therefore the interview was conducted by the researcher. The all idea of the research was explained for regional focal persons and for those staff who have an email address to put the clarity of the objective of the research in place.

Critical and continues follow up was made by the researcher to meet the confidence level. Methods of data analyses Before the actual data is analyzed, the questionnaires were checked for completeness and consistency. The interview result is included in a summary form to explain the qualitative data of the research.

Validity and Reliability 3. Validity Validity is defined as the extent to which the instrument measures what it purports to measure Miller. Therefor to make sure the validity of research instrument, the questionnaires was adapted from previous researchers. Plus was pre tested in 20 of the employees that are located in Addis Ababa.

The findings of the study and lessons learnt is incorporated in the questionnaire and used to re- design and improve the data collection instruments. Reliability According to Miller. Items Cronbach's Alpha N of Items. Ethical considerations One of the very critical issues in a research as well as in the organization in which the research is going to be conducted is ethics. Especially ethics regarding confidentiality, therefore the researcher started by getting the proper approval from the organization and the respondents.

The researcher enumerates on how privacy and confidentiality concerns are approached and was sensitive to not only how information is protected from unauthorized access, but also if and how participants are going to be notified of any unforeseen findings from the research that they are not meant to know.

The data collected was kept on a personal computer with a pass word and was only accessible by the researcher. The purpose of the study would also be stated well to make participants respond with their own consent. Introduction This chapter discusses the results of the findings of the data analyzed from the questionnaires. In total questionnaires were distributed to the employees of GOAL Ethiopia according to the sample strata were received. The data was analyzed based on the research objectives and questionnaire items using a statistical tool to generate frequency distribution tables, t- tests, correlations, regressions and the results are hereby presented.

Analysis of the General Information of Respondents On the below table the first section of the questionnaire the demography characteristics of respondents which includes gender, age, marital status, educational background, service year, location, department and period performance appraisal completion is presented. Plus on the age dimension of the respondents This shows that majority of the respondents are aged between 31 and 40 years of age.

When reviewing the service year frequency of the employees we also find the higher respondents percentage is that of employees working for the organization between years consisting This shows the performance appraisal system in the organization is not constant and the information which the employees have on the procedure is not clear as well as transparent.

Further information, on the demographic characteristics of the respondents can be seen on the above table. Respondents Attitude towards the Effect of Interpersonal Factors on their Performance On the second section of the question the respondents were requested to put their point of view in related of the four factor.

Following the response a statistical technique, one sample t-test was used to test the significance level of their agreement. In this test the level of agreement is said to have a significant difference, if p value is less than 0. Which gives the interpretation that the sample mean is significantly different from the average test value 3.

See the below table for the result of the one sample t-test with regards respondents response on the interpersonal factor to the employee performance.

Table 4. My supervisor complete the performance appraisals 2. My supervisor treat me with kindness and show concern about my rights as well as able to suppress personal 3.

The appraisal system exists in GE is fair enough in terms of procedures, outcome received on the basis of 3. Note that the average level of agreement to each question is taken as moderate or 3 test value.

To this end, it can be stated that on average employees of GOAL Ethiopia feel their performance is taken to account during the evaluation period rather than on their relation with supervisors as it is significantly above the moderate level. Therefore it can be indicated as the employees of GE perceive that supervisors complete the PA without reflecting their personal liking or disliking towards the employee. The t-test at 3. Plus the PA system existed in GE is said to be fair enough in terms of procedure, with no significant difference from the moderate level.

This shows that the practice is somehow appreciated. Objective Setting To this perspective again there was five different question which were forwarded to respondents to test their level of agreement.

Accordingly the below table presents their level of agreement. As indicated in the above table firstly the respondents were asked to indicate whether their manager allows them to participate in setting their goals prior to the performance period. Hence, this indicates that majority of the employees participate in setting their goals. The respondents were also asked to indicate whether they understand the importance of their goals in relation to the overall objective of the organization.

Thirdly they were requested to indicate whether the performance standards in GE is clearly set and easily understandable. This result again show that majority of the employees are slightly different from the moderate level of agreement regarding constructive feedback that they receive in relation to their goals and there is a significant different on the objective setting impact on employee performance.

This indicates GE employees be able to improve their performance as a result of the existence of constructive feedback. Plus they highly perceived that the setting of objective prior to their performance period impacted their overall performance within GE.

When we look at the employees aggregate agreement to the expected practice with regard to objective setting, it is rated 3. Hence, Objective setting as one form effect on employee performance highly appreciated by the employees.

This also more support the statement stated on section 2. Rater Accuracy In this section of the question same as the others, question related to rater accuracy was raised for the respondents to test their level of agreement. As a result their level of agreement is illustrated below using inferential statistics, one- sample t-test, in a similar fashion as above. N Statement My organization makes sure that I am assigned a rater who 3. My rating is treated with dignity and without subjectivity 3.

I feel that the manager take into consideration my performance throughout the rating rather 3. My last performance appraisal represented my past year's 3. This indicates that most of the employees believe that the organization makes sure in assigning a rater who understands their work. Which indicates there is a significance difference on the level of agreement and employees of GE feel their rating is completed without subjectivity as well as their managers consider their performance throughout the year.

Recognition On the last part of the question the respondents were asked question related to the purpose of PA in GE and if there is a linkage between their performances with any type of recognition will contribute to their performance. It is important for me to be recognized by my manager, 4. If my performance is recognized in any way it will definitely have 3.

This indicates on average, the employees are satisfied to the recognition practice of the organization in relation to their performance appraisal outcome. Therefore as indicated on section 2. Relationship of performance appraisal with employee performance Correlation result One of the interests of the researcher was to see the relationship between the independent variable with that of the dependent variable.

Therefore in order to assess the relationship of performance appraisal with employee performance a correlation analysis was conducted. Positive values of r indicate positive correlation between the two variables i. Daniel M. According to the correlation table 4. That means the variables are very well correlated with each other. Correlation is significant at the 0. The significant level of 0. Therefore, interpersonal relationship is positively correlated and has strong association with the employee performance.

From the above table, we can see that the most correlated variable to the employee performance is rater accuracy. Further explanation can be seen the above table for the correlation between the stated variables. Independent variables influence on employee performance Regression Analysis Multiple regression models have been used to investigate the relationship between different factors relating to performance appraisal and the effect of performance appraisal. On the below table four factors are expected to receive through factor analysis and the estimated factor score have been included as inputs in regression analysis.

From the analysis result indicated in table 4. This analysis believe to help to elaborate more and respond to the researcher question. Therefore the below table indicates that, the accuracy of rating on performance appraisal influences the employee performance by In addition, with the setting objectives during the performance period, the influence reached This indicates the setting of objective have an additional of 8.

On top of this as it can be seen on table 4. Summary of the Response on the Interview Questions An interview was conducted with the head of administration and human resource department and the head of the department has responded to the different question which was raised by the researcher. The first question was on what type of performance management system the organization is using and the respondent said that GOAL Ethiopia is said to be using mixed type of performance management system as it includes and promotes the employee to use MBO as well as degree of performance appraisal system.

As a result the department is forced to circulate a repetitive email to remind the supervisors and bring their attention to the subject. Plus for those staff who was said to be outperformed the linkage of employee recognition should have been there however GE still have to make an improvement in this area. However if there will be any kind of issues and concerns any employee have the right to appeal to the line manager and also to HOHR. Following the PA will be reviewed and reconciled to see the issues clear and it will go from there.

The final decision might even require to re do the PA. In addition to the other part the organization thinks it have some short coming on its performance management currently the department is reviewing the format as well as the procedure to improve its efficiency and more user friendly. This shows the organization have a system in place which believed to be standardized and a formal procedure.

Which also indicates the organization identified its weakness on the performance management process and currently working on the improvement of the system. Thus, using the research methods indicated in chapter three of this study it pointed out that, the performance appraisal in relation of the stated factors is significantly appreciated by the organization at moderate level, which can also be seen from the analysis result on each independent variables as follows.

On average, the employees have moderate level of appreciation towards the interpersonal effect on their performance as well as the organizations practice in putting a system which is free of biases and removal of personal liking or disliking from that of the employee performance. Hence, overall performance appraisal system of the organization is appreciated in terms of procedures and outcome received in moderate level.

The study showed that management allowed employees to participate in the setting of their goals and they understood the importance of their goals in relation to the overall objective of the organization.

The study also showed that employees were satisfied with the setting of the performance standards by the organization as it is clear and easily understandable and appreciated their supervisors fair and constructive feedback provision.

Additionally, they believed this objective setting process impacted their performance over the period. This study also find that that the rater accuracy is the most influential factor and consequently this factor affects directly and very sharply the effectiveness of employee performance.

In addition, the finding shows that employees appreciate their performance rating process and feel that the performance rating is more concentrated on their work performance and treated with dignity and without subjectivity. Which again is appreciated significantly above moderate level by the employees. They also feel that the existence of recognition for good performance will inforce them to perform more and this will have an effect on their future performance as well.

Having strong communication skills is often demanded by job descriptions, but it also needs to be reviewed regularly during the performance management process to keep teams working at peak efficiency. A negative employee is more likely to be disengaged at work and is at a higher risk of quitting than someone with a more positive attitude. However, given that employees with bad attitudes can also drag the morale of the team down with them, you need to give employees feedback about how their attitude and behavior is affecting their work, colleagues, and even career development in your organization.

According to a psychological study from , goal-setting has the potential to motivate employees towards a higher level of performance, as well as increase overall levels of effort at work. While some organizational strategies will have to come from a managerial level, such as organizational apps or better internal processes, employees should also be encouraged to improve their own organizational skills through the performance management process.

Many organizations rely on their employees having a physical competency with certain types of machinery or software. Otherwise, you risk losing them to a new organization that promises that challenge. Standard reviews— also called conversation and feedback reviews— allow HR administrators to customize a collection of open-ended questions answered by both managers and reviewed employees.

This not only gives employees ample opportunity to voice their opinion on their performance and perspective, but also allows managers to review their answers and dedicate time and attention towards crafting responses. This written component usually precedes a one-on-one meeting. When managers have the opportunity to read employee thoughts early, then can prepare their comments in advance and have a more productive conversation with the employee.

Affinity-based reviews are reliant on competency rating scales to help quantify employee skills and attributes. This type of review is commonly used when conducting a degree review that includes peer reviewers. Managers can derive both quantitative and qualitative information from this review, as well as hear the perspective of the reviewed employee and their peers. Reviewers can comment on competency ratings and craft positive feedback and constructive criticism ahead of an in-person meeting with the reviewed employee.

Very few managers relish the idea of holding a performance management review, which is why having a base knowledge of useful comments and phrases can help to save time and make the process more efficient. Managers need to keep in mind that all of their employees are individuals and have different beliefs, drives, and motivations. In combination with those efforts, these performance review phrases will help you to elevate your performance conversations by ensuring that your employees get personalized and actionable feedback.

All submitted performance evaluations will automatically be saved as PDFs that can easily be downloaded, shared electronically, and printed for future reference. Simply fill in the attached form with your company overview, delve deeper with a SWOT analysis, and finish off by determining your strategic goals, actions, and financial plans.

Our fully-customizable template converts submitted information into polished PDFs, which you can download, print, or share instantly. Employee Performance Review PDF template will save your valuable time to lose with creating a performance review form for each employee from scratch.

You are able to change the design and layout according to your business! In this evaluation survey sample, you will see editable sample evaluation questions and their answers. Once you use our Student Performance Evaluation PDF template and make a submission that includes evaluation data through the student evaluation form you will be able to see them in your student performance evaluation PDF and that's it!

Your ready-to-print PDF is already done! Performance Review Self-Assessment has become a major part of employees' evaluation process. This peer evaluation PDF template will allow you to keep the evaluations well arranged in a nicely designed format. There is plenty of information you can gather by using this template.

This information includes what your peer succeeds at, his greatest strengths, greatest weaknesses along with the information of your peer's contributions on the team. Also, this peer evaluation PDF template has an additional comments section for the reviewer to fill. Website evaluation measures the quality content and performance of a particular website. This is very important especially for website owners to check whether the visitors of their site are satisfied or not. The perfect way to improve your website is to gather feedback from your visitors and this is achievable by asking them to answer a few questions regarding their experience in visiting your website.

If you are looking for a sample evaluation you can use as a starting point, then try this website evaluation template from JotForm. This is a website evaluation checklist that contains company name and details, visitor's contact information, evaluation questions, and rating.

This is a sample website evaluation record which you can modify, add or remove questions based on the result you would like to achieve. If you are managing a business or working in a customer support department, you know that customer feedback plays a very important role in your company.

Customer feedback is information provided by customers or clients if they are satisfied or dissatisfied with a product or service they had with a company. This information is very helpful and important in understanding the areas that need improvement, satisfy customers and keep them loyal.