FACTORS AFFECTING PERFOMANCE APPRAISAL

PRACTICES (IN CASE OF HARAR TEACHERS TRAINING

COLLAGE)

A RESEARCH PROPOSAL SUBMITTED TO DEPARTMENT OF MANAGEMENT IN

PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF
BACHELOR OF ARTS (BA) IN MANAGEMENT

JIMMA UNIVERSITY

COLLEGE OF BUSNESS AND ECONOMICS

DEPARTMENT OF MANEGMENT

BY; IKRAM MUHAMMED

ADVISOR; MR. DEBEBA(MBA)

JANUARY; 2020

JIMMA, ETHIOPIA
ACKNOWLEDGMENT
I would like to express my deep gratitude from the core of my heart to ALLAH, who has given
me the strength to carry on in my hard times and for his invaluable gift being with me throughout
in my study as the proposal comes to end with his will. I feel the deepest sense of gratitude to my
Advisor MR. DEBEBA (MBA), a man with true respect for learning, for his proper guidance and
encouragement for this study upon the completion of this study. I would also like to
acknowledge to participants and contributors of the study who forwards their idea, believes,
agreements and disagreements through questionnaire. Finally, my special thanks go to all my
friends and relatives for the generous support and contribution of by letting the proposal to
discuss and sharing idea.

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ABSTRACT
This Research Proposal will be entitled as factors that affect performance appraisal practices in
case of Harar Teachers college. The main objective of the study will be to identify factors that
affect performance appraisal practices. To achieve these objective primary and secondary data
will be collected. The sample will be taken employees of the college from population of the
organization 60 sample size is taken the researcher will be used simple random sampling
techniques to give equal chances of being selected. The collected data will be edited to avoid
some error during data collection and then analyzed in the form of percentage, pie-chart and
tables. How result of your study concluded and recommended.

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Table of Contents
ACKNOWLEDGMENT..............................................................................................................................i
ABSTRACT................................................................................................................................................ii
CHAPTER ONE..........................................................................................................................................1
1. INTRODUCTION...................................................................................................................................1
1.1. BACK GROUND OF THE STUDY................................................................................................1
1.2 Statement of the problem...................................................................................................................2
1.3 Objective of the study........................................................................................................................2
1.3.1 General objective........................................................................................................................2
1.3.2 Specific objective........................................................................................................................2
1.4 Significance of the study...................................................................................................................2
1.5 Scope and limitation of the study.......................................................................................................3
1.6 Organizations of the study.................................................................................................................3
CHAPTER TWO.........................................................................................................................................4
2. REVIEW OF RELATED LITERATURE...............................................................................................4
2.1. Definition of Performance Appraisal................................................................................................4
2.2. Importance of Performance Appraisal............................................................................................4
2.3 Purpose of performance appraisal......................................................................................................5
2.4 Objective of performance appraisal...................................................................................................7
2.5 Factor that affect performance appraisal practices.......................................................................7
2.6 Methods of performance appraisal...................................................................................................8
2.7 Overcoming error in performance Appraisals..................................................................................10
CHAPTER THREE...................................................................................................................................12
3 RESEARCH METHODOLOGY............................................................................................................12
3.1 Research Design..............................................................................................................................12
3.2 Data type and sources......................................................................................................................12
3.2.1 Primary Data.............................................................................................................................12
3.2.2 Secondary Data.........................................................................................................................12
3.2.3 Sample size...............................................................................................................................13
3.4 Data Collection Method...................................................................................................................13
3.5 Data Presentation, Analysis and Interpretation................................................................................13

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CHAPTER FOUR.....................................................................................................................................14
4. COST AND TIME BUDGET................................................................................................................14
4.1. Research time budget..........................................................................................................................14
4.2 Cost Budget.........................................................................................................................................15
Reference...................................................................................................................................................16
Appendices................................................................................................................................................17

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LIST OF TABLE
Table 4. 1 Time schedule...........................................................................................................................14
Table 4. 2 Financial Budget.......................................................................................................................15

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ACRONYMS
TTC Teachers training center
PA Performance appraisal
MBO Management by objective
BARS Behaviorally anchored rating scale

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 CHAPTER ONE

1. INTRODUCTION
1.1. BACK GROUND OF THE STUDY
Performance appraisal practice will be reviewing and appraising performance to ensure that the
employees are able to achieve objectives. It can be done by providing employee with diagnostic
Positive and negative feedback about their job performance (Ivancevich, 2010). It often involves
judgments and opinions of subordinates, peers, supervisors, other managers and even the
employees themselves (Jackson and Schuler and Steve 2009). In some context, performance
appraisal is one of the most emotionally charged procedures in management. People have a
strong feeling about being evaluated. Employees can feel vulnerable; if the appraisal is not
conducted appropriately it will lead to the failures of managing performance (Margulies and
Swan, 1991). More over failures also related strongly to in effectiveness of the performance
appraisal in the organization.

Performance appraisal defined as a structural form of interaction between subordinate and

supervisor that usually takes the form of periodic interview annually or semiannually in which
the work of the employee is examined and discussed used with a view of identifying weakness
and strength as well as opportunities for improvement and skill development. (Dessler, 2003)

Performance appraisal is help to determine the extent to which an employee is performing the
job effectively or the process of determining and communicating to an employee how he/she is
performing on the job and ideally establishing a plan of improvement. It can also be termed as
performance review, performance rating, merit rating, performances evaluation, and employee
appraisal (Lioyd L. Byars, 1997).

According to sLioyd L. Byars, (1997) an appraisal should in corporate a number of elements for
it to be effect. In early 1950 most of the large organization in the country had performance
appraisal programs. However, it is not very sophisticated because little personnel decision had to
do with appraisal. This thus shows that a reliable appraisal system is needed because, at the end
of the appraisal the best employee might be fired and the low performer might be retained. This
source of problem can be caused by retires in accuracy. It is possible this in effective

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performance appraisal can lead to the organization poor performance (Marigules and swan,
1991).

1.2 Statement of the problem

Performance appraisal is the process of communicating employees how he/she is performing on
the job, establishing a plan improvement. When properly conducted, performance appraisal not
only let employee know how well they are performing but also influence their future level of
effort and task directions and efforts will be enhanced if the employee is properly evaluated
(Desler, 2003)

The researcher will try the prevalence of different factor that can affect the practice of
performance appraisal in Harar teachers training collage. There are so many factors/problems
that affect performance appraisal practices in organization such problems are perceptual
difference in meaning of words used to evaluate employees, this is to say thus good, adequate,
satisfactory and excellent may mean different things to different evaluators. So, biasness may be
caused in using subjective evaluation. The reason that motivated me is that to find out (figure
out) the major serious problems of performance appraisal practices in Harar teacher college.
Hence, the researcher will be try to answer the following questions
1. What are the performance appraisal techniques of the organization?
2. What are the factors that affect employee performance appraisal practice?
3. What appraisal standards used to evaluate the employee’s performance?

1.3 Objective of the study

1.3.1 General objective

The General objective of this study will be to asses’ factor affecting employee’s performance
appraisal practice in the case of Harar teachers training collage.

1.3.2 Specific objective

 To identify what techniques are used to evaluate employees
 To find out the problem related to performance appraisal practices.
 To identify the evaluation standard used to evaluate the employee’s performance.

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1.4 Significance of the study
The findings of this study are believed to be helpful for different bodies such as the organization
under study, the current researcher, students as future researchers and other concerned parties.

Therefore, the following are identified to be the potential beneficiary of the study:

For Students: it could serve as a springboard for other studies to be conducted in the area. It
encourages further study on the topic. For the researcher: it will help the researcher to get some
skills and experience in business research methods and in the fulfillment of the requirements for
Degree. For the Organization: it will help the organization to know its strengths and weaknesses,
which is thought to be a step towards strengthening positive sides and working on its limitations.
Furthermore, the study will encourage the organization to make further study on the subject
matter and to take some corrective action. For others: this paper will be used as reference
material for others who want to undertake further study on related topics and problems.

1.5 Scope and limitation of the study

The scope of the study will be limited to the assessment factor affecting performance appraisal
practices and geographically limited to Harar teachers training college. The researcher may face
those limitations like lack of willingness to provide adequate data and information from Harar
Teacher College and absence of empirical evidences related to performance appraisal practices.

1.6 Organizations of the study

This study will have four chapters. The first Chapter contains back ground of the study,
statements of the problem, Objectives of the study, significance of the study and scope and
limitation of the study. The second Chapter provides review of related literature. The third
chapter concern research design and methodology such as research design, sample size, sampling
techniques, Types of data and source of data collection data presentation method and data
analysis and interpretation. Chapter four, cost budget and time budget.

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 CHAPTER TWO

2. REVIEW OF RELATED LITERATURE

2.1. Definition of Performance Appraisal
Performance appraisal is the formal, systematic assessment of how well employees are
performing their job in relation to established standards and the dialogue about that assessment
with employees. It is the processes of determining and communicating to an employee how
he/she is performing on the job and, ideally, establishing a plan of improvement. When properly
conducted, performance appraisals not only yet employees know how well they are performing
but also influence their future level of effort and task direction. Effort should be enhanced if the
employee is properly reinforced. The takes perception of the employee should be clarified
through the establishment of a plan for improvement (Wendell French, 1998).

In organizational setting, performance appraisal (PA) is defined as ‘a structure formal interaction

between a subordinate and supervisors that usually takes the form of a periodic interview (annual
or semiannually), in which the work performance of the subordinate is examined and discussed
with a view to identifying weakness and strengths as well as opportunities for improvement and
skills development”.

Moorhead and Griffin (1992) describe it as “the process of evaluating works behaviors by
measurement and comparison to previously established standards, recording the results, and
communicating them back to the employee. It is an activity between of manager and an
employee.

2.2. Importance of Performance Appraisal

One of the most common uses of performance appraisal is for making administrative decisions
relating to promotions, firing, layoffs, and merit pay increases. Performance appraisal
information can also provide needed input for determine both individual and organizational
training and development needs. For examples, this information can be used to identify an
individual employee’s strengths and weakness. These data can then be used to help determine the
organizations overall training and development needs for an individual employee, a complete
performance appraisal should include a plan outlining specific training and development needs.

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Performance appraisal is used to encourage performance improvement. In this regard,
performance appraisal, are used as a means of communicating to employees how they are doing
and suggesting needed changes in behavior attitude skills or knowledge. This type of feedback
clarifies for employees the job expectations held by manager often this feedback must be
followed by coaching and training by the manager to guide on employees work efforts (Lloyd L.
Byars, 1997).

The importance of performance appraisal

- Providing feedback to employees about their performance

- Determining who gets promoted

- Facilitating layoff or downsizing decision

- Encouraging performance improvement

- Motivating employees though recognition and support

- Counseling poor performers

- Determines compensation changes

- Encourage coaching and monitoring

- Determining individual training and development needs

- Determining organizational training and development needs

- Confirming that good hiring decision are being made

- Improving overall organizational performance (Wendell L.French, 1998)

2.3 Purpose of performance appraisal

Formal performance plan has been developed to reduce elements of favoritism and shape
judgment on personnel decision. The overall purpose of the performance appraisal is categorized
in to three as administrative, development and motivational purpose (megginson1981).

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Administrative purpose…when used for administrative purpose appraisal Serve as based for
salary adjustment that is to determine more accuracy with employee receive pay increase.

 Help in selecting people for promotion (which should be given preferred status), transfer and
demotion.

 Determine the employees training needs.

 Provide a base for reducing the work force.

When done this purpose, the evaluation is based on the comparing the performance of one
employee with that of the other markets. The role of the supervision and other manager,
including the personal manager is to judge the employee’s performance (megginson1981;
pp.321).

DEVELOPMENT PURPOSE –in this case the will provide employees with; information about
expectation (standard performance of their supervisor)

• Feedback regarding subsequent performance

• Advisor, coaching or counseling to help in meeting expect action that have no be

achieved

• Based for carrier plan and development when appraisals are used this way, the base of
compassion is the employee actual performance against absolute work standards. The role of
supervisor is that of counselor monitor ide for instructor.

The results of evaluation are gone to the supervisor and employees (megginson.1981).

Motivational purpose the process of using valid, objective appraisal system should have
motivational effective on employees.it should foster initiative, develop sense of the responsibility
and increase the employee’s effect towards achieving personal and organizational goal.

Performance evaluating also gives employees a better understanding of the job responsibility,
relation with coworker, lower expected of them and their training needs.

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The processes also aid the appraisal by providing them with a greater understanding of their
subordinate job behavior. The job itself and each employee’s strength and weakness
(Megginson1981).

2.4 Objective of performance appraisal

• Compensation it provides information that can be used in determine what to pay and what
will source as equitable monetary package.

• Communication performance appraisal practice provides for on ongoing decision

between supervisors and subordinated about the job related matter.

• Reward performance appraisal help organizational to dissuade who should receive pay
rises, promotion and who to will be laid off. It reinforces the employees’ motivation to perform
more effectively and efficiently.

2.5 Factor that affect performance appraisal practices

 Rater biases

The problem with subjective measure is the opportunity for biased. Biases are in accurate
distortion of the measurement also training in the conduct of performance appraisal can help to
reduce biases it is usually caused by rater who fail to remain emotionally at ached while they
evaluate employee’s performance (werther1993 pp. 345).

 The hello effect

It is one of the major problems in most performance appraisal system. It is from prejudice or
biased which prevent the evaluator from perceiving the behavior of another person accurately. It
occurs when the trait personal opinion of the employee’s way the raters measurement of the
performance. Their friends or those they strongly dis like (werther1993; pp346). The hallo effect
appears when the evaluator tends assign some rating of level for each factor being rated for an
employee (Jackson, 2002).

 Errors of central tendency

It occurs when evaluate avoided using the extreme of rating scale. In other word some raters do
not leave or rate influence. As effective and in effective and so tarring are distorted to make each

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employee paper average. Instated they place their marker near the center of rating sheet (werther,
1993; 346).

 The Regency effect

One difficulty with many appraisal systems in the time frame of the behavior being evaluated.
Evaluator forgets more about past behavior than recent behavior. This many peoples are
evaluated more on the result on the past several mixes than one six month average behavior
(ivancevich,1982), so when using subjective performance major rating are affected strongly by
the employee most recent reaction either good or bad are more likely to be remember by rater
(werther1993;343).

 Personal biases

Rater dislike to group or class of people may distorted the rating those people receive. For
example, some supervisor gives low rating to moment who had tradition made job. This because
the person has quality dis similar the rater is a form of personal biases error (werther1993;
pp346).

2.6 Methods of performance appraisal

Whatever method of performance appraisal an organization uses; it must be job related. The
following are some of performance appraisal methods.

1. Graphical Rating Scale

Is a method of performance appraisal that requires the rater to indicate on a scale where the
employee rates on factors such as quantity of work, dependability, job knowledge, and
cooperativeness? Graphical rating scale includes both numerical ranges and written descriptions.
The graphic rating scale has some weakness is that evaluators are unlikely to interpret written
descriptions in the same manner due to differences in background, experience and personality.

2.Check list

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Is a methods of performance appraisal in which the rater answers with a yes or no a series of
questions about the behavior of the employee being rated. The problem of checklist methods is
time consuming to assemble the questions for each job category, a separate listing question, must
be developed for each job category, and the check list questions can have different meaning for
different raters.

3. Goal setting or management by objectives (MBO)

Consists of establishing clear and precisely defined statements, of objectives for the work to be
done by an employee; establishing an action plan indicating how these objectives are to be
achieved, allowing the employee to implement the action plan, measuring objectives
achievement, taking corrective action when necessary and establishing new objectives for the
future.

4. Work Standard Approach

Method of performance appraisal that involves setting a standard or an expected level of output
and then comparing each employee’s level to the standard.

5. Essay appraisal

Is a methods of performance appraisal in which the rater prepares a written statement describing
an individual, strengths, weakness, and past performance. The primary problem with easy
appraisal is that their length and content can vary considerably, depending on the rater. For
instance, one rater may write a lengthy statement describing an employee’s potential and little
about past performance another rater may concentrate on an employee, past performance. Thus
easy appraisal, are difficult to compare.
6. Critical Incident Appraisal
Is a method of performance appraisal in which rater keeps a written record of incidents that
illustrate both positive and negative behaviors of the employee? The rater then uses these,
incidents as a basis for evaluating the employee’s performance.

The main drawback to this approach is that the rater is required to jot down incidents regularly,
which can be burdensome and time consuming. Also the definition of critical incident is unclear
and may be interpreted differently by different people.

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7. Forced – Choice rating

Is a method of performance appraisal that requires the rater to rank a set of statements describing
how an employee carries out the duties and responsibilities of the job? This method attempts to
eliminate evaluation bias by forcing the rater to rank statements that are seemingly
indistinguishable or unrelated. However the force choice methods have been reported to irritate
rater who feels they are not being trusted. The results of the forced choice appraisal can be
difficult to communicate to the employees.

8. Behaviorally anchored rating scale (BARS)

Method or performance appraisal that determines an employee’s level of performance based on

whether or not certain specifically described job behaviors are present. Is which focus on
specific job behaviors rather than treats or characters? The use of BARS can result in several
advantages. First, BARS are developed through the active participation of both manager, and
job incumbents. This increases the Likelihood that the method will be accepted. Second, the
anchors are developed from the observation, and experiences of employees who actually perform
the job. Finally, BARS can be used to provide specific feedback concerning an employee, job
performance.

One major drawback to the use of BARS is that they take considerable time and commitment to
develop.

9. Ranking Methods

Method of performance appraisal in which the performance of an employee is ranked relative to

the performance of others.

(Loyal L. Byars and Leslie W.Rue, 1997 page 286 – 296, G. Dessler 1994)

2.7 Overcoming error in performance Appraisals

One approach to overcoming these errors is to make requirement in the design of appraisal
methods, for example one could argue that forced – distribution method of performance appraisal
attempt to overcome the errors of leniency and central tendency. In addition, behaviorally

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anchored rating scales are designed to reduce halo, leniency, and central tendency errors, because
manager shave specific example of performance against which to evaluation an employee.

A more promising approach to overcoming errors in performing appraisal is to improve the skill,
of rater’s suggestion on the specific training that should be given to evaluators are often vague,
but they normally emphasize that evaluators should be trained to observe behavior more
accurately and judge it more fairly.

Many suggestions have been offered for making performance appraisal systems more legally
acceptable. Some of these include.

1. Deriving the content of the appraisal system from analysis; (2) emphasizing work
behaviors rather than personal traits; (3) ensuring that the results of appraisal, are
communicated to employees (4) ensuring that employees are allowed to give
feedback during the appraisal interview; (5) training managers, in how to conduct
proper evaluations; (6) ensuring that appraisals are written, documented and retained
and (7) ensuring that personnel decisions are consistent with the performance
appraisals.

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 CHAPTER THREE

3 RESEARCH METHODOLOGY
3.1 Research Design
In this study the researcher will be used descriptive types of research design because it describes
the phenomena as they exist and to describe the state of nature at affairs and create some
understanding about the nature as the problem.
3.2 Data type and sources
The researcher will be used both primary sources of data. The primary data collected
from administrative and management population of Harar teachers training college. The
secondary data collected from records of the college administrative center. The primary and
secondary data have been collected to cover every aspect of the study.

3.2.1 Primary Data

Primary data are information collected by a researcher specifically for a research
assignment. In other words, primary data are information that a researcher must gather
because no one has compiled and published the information in a forum accessible to the
public. Researchers generally take the time and allocate the resources required to gather
primary data only when a question, issue or problem presents itself.
Primary data are the data which the researcher collects through various methods like
interviews, surveys, questionnaires etc.

3.2.2 Secondary Data

Secondary data are the data collected by a party not related to the research study but
collected these data for some other purpose and at different time in the past. If the researcher
uses these data then these become secondary data for the current users. These may be
available in written, typed or in electronic forms. Secondary data is also used to gain initial
insight into the research problem. Secondary data is classified in terms of its source – either
internal or external. Internal, or in-house data, is secondary information acquired within the

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organization where research is being carried out. External secondary data is obtained from
outside sources.

3.2.3 Sample size

The total population of harar teachers training collage is 163 because of large no population the
researcher was used 62 employees as a sample by using scientific formula of Yamane (1967)
formula

n =N/1+N (e) 2 where N=total population (148)

n= same size

e= margin of error (0.1)

n=163/1+ (163) (0.1)2

n= 62

3.4 Data Collection Method

The researcher collects those primary data through questionnaire that involves both close ended
and open ended questions from employee to express their feeling and provided alternative to
choose.

3.5 Data Presentation, Analysis and Interpretation

For successful completion of this study the researcher is analyzed using percentage frequency
which is collected through questionnaire and interview. This method would facilitate the
interpretation presentation analysis of data. The data will be tabulated to do so, table and
percentage present inform of table. Therefore, table and percentage we reutilize and interpret to
reach logical conclusion.

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 CHAPTER FOUR
4. COST AND TIME BUDGET

4.1. Research time budget

The study has clearly planned and allocated time for each activity that will be undertaken. The
following work plan is designed for the successful completions of this study with in available
time limit.
Table 4. 1 Time schedule

N Activity
o Month

OctoNov Dec Jan Feb March April May June

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
1 Specifying the area
of Study
2 Title Selection
3 Literature Review
4 Preparing Proposal
5 Data Collection
6 Data Analyzing
7 Concision Finding
8 Recommendation
9 Submission and
Presentation

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4.2 Cost Budget
There are different costs to be incurred to undertake the study. The researcher estimates the
following minimum cost per it.
No Material requirement Unit Cost (birr) No of Unit Total Cost
required

A. Pen and Pencil 7 and 3 4 and 2 28+6 =34

B. Flash Memory 8gb 130 1 130

C. Paper 50 100 100

D. Telephone Expense 00 00 00

E. Questionnaires duplication 50 50 50

F. Transportation 00 00 00

G. Fee for data Collection 50 50

H. Typing and Printing 40 40 120

I. Miscellaneous cost 00 00 00

J. TOTAL - - 484

Table 4. 2 Financial Budget

Reference

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 1. Jackson, Susan E. ; Schuler, Randall S.; Werner, Steve, (2009) Managing Human
Resources, 10th edition , Cengage learning publisher USA
2. Byars, Lioyd L. (1997), Human Resource Management, 5th edition, London
3. Gary desler, (2003), human resources management, 9 th edition; upper saddle rivere,N,J.:
percentile hall
4. G Dessler (1994), Human Resource Management, 5th edition London.
5. John Ivancievich (1998), Human Resource Management, 7th edition
6. Terry l. leap, Micheal D. Crino, (1993) personel/human resource management; acmillian
pub. co
7. John Ivancevich, (2010), Human Resources Management, 11th edition
8. Phillip Margulies; William S Swan, (1991) How to do a superior performances appraisal,
9. Wendell L.Frecnh (1998), Human Resource Management, 4th edition French –
Boston Hougton, Mifflin Co.
10. Harris David M (1994), Human Resource Management, 4th edition Harcourt
Brace College Publishers.
11. Hendry, Chris (1995), Human Resource Management, approach to employment
oxford, Butter worth – Heinermann.
12. Jill Hussey (1997), Business Research, A practical guide for undergraduate
students.
13. Michael harris (1997), Human Resource Management. 4th Dryden press
14. Wendell L.Frecnh (1998), Human Resource Management, 4th edition French –
Boston Hougton, Mifflin Co.

Appendices

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 Jimma University
College of Business and Economics
Department of Management
Questionnaire
This questionnaire is developed to collect information concerning performance appraisal
practices. The information collected will be used only for the research purpose to get BA
degree in management from jimma University. Your genuine response for the following
question is extremely important for the successful completion of this work. The information
you provide is used only for the purpose indicated and will be kept highly confidential.
I would like to thank you in advance for your cooperation.

Instruction
From the given alternatives for the following questions choose and fill in the box provided
the letters that will much the question based on your opinion. (You can select more than one
alternative)
Question to be filled by employees
Part one: Demography information
1. Marital status: - Single Married Divorced

2. Age: - A. <20 c 30-39

B. 20-29 D.40-49 E. above 50

3. What is your level of education?

A. Certificate D. master

B. Diploma

C. Degree

Part two: Basic question

4. Is there performance evaluation of employees in your/this organization?
No Yes
5. If yes for Q1, how often performance evaluation take place per year?
A. Annually D Quarterly

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 B. Semiannually F Others specify ___________________
C. Monthly
6. Have you ever been evaluated?
A. Yes B No
7. If yes, who evaluated you?
A. Your subordinate C. Peers
B. Your boss D. Other specify _____________________
8. Who are appraised in your organization?
A. Individual employees C. The overall organization employees
B. Departments D. Other specify ______________________
9. What evaluation techniques (methods) do you use to evaluate your employees?
A. Goal setting (management by objective) E. Check list
B. Work standard approach F. forced choice rate
C. Essay approach G. Behaviorally anchored rating scale
D. Ranking methods H. Graphical scale
I. Critical incident appraisal
10. What standards do you use to evaluate your employees?
A. Skills about tasks to be performed
B. Work experience
C. Knowledge about work
D. Competence
E. Performance accuracy, clarity, competence on time
F. Others specify ______________________________
11. Do you think that you and your subordinates as well as employees are agreed up on these
evaluation techniques and standards?
A. Yes
B. No
12. Do you think that the techniques and standards used to evaluate employees can have
impacts on employee?
A. Yes B. No
13. If yes for Q10, does it have positive or negative impact?

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 A. Positive B. Negative
If positive
A. Pay increase C. Discipline
B. Promotion D. Reward
E. Others specify

If negative A. Leads to dissatisfaction B. Pay decrease

C. Demotion D. Disappointment E. Other specify _________
14. Do you think that performance evaluation or appraisal is necessary to this college?
A. Yes B. No
15. What are the major factors that affect employee performance appraisal practices?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
16. What should be done by the company to solve the above factors?
__________________________________________________________________
__________________________________________________________________

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