BMGT695 Graduate Project in Management

The Impact of Employees’ Perception of the Performance Appraisal System on their

Commitment and Motivation

Submitted to the Lebanese International University

The School of Business

In Fulfillment of the

Requirements for the Degree of

Master’s in Business Administration

(MBA)

by

Wissal Hassan Moussa

51230025

Tripoli, Lebanon

Supervised by Dr. Khalil Ghazzaoui

Summer 2016-2017

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 DEDICATIONS

Every Challenging work needs self-effort as well as guidance of elders especially those who

were very close to our hearts.

My humble effort I dedicate to my sweet and loving

FATHER & MOTHER,

Whose affection, love, encouragement and pray of days and nights make me able to get such

success and honor,

Along with all hard working and respected supervisor

DR. KHALIL GHAZZAOUI

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 ACKNOWLEDGEMENTS

I am grateful for my advisors, staff and colleagues at the Lebanese International

University (LIU) for the time that they spend for helping me and for the support to finish the

thesis and I am particularly grateful to my supervisor, Dr. Khalil Ghazzaoui for his advice

and support.

Last, I am grateful to my family for their support throughout my educational life and

thanks to my friends for support and being with me for the entire research work and helping

me whenever I needed assistance.

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 ABSTRACT

The main purpose of this project is to assess the relation between employee awareness of

performance appraisal and its effectiveness on organizational commitment and employee

motivation. Previous studies showed that a positive relationship exist between these two

components. This research paper conducted a quantitative study approach by distributing

questionnaires on 50 employees at Quality-inn hotel. This paper found that many problems

exist in the Performance appraisal system such as rater’s subjectivity frequency of conducting

performance appraisal, and the existence of different standards among workforce.

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 Table of Contents

PART I: THEORICAL FRAMEWORK

CHAPTER 1: INTRODUCING THE GRADUATE PROJECT ...................................... 12

1.1- Intoduction..................................................................................................................... 12

1.2-Research problem .......................................................................................................... 13

1.3-Research objectives and significance of the study ........................................................ 14

1.4-Research hypothesis ...................................................................................................... 15

1.5-Overview of the sector/domain/organizations ............................................................... 16

CHAPTER 2: LITERATURE REVIEW ............................................................................ 19

2.1- Definition of performance appraisal ............................................................................. 20

2.1.1- Traditional performance appraisal ..................................................................... 20

2.1.2- Modern performance appraisal .......................................................................... 21

2.2- Procedures in performance appraisal ............................................................................ 22

2.3- Performance appraisal objectives ................................................................................. 24

2.4- Performance appraisal and employee contribution ...................................................... 26

2.4.1- Identify important performance norms .............................................................. 26

2.4.2- Developing appraisal scopes ............................................................................. 28

2.4.3- Collect performance data from different sources .............................................. 30

2.4.4- Conducting an appraisal interview .................................................................... 32

2.4.5- Evaluating the appraisal process........................................................................ 34

2.5- Obstacles in performance appraisal .............................................................................. 34

2.5.1- Structure plan and functional difficulties .......................................................... 35

2.5.2- Appraiser’s difficulties ...................................................................................... 35

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 2.5.3- Personnel difficulties ......................................................................................... 37

2.5.4- Prejudices and inaccuracies ............................................................................... 37

2.6- Workers attitude to the context of performance appraisal ............................................ 39

2.7- Summary....................................................................................................................... 39

PART II: THE PRACTICAL FRAMEWORK

CHAPTER 3: RESEARCH METHODOLOGY ................................................................ 40

3.1-Research methods .......................................................................................................... 41

3.2- Study limitation ............................................................................................................ 43

CHAPTER 4: FINDINGS AND RESULTS ........................................................................ 44

4.1- Descriptive statistics ..................................................................................................... 45

4.2- Cross-tabulations .......................................................................................................... 78

4.3- Binary logistic regression ............................................................................................. 81

PART III: GRADUATE PROJECT CONCLUSIONS AND RECOMMENDATIONS

CHAPTER 5: CONCLUSIONS & RECOMMENDATIONS ........................................... 84

5.1- Conclusion .................................................................................................................... 84

5.2- Recommendations ........................................................................................................ 86

REFERENCE LIST ............................................................................................................... 87

APPENDIX A ......................................................................................................................... 92

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 LIST OF TABLES

Table 1- Age ............................................................................................................................ 45

Table 2- Gender ....................................................................................................................... 46
Table 3- Education ................................................................................................................... 47
Table 4- Department ................................................................................................................ 48
Table 5- Position ...................................................................................................................... 49
Table 6- Years in hotel ............................................................................................................. 50
Table 7- Hotel performance appraisal...................................................................................... 51
Table 8- Person in charge for PA ............................................................................................. 52
Table 9- PA frequency ............................................................................................................. 53
Table 10- PA interview frequency ........................................................................................... 54
Table 11- Procedures for PA.................................................................................................... 55
Table 12- Employee participation ............................................................................................ 56
Table 13- Employee participation in PA development ............................................................ 57
Table 14- Employee participation in PA improvement ........................................................... 58
Table 15- PA developed by employees ................................................................................... 59
Table 16- Job description and PA ............................................................................................ 60
Table 17- Enhancement of scales and decisions ...................................................................... 61
Table 18- Feedback improves PA and goals............................................................................ 62
Table 19- PA raters accuracy ................................................................................................... 63
Table 20- Raters’ accuracy ...................................................................................................... 64
Table 21- Feedback session discussions .................................................................................. 65
Table 22- Appraiser evaluation ................................................................................................ 66
Table 23-Appraiser need more training ................................................................................... 67
Table 24- Ability as intended ................................................................................................... 68
Table 25-Appraiser performance ............................................................................................. 69
Table 26- Appraiser ethics ....................................................................................................... 70
Table 27-Relation between performance appraisal and incentives.......................................... 71
Table 28- Performance appraisal and how is influenced by personal gifts ............................. 72
Table 29- PA satisfaction ......................................................................................................... 73
Table 30- Clear communication............................................................................................... 74
Table 31- Performance appraisal follows up ........................................................................... 75

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Table 32- Commitment and PA ............................................................................................... 76
Table 33- Effectiveness of performance appraisal................................................................... 77
Table 34- Cross-tab 1 ............................................................................................................... 78
Table 35-Cross-tab 2 ................................................................................................................ 79
Table 36- Cross-tab 3 ............................................................................................................... 79
Table 37- Cross-tab 4 ............................................................................................................... 80
Table 38- Cross-tab 5 ............................................................................................................... 80
Table 39- Significance ............................................................................................................. 82

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 LIST OF FIGURES

Figure 1- Geographical distribution of hotel categories (BLOM, 2015) ................................. 16

Figure 2- Geographical distribution of hotel categories (2) (BLOM, 2015) ........................... 17
Figure 3- Average hotel occupancy rate (BLOM, 2016) ......................................................... 17
Figure 4- Saunders’ onion ........................................................................................................ 41
Figure 5- Framework for PA alignment................................................................................... 43
Figure 6- Age ........................................................................................................................... 45
Figure 7- Gender ...................................................................................................................... 46
Figure 8- Education.................................................................................................................. 47
Figure 9- Department ............................................................................................................... 48
Figure 10- Position ................................................................................................................... 49
Figure 11- Years in hotel ......................................................................................................... 50
Figure 12- Hotel performance appraisal .................................................................................. 51
Figure 13- Person in charge for PA ......................................................................................... 52
Figure 14- PA frequency.......................................................................................................... 53
Figure 15- PA interview frequency.......................................................................................... 54
Figure 16- Performance for PA................................................................................................ 55
Figure 17- Employee participation .......................................................................................... 56
Figure 18- Employee participation in PA development .......................................................... 57
Figure 19- Employee participation in PA improvement .......................................................... 58
Figure 20- PA developed by employees .................................................................................. 59
Figure 21- Job description and PA........................................................................................... 60
Figure 22- Enhancement of scales and decisions .................................................................... 61
Figure 23- Feedback improves PA and goals. ......................................................................... 62
Figure 24- PA raters accuracy.................................................................................................. 63
Figure 25- Raters’ accuracy ..................................................................................................... 64
Figure 26- Feedback session discussions................................................................................. 65
Figure 27- Appraiser evaluation .............................................................................................. 66
Figure 28- Appraiser need more training ................................................................................. 67
Figure 29- Ability as intended ................................................................................................. 68
Figure 30- Appraiser performance ........................................................................................... 69
Figure 31-Appraiser ethics ....................................................................................................... 70
Figure 32- Relation between performance appraisal and incentives ....................................... 71

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Figure 33- Performance appraisal and how is influenced by personal gifts ............................ 72
Figure 34- PA satisfaction ....................................................................................................... 73
Figure 35- Clear communication ............................................................................................. 74
Figure 36- Performance appraisal follows up .......................................................................... 75
Figure 37- Commitment and PA .............................................................................................. 76
Figure 38- Effectiveness of performance appraisal ................................................................. 77
Figure 39- Gaps of performance appraisal............................................................................... 85
Figure 40- Model for performance appraisal ........................................................................... 85

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PART I: THEORICAL FRAMEWORK

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 CHAPTER 1: INTRODUCING THE GRADUATE PROJECT

1.1- Introduction

Performance appraisal is a very important practice in the world of human

resources, and is widely used by companies to assess employee’s performance and

develop it, as well as improving employee’s motivation through incentives. Therefore,

performance appraisal is a practice that involves different kinds of activities

contributing in employee’s tasks and activities.

Fletcher defined performance appraisal as: “a strategic activity that contributes in

employee motivation and development.” Researchers stated that it’s very important to

perform behavioral appraisal for employees as it contributes positively in the

performance appraisal system. The same researchers emphasized the importance of

employee awareness of the performance appraisal system that could positively or

negatively affect it.

Employee performance appraisal, if well performed, will positively affect his/her

performance, especially if it was followed by a positive employee behavior on the

adopted performance appraisal system (Murphy, 2009). Employee satisfaction with

the performance appraisal system is very critical when performing appraisal

interview, the same study found that employee satisfaction and a good performance

appraisal system are positively impacting each other. All aspects that characterize a

motivated employee are related to a well-designed performance appraisal system,

such as high productivity, job satisfaction and many other variables are positively

related to a well-designed performance appraisal system (Levy, 2005).

A limited number of studies were conducted on this topic, but yet the mentioned

will help in generating a good outcome that will support categorizing, identifying and

analyzing the impact of employee awareness on the Performance appraisal system.

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1.2- Research Problem

Employee perception and feedback is considered one of the most important

factors that affects recognizing and perceiving performance appraisal. Employee

perception is the set of perceived rules and regulations, organizational goals and

behaviors that are directly related to the employee’s status in the organization.

Employee motivation, satisfaction and commitment are directly linked to employee

engagement in performance appraisal and setting organizational goals.

This research paper studies the performance appraisal done at Quality-inn hotel in

Tripoli, a hotel facing dozens of problems; the main problem studied in research

paper is the perception of performance appraisal system. The main issues here are the

bias and errors in the rating of Performance appraisal and in the appraisal interview.

Thus this study aims to managers in understanding the effectiveness and efficiency of

a well-performed performance appraisal, through recommendations that are given at

the end of the study.

Therefore, and based on what was already stated, the following research questions

are generated for the research paper:

 “Is employee motivation and commitment to Quality-inn hotel affected by

employee awareness and perception of performance appraisal?”

 “How do employees perceived performance appraisal at quality-inn?”

 “How much are they satisfied with this system?”

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1.3- Research Objectives and significance of the study

Performance appraisal is an important factor that helps employees and

organizations to advance in their work. Performance Appraisal is the main concern

factor for Human Resource Management, and researchers in this field are still

studying the topic thoroughly. Performance appraisal helps in solving different human

resources problems. Based on a quantitative explanatory research study backed by a

questionnaire, the main research objectives are:

 Study the impact of employee’s awareness of Performance appraisal system

on employee motivation and commitment

 Discover the proper plan for a Performance Appraisal System, including

performance assessment, training, employee feedback, discovering sizes for

enhancement…

 Assess employee satisfaction when performance appraisal is conducted

Theoretical evidence proved the importance of Performance appraisal system in

Human resources management inside an organization. Clear and strict rules and

regulations should be met, and human resources management should be linked to

many factors including scaling of goal performance, insuring feedback as well as

reporting. This will help in employee development.

For the performance appraisal system to succeed, employees should well perceive

it. In other words, in any performance appraisal employees have to react positively to

this system. Therefore, a regular measurement of employees’ perception of PA and

his/her satisfaction with this system.

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1.4- Research Hypothesizes

Many studies showed that performance appraisal is directly related to employee

motivation and development. Few studies were conducted on the relation between

employee awareness and engagement in the performance appraisal system and the

level of subordinates’ motivation and organizational commitment. The same studies

indicated that employee awareness and appraisal system are positively related, as well

as a positive relation was found between employee awareness of performance

appraisal system and employee motivation and satisfaction.

Therefore this research is to accept or reject the presented research hypothesizes:

H10: Employee motivation and commitment to work is negatively affected by the

lack or absence of employee’s awareness and perception of the Performance

Appraisal System, thereafter affecting the whole system

H1:Employee motivation and commitment to work is positively correlated to

Performance Appraisal System that is well perceived by employees, therefore

positively affecting the whole system positively.

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1.5- Overview of the Sector/Domain/Organizations

Recent statistics published in 2015, the Lebanese hotel sector is a very attractive

developing sector, and could be a good investments for businessmen. Almost

1,500,000 tourists visit Lebanon each year, with many new famous hotels opening in

Beirut and around the country. An increase by 19% is expected each year; most of

these tourists are Arab ones.

Lebanon is a one of a kind country with natural and historical attractions,

especially to its gateway link between the Middle East and Asia, and due to its 4

season’s weather.

According to statistics 90% of the 5 stars hotels in Lebanon are situated in Beirut,

whereas 80% of 3 and 4 stars hotels are situated outside of the capital. The study

added that 22.2% of the Lebanese GDP is made up by the outcomes of the Lebanese

Hotel Sector(tourism, 2015).

Figure 1- Geographical Distribution of Hotel Categories (BLOM, 2015)

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 Figure 2- Geographical Distribution of Hotel Categories (2) (BLOM, 2015)

After the Syrian bloodshed the occupation of hotels in Lebanon dropped from

90% to merely 72%, and in 2013 it reached 51% in one of the lowest rates ever

recorded.

Figure 3- Average Hotel Occupancy Rate (BLOM, 2016)

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 Quality Inn hotel is a 4 stars hotel located in Tripoli ranking, and encompassing

112 rooms from different sizes. The hotel is located in Rashid Karami international

fair, with an astonishing view for the mountain and the city.

According to quality Inn hotel, 2016:“We ensure the highest level of hospitality

while providing warm welcoming and appropriate service for our guests. We dedicate

our guests a distinctive collection of rooms and services suitable for their

expectations. We also offer a wide range of innovative dishes to provide our guests

with the ultimate taste and flavors. We are a business oriented hotel, while offering all

meeting and conference facilities to satisfy all corporate requirements.” (Quality inn,

2016)

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 CHAPTER 2: LITERATURE REVIEW

The role of employee in performance appraisal is very important when it comes to

understanding the impact of employee perception of performance appraisal on their

motivational and commitment levels. As a definition, performance appraisal is an important

function in the human resources field, in which a comparison between employee current

performance, compared to the given job description. Employee appraisal is also defined as a

methodical procedure to assess an employee current employee performance. This appraisal

help managers in developing employees’ current and future outcomes, this will directly

impact organizational development(Tuytens & Devos, 2012)(Prowse & Prowse, 2010).

Performance appraisal is known for its positive impact on employee development and

progress, as it assesses each weakness and strength in employees, and takes actions according

to the outcomes of the evaluation. Performance appraisal in also related directly in

developing enterprises’ future outcomes and makes them more beneficial. Thereafter, and as

a conclusion from the above sections, we can directly relate employee participation and

perception to performance appraisal (Lockwood, 2007)(Lewis & Heckman, 2006)(Aguinis et

al., 2011).

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2.1- Definition of performance appraisal

Performance appraisal is increasingly a formal procedure took by firms in order to

assess employees’ performance quality. In modern human resource management,

performance appraisal is considered a core activity in employee evaluation, yet it’s

not considered the only step that includes (Abdulkadir, Isiaka, & Adedoyin, 2012):

a) Continuous performance

b) Firm’s objectives

c) Compensations

d) Skills development

Performance appraisal is usually a part of the job description, distinguished by

highly structured criteria that include (Hook & Foot, 2009):

a) Understand and knowledge of work

b) Leadership abilities among employees

c) Supervisor’s capability

d) Productivity measured by the quality and quantity of outcome

A theorist in the human resources field identified 2 types of performance

appraisal:

2.1.1- Traditional performance appraisal

Established by the United States Navy during the world war one, is a

performance appraisal system that is based on a quality pay, performed

through a man-to-man compensations system. Later-on, this performance

appraisal system moved into business organizations, covering only part-time

employees(Michelle Brown, Hyatt, & Benson, 2010).

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 This technique compares individuals themselves, in addition to their wages

in order to allocate the proper compensation payment. After that, each

employee is given a certain payment, according to his/her productivity

outcome. The higher the outcome is, the higher the payment that is going to be

given. This traditional performance, according to many theorists, did not

attend its intended desires in developing employees’ performance, and

therefore this traditional view didn’t succeed (Fletcher, 2001).

The main reason behind the failure of this traditional view of performance

appraisal, according to a study done by Michelle Brown (2010), was that

employees with same working capabilities would still get paid in the same

matter as others who might have different level of motivation and

performance. As a consequence of this study, further researches were

undertaken showing addition factors that influence employee motivation and

performance, and which later-on pushed researchers to acknowledge the

advantages of performance appraisal. Among these factors are:

 Self-confidence

 Employee Satisfaction

 Employee achievement and success

2.1.2- Modern performance appraisal

Dating back to the 20th century, modern performance appraisal was

introduced by Taylor in his study called “time and motion”. This theory is

considered one of the most effective appraisal theories in the field of human

resources management.

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 The modern theory contradicts with traditional performance appraisal

theory in many forms. The main contradiction between the two theories is that

modern appraisal theory gives a great attention to employee-supervisor

relationship during the formal and informal evaluation of employees.

According to this theory, performance appraisal should be conducted,

according to the size of the company, at least twice a year. The performance

appraisal should assess employees’ strengths, weaknesses, in addition to

where their skills lags, and emphasize their development opportunities. This

assessment is conducted through observations and other types of

examinations, such as performance appraisal interviews.

Modern Performance Appraisal recognizes top performing employees as

well as low performing employees, and set rewards to top performing

employees according to their productivity level. These rewards come in form

of bonuses, promotions, job promotions. Whereas poor performing employees

are recognized by their weak performance and their continuous encountering

of problems. Usually, poor performing employees are subject to sanctions or

even dismissals in modern Performance Appraisal systems(Nickols,

2007)(Abraham, Karns, Shaw, & Mena, 2001).

2.2- Procedures in performance appraisal

The following section presents the steps to form methodical procedure for

performance appraisal(Rowland & Hall, 2013)(Kirkpatrick, 2012):

a. Identify strategic standards of performance: It’s very important to set

comprehensive standards and criteria for job description by communicating

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 with employees and subordinates inside an organization, and developsthese

criteria to meet expectations.

b. Develop appraisal Standards: Job specification and Performance Appraisal are

highly interrelated, so it’s very important to develop a customized job

specification to ensure needed accuracy and reliability. This will help

Performance appraisal standard in evaluating environmental standards, in

order to improve performance. Theorists insisted on the importance of setting

realistic and realistic performance appraisal standards, in providing fair and

acceptable appraisal for employees.

c. Collect performance information from multiple sources: Collecting

information about employee performance differs in big companies, from

medium or small ones. In smaller companies, performance information is

collected from direct managers and supervisors, whereas in larger ones

colleagues, subordinates in addition to customers (usually at service

companies) are responsible for collecting these types of information.

Therefore, it’s recommended for firms to collect information from diverse

source in order to ensure the equality of performance appraisal and its fairness.

d. Establish appraisal meetings: The two main purposes for conducting a

performance appraisal meeting are:

 Recognizing important achievements, additional development aspects

along with the barriers of good performance. All of these variables are

based on previously occurred events.

 Establishing clear objectives for upcoming work practices, this happens

through a well-prepared appraisal meeting, along with a good

communication between managers and employees.

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 e. Evaluate appraisal procedures: After finishing the above steps, it’s highly

important to evaluate and assess these procedures in order to ensure that they

are giving needed changes and improvements. Therefore, employee awareness

of the Performance Appraisal System is critical and should be assessed

through focus groups, surveys and questionnaires. The success of Performance

Appraisal could be assessed through a positive change in the working

environment and increase in employee’s performance.

2.3- Performance Appraisal Objectives

In the following are the performance appraisal objectives (Dusterhoff et al.,

2013)(Dusterhoff, Cunningham, & MacGregor, 2013)(Maylett, 2009)(Jr & McNall,

2010):

a. Salary increase: Level of employee performance and salary payment, are

highly interrelated, especially in larger form, which is followed by formal

and/or informal employee development. Therefore, Performance Appraisal is

a very important aspect in the Human Resources field that helps organizations

decide which employee has to receive this salary increase. Performance

appraisal will let firms divide performance to levels, and associate these levels

with its adequate salary increase.

b. Raises and Promotions: Performance Appraisal plays a major role in

promotions and raises, since it reveals employee’s strength and weaknesses.

Thus, Human resources Department conduct Performance Appraisal and

associate the adequate level of compensations and rise to the targeted

employee(s).

c. Employee Development and training: Since Performance appraisal plays a

major role in Acknowledging employees’ weaknesses; it plays a major role in

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 training and development programs, in order to turn their weaknesses into

strength.

d. Managers’ feedback: Many studies proved that if an appropriate feedback is

given by a manager, employee performance would highly increase, and he/she

could better relate his/her work to organizational objectives.

e. Team Stressing: If the pressure on teams increases, performing manageable

stress on them will increase their performance, especially if employees have

enough information on how their team will act, and what are the important

factors of it, this will highly increase their performance.

f. Additional objectives:

 Helps in the identification of facilitating factors and obstacles factors

related to employee performance.

 Helps in confirming employees’ decisions after they finish their training

period

 Helps in the communication between direct managers, supervisors and

their employees and increase the level of trust between them.

 Assist human resources functions.

The principle practices in the Performance Appraisal are the following:

 Include performance appraisal in a well-designed setting of objectives

 Make sure that an accurate job description is given

 Assist employee in their journey to develop their performance

 Ensure that suitable and knowledgeable people are responsible of

Performance Appraisal

 Conduct systematic assessments

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2.4- Performance appraisal and employee contribution

In the following sections are the steps in conducting a Performance Appraisal

procedure (Obisi, 2011):

2.4.1- Identify Important Performance Norms

Identification and selection of important performance norms is considered

one of the greatest obstacles of the performance appraisal process. Thus, the

four criteria/norms that Performance appraisal should consider are presented

in this table:

To ensure that those measures are relevant acceptable in the point of view

of employee and appraiser, the following aspects should be considered:

 Establish performance standards on an up-to-date job description

 Discuss and collaborate with appraisers and employees using

progressed measures

 Set performance standards according to the updated job description,

and ensuring that a strong relation is established between Performance

appraisal and job description, in order to improve the applicability of

the assessment.

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  Recognize the importance of capabilities and skills of the designated

job

 Collaborate efforts between appraisers and employees in order to

come-up with a suitable approach that considers both performance

appraisal and job description, and their importance to strategic

profitability for the company.

 present the main characteristics of a certain job, and add it to the job

description

Many studies revealed the importance of employee awareness and

participation in setting and developing performance appraisal procedures, in

increasing their level of satisfaction and acceptance of the Performance

Appraisal Process. Therefore, employee perception of performance appraisal

is very crucial for conducting these procedures. The following factors are

going to facilitate the procedure(Palaiologos, Papazekos, & Panayotopoulou,

2011):

 Direct managers should hold structured and unstructured meetings

with employees in order to ensure a continuous feedback from them

 Teams should join the designing and implementation process of

Performance Appraisal

 Employees should also engage in appraising their managers and

supervisors

 Employee Perception in the performance appraisal is very important

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2.4.2- Developing appraisal Scopes

The second step in performance appraisal is to plan a well-structured and

systemized method to increase the criteria’s development. Appraisals with

unfilled pages should include:

 Appraiser’s errors and mistakes are increased, therefore decreasing the

accuracy

 Employee’s perception, capability and skills are among the most

crucial factors of performance which could be ignored

 Performance Appraisal Periods are not stable

 Decrease in employees’ satisfaction due to the bias, prejudice

observations of performance appraisal

Important aspects of strengths in designing performance appraisal

measures are presented below:

a. Standard vs customized appraisal procedures

To reduce time and money consumed on performance appraisal

system, many organizations uses a standard evaluation method (also called

“one fits all”) that scores employees performance over a common

performance scale, without taking into consideration the job and tasks of

employees. Customized Performance Appraisal is not useful in most of

times because they assess performance according to standards that are

unrelated to materials(Kavanagh, Benson, & Brown, 2007).

Customized Appraisals are appraisals that are strictly designed to a

specific job. Customized performance appraisals are used in larger

organizations which are characterized with better financial capabilities.

Usually customized performance appraisals are associated with two

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concepts: basic competencies that could be applied to performance

appraisal of persons among a team, whereas the second one is related to

added competencies related to specific jobs.

b. Objective vs. subjective performance appraisal

Starting with the objective performance appraisal, this type of

appraisal measures behaviors in relation to job tasks. All of these measures

are numeric, insuring the objectivity of the appraisal. As an example for

that are:

 Counting absenteeism days

 Number of failures and accidents at the job

 Number of conflicts with other employees

 Late arrival to work

Subjective approach for performance appraisal is the subjective

approach, where subordinates and supervisors themselves are responsible

for appraisal, and self-appraisal, by using scales to rate performance,

providing details on outcomes, work behaviors. Here, full comprehension

of the system is very necessary(J. Kondrasuk, 2011).

c. Impact of work environment on performance

Since performance appraisal is highly related to developing and

maintain employee’s performance and productivity, it’s very logic to held

appraisal features related to work environment, assessing employee’s

efficiency, and motivating him/her to reach higher levels of development.

Environmental appraisal is going to increase objectivity of the study, thus

increasing employee satisfaction with the adopted performance appraisal

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 process. To provide effective behavior an employee capability will be

affected by the following aspects, such as for example, the putting the

appraised employee in a room that is isolated from other subordinates,

only authorized appraisers are the ones who are able to enter to this room,

and finally make management more consistent and sociable.

2.4.3- Collect performance data from different sources

First, the appraiser should make sure that data are collected from reliable

sources. The majority of human resources managers tend to gather information

before performing the PA interview; this will cause a huge bias in assessing

employee performance. Daily observation assessment should be performed in

order to evaluate employee performance and productivity(Suhaimi, 2011).

Adapting this perspective will ensure that accurate information are

collected regarding employee performance. In order to track performance

information, various methods are used, include 360 degrees feedback. Many

benefits of performance feedback could be given from various sources, in

addition to managers and supervisors.

The main advantages of 360 feedbacks are:

 Precise, less biased, and less favoritism information are provided

 Correct and unbiased information are provided by staff on the

performance appraisal structure, instead of relying on managers rates

solely.

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 Self-assessment is also a recommended strategy to increase satisfaction

and commitment among employees regarding the performance appraisal

procedures. The main information basis of Performance Appraisal are

(Kuvaas, 2006) (Demir, Desmet, & Hekkert, 2009) (E. A. Brown, Thomas, &

Bosselman, 2015):

a. Self-appraisal

This step is very crucial for the assess of individual’s performance and

how to grow commitment to the performance appraisal, including its

evaluation, equality among subordinates and satisfaction during and after

the procedure. This will help in detecting capabilities to improve the

procedure, and thereafter increase employee satisfaction and commitment.

The best plan for self-appraisal is the following:

 A well described performance standards, that is related to

encountered behaviors and attitudes

 Scores are assessed and tested to other basis

 Ensure that employees are getting the right feedback

b. Managerial appraisal

Is a very important factor in the assessment process, and is considered

among the principal contributors in performance appraisal.

c. Colleagues assessments

Colleagues’ assessment is important in teamwork groups. This type of

performance appraisal is mainly affected by popular persons among

groups. Many studies indicated the bad effects of this type of assessment

on employee satisfaction on employee satisfaction and commitment, and

on teamwork overall.

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 d. Subordinates appraisal

New employees can be good evaluators of managers and supervisors

performance. Usually, communication, team work are main contributors in

managers’ performance.

e. Consumer appraisal

The appraisal here comes from suggestions and feedback given by

customers on employees’ performance. Among the appraising factors is

the degree of communication, relation with public.

Human resources department is responsible here for the application of

strategies that support and enhance Performance appraisal rates in more

difficult works. These strategies should hold the following aspects:

- Assess training that ensures performance and feedback

- Restrict principle evaluations perceived by an appraiser

- Facilitate appraising tools and make it easy and clear through well

assessing performance standards and criteria.

2.4.4- Conducting an appraisal interview

The additional step here is appraisal interview; it helps in forming an

overall image of employees, in which their attitudes and behaviors are formed.

There are two bases for this type of interview:

 Evaluate past performance in order to discover the main

accomplishments, employee needs and limits for effective

performance.

 Establish strategic plans for upcoming practices at work

32
 It’s highly suggested to utilize the following steps, during, formerly and

after performance appraisal interview:

 Before the interview

- Prepare a relaxing atmosphere for the interview in order to increase

employee engagement and communication in addition to

discovering possible weaknesses and problems

- Motivate employees to do the interview, here, they should make

sure that they already assessed their performance

- Establish development plans, assess possible weaknesses and

emphasize strengths

 During the interview

- Motivate employees to contribute in the interview and share their

points of view

- Give positive feedback to ensure employees’ relaxation

- Establish mutual conversations

- Start a two-sided objectives, by ensuring employee participation in

their work performance

 After the interview

- Develop employee performance by consistent training and

feedback

- Assess goal’s evolution, and appraise it

- Link payments to performance

33
 2.4.5. Evaluating the Appraisal Process

As within any enterprise, the PA procedures should be improved on

regular basis. Each process should be appraised with the personnel to measure

their satisfaction. Managers should also consider employees’

recommendations for improvements. It is also beneficial to observe obstacles

facing them (Martin & White, 2003).

A prosperous PA procedure should exhibit a modification in the marks of

worker’s performance, for example, idyllically performance grade should

increase. The work environment should improve for example, indication that

major obstacles to work practice are being addressed by the association

(Martin & White, 2003).

2.5- Obstacles in Performance Appraisal

To start with this topic, researchers have determined that an appraisal system to be

efficient, it should be based on reliable, effective evaluations. Unfortunately,

assessment models revealed serious obstacles that can hinder the effectiveness while

conducting appraisals. Given that the majority of the workforce is aware of

procedures in conducting performance appraisal interview, the mutual fright is

represented in the appraiser subjectivity. Adopting subjective unfairness, favoritism

biases generate resistance to PA procedures. The following points are common

examples of problems (Gordon & Stewart, 2009):

34
2.5.1- Structure Plan and Functional Difficulties

An obvious point to be seen is that a poor design can destroy the appraisal

system. This design can be attributed as failure if the evaluation standards are

poor, for instance, assessing emotional stability is unwieldy used, as a

technique is systems where the industry is customer focus and relying on

services. To ensure high perception and awareness of the evaluation in this

industry, the assessment criteria should be based output results rather than on

numerical outcome and activities. The appraisal should be based on evaluating

employees’ personality rather than performance traits. Finally, some

assessment techniques necessitate extensive written examination and analysis,

but mangers struggle in their execution due to time and effort consumption

(Gordon & Stewart, 2009).

2.5.2- Appraiser’s Difficulties

As per a study conducted by Ivancevich, difficulties can rise when the

appraiser, normally mangers or supervisors, do not have the right skills even if

the structure is well designed. Upper level managers might not be cooperative

or relaxed with the process of assessment. This is due to the fact that,

managers did not participate in the program design. Given the high profile

debate concerning appraiser’s difficulties, it is quite predictable that

inadequate training of the appraiser would prime to numerous difficulties, key

obstacles are the following according to (Gordon & Stewart, 2009):

35
a. Leniency

Leniency errors arise when supervisors assign regularly and

consistently high ratings for favorable subordinates. Therefore, the

grouped ratings are always placed on the positive end of the appraisal

scale as an alternative of scattering them all over the rating scale.

b. Central tendency

In this situation, the appraiser tends to group his rating in the middle of

the scale avoiding the use of very low or very high ratings. This error also

called middle clustering is inadequate, insufficient, and useless because it

does not differentiate between employees. Central tendency is challenging

for the HRD as regard to training, promotion, and compensation.

c. Recent performance

A common error facing managers is the evaluation based on event

recency, in other terms, assessment of most recent performance.

Appraisers tent to forget about past behaviors making the differentiation

between poor and good performance impossible,

d. The halo-effect

This type of assessment bias is based on general impression of the

evaluated person by the evaluator. This error can either positive or

negative meaning that the first impression causes the rating to be either

high or low. Other sources of errors for instance prejudices and personal

preferences can hinder the process.

36
2.5.3- Personnel Difficulties

For the appraisal structure to function properly, the workforce in the

association needs to have a full understanding and sense that it is a rational,

fair approach to assess performance. In addition, they should believe that the

PA approach is used properly when deciding upon any promotion or salary

increase (Bak, Nguyen, Risgaard, & Stage, 2008).

2.5.4- Prejudices and Inaccuracies

Appraisers usually commit errors while evaluating performance.

According to Porter, major biases increase the inaccuracy of measurements.

Objective procedures should be easily integrated into an appraisal because

they are verifiable, quantifiable. On the other hand, subjective approach

cannot be taken into measures nor quantified and rely on the opinion of an

observer (Bak et al., 2008).

The following eight points represent prejudices (Bouskila-Yam & Kluger,

2011):

1. First Impression (primacy effect):appraisers shape an imprint about the

degree based on some specific features of the rate acknowledged by

them. The recognized abilities and structures may not offer acceptable

base for appraisal.

37
2. Halo Effect: The individual’s performance is totally assessed based on

an apparent optimistic quality, aspect, or attribute. If an employee has

some absences, his manager might give him a high rating in all other

areas of work.

3. Horn Effect: The employee’s performance is totally assessed based on

a destructive quality or observed aspect. This causes in an inferior

rating than may be merited.

4. Excessive Stiffness or Lenience: Contingent upon the evaluators’

personal principles, standards, and rational thinking when conducting

evaluation. The appraiser can be appraised very strictly or leniently.

5. Central Tendency: Evaluators rate all workers as middling players. It is

an approach to rate individuals as neither high nor low and follows the

middle path.

6. Personal Prejudices: the feeling of a supervisor around each of the

persons employed below him, whether he enjoys or hates them.

7. Spillover Effect: The present performance is evaluated much based on

past performance. “The person who was a good performer in distant

past is assured to be okay at present also”.

8. Recency Effect: Rating is affected by the most modern behavior

overlooking the frequently established behaviors during the entire

appraisal period.

38
2.6- Workers attitude to the context of performance appraisal

In this context, it is significant to deliberate employees’ attitudes to performance

appraisal itself and its feedback. In any assessment system the appraiser distinguishes

more than the workers, this gives a system of greeting on the part of the workers to

the appraisal procedure (Mieroop & Vrolix, 2014).

In addition, the workers’ attitude towards the appraisal can alter by creating the

appraisal system, and how the enterprise earns money. Researchers declared high

perception in term of organizational commitment and job satisfaction. Workers who

trust their feelings about the evaluation system adopted in the association are likely to

prefer administrative variables in the future and have the following features (Mieroop

& Vrolix, 2014):

 They are more tolerant and prefer mainly the assessment system and its

feedback.

 They have more satisfaction on their job.

 They are highly dedicated to the association.

 They tent to rate the performance appraisal as fair.

2.7- Summary

Given the current high profile debate concerning performance appraisal, it’s

predictable that the employees’ performance is considered as a good measure to both

the organization and the employees. The literature review had acknowledged three

appraisal procedures, namely, outcome, behavior, and personality. Hence, the last

aspect should be the most studied while assessing performance appraisals. Numerous

researchers had also identified the importance of feedback in their performance. In

addition, controlling the impact of employee awareness can be controlled during the

three phases of the interview (Mulvaney, McKinney, & Grodsky, 2012).

39
PART II: THE PRACTICAL FRAMEWORK

40
 CHAPTER 3: RESEARCH METHODOLOGY

Performance appraisal is an important duty for human resource managers. This explains

the importance of conducting such studies in this field of human resources. This research

paper is made to investigate the main variables impacting employee’s point of view of his/her

performance appraisal procedure, in order to elevate the organizational awareness of this

important topic. The main factors affecting retention of employees with higher performance

are giving them thorough descriptions of their duties; maintain their constant development,

constant collection of feedback, etc…

3.1- Research Methods

Following Saunders’ onion, it’s highly important to pick all the right elements of

the study in order to generate the best alternatives.

Figure 4- Saunders’ Onion

41
 But before stating the part of the research onion, it’s important to mention that in

this literature part, a set of secondary data were used, such as journals, books, internet,

etc..

Back to the research onion, this research paper will use, as a:

 Philosophy: Positivism will be used as a philosophical approach, which is based

on observing natural science phenomenon, such as visible evidence. In addition to

this hypothesizes are tested to prove verification or falsification examination.

 Approach: a deductive approach is going to be embraced. Deductive approach

uses already studied theories, and put them under difficult evaluation processes.

Deductive theories conditions are first, that two or more variables should be used,

direct the association between theories and variables, in addition to thorough

examination of hypothesis, adjust the theory by accommodating principal

outcomes.

 Choices: Mono-method choice

 Research strategy: Case study is an approach made to guide research through

experiments, investigations of a certain phenomenon. The research Case Study

answers mainly on these questions: why? When? What? Who? And How? A case

study is mainly used in quantitative research method approach.

 Data collection method: Questionnaire will be distributed in “Quality-inn” hotel in

order to collect descriptive statistics and explanatory studies.

 Time horizon: Cross-sectional data collection is a time strategy to collect data in a

single point of time.

Furthermore, a quantitative research method is applied to collect data using a series of

questions forming a questionnaire. The presented questions are all influenced by the

theories presented in the literature review. All data are analyzed through SPSS, by

42
 classifying variables on ordinal and nominal scale, based on Likert scaling model. In

addition to that, the questionnaire is based on SHRM or the Society for Human

Resource management as well as the PDI or the Personnel Decision International.

This questionnaire is divided into 6 dimensions that cover:

1st Part – Demographics of the respondents

2nd Part – Performance Appraisal

3rd Part – Employee Participation

4th Part – Feedback on Performance

5th Part – Evaluating the Appraiser

6th Part – Performance Appraisal Results

Figure 5- Framework for PA Alignment

3.2- Study limitation

All researches are affected by many limitations. The project’s main limitations are

time constraints due to limited time given in the summer semester, in addition to

reaching desired number of employees due to the limited accessibility to the hotel, as

well as language limitation since many employees are no fluent English speakers.

43
 CHAPTER 4: FINDINGS AND RESULTS

Currently many firms are looking for skilled and qualified persons to act in the

administration of the organization. Retaining and maintaining qualified persons is a very

crucial factor for firms in order to ensure their capacity to sustain in the market. The principle

way used by organizations to maintain and sustain their qualified employee is to recognize

their performance, by providing continuous feedback and well follow-up employees’

performance in order to meet organizational goals. In following part the results of the

questionnaire are presented

44
4.1- Descriptive Statistics

1. Age

Table 1- Age

Figure 6- Age

According to the above table, 26% of the respondents’ age ranges between 23 and 27 years

old.

45
 2. Gender

Table 2- Gender

Figure 7-Gender

Most of the respondents are females scoring 76% (n=38), showing that females are preferred

to be employed in the hospitality sector, especially as receptionists and contact jobs.

46
 3. Educational level

Table 3- Education

Figure 8- Education

According to the table and graph, most of the respondent comes from a technical school

background with 38% (n=19).

47
 4. Workers distribution in departments

Table 4- Department

Figure 9- Department

According to the table above, most of employed individuals (56%, n=28), are working in the

front office.

48
5. Employees’ positions

Table 5- Position

Figure 10 - Position

SPSS results shows that 64% of the respondents are employed as agents (n=32)

49
 6. Experience at quality-inn

Table 6- years in hotel

Figure 11- Years in hotel

As a chocking result of this question, 54% of the respondents have less than 1 year of

working period at quality-inn hotel, showing a great turnover rate, which could be due to the

complicated Performance Appraisal process.

50
 7. Hotel’s Performance Appraisal

Table 7- Hotel performance appraisal

Figure 12- Hotel performance appraisal

According to the table above 90% (n=45) of the employees were aware of the performance

appraisal form in their company.

51
 8. Person in charge for appraisal

Table 8- Person in charge for PA

Figure 13- Person in charge for PA

64% of the respondents said that performance appraisal is performed by their supervisors

(n=32)

52
 9. PA frequency

Table 9- PA frequency

Figure 14- PA frequency

46% (n=23) of the respondents said that they get performance appraisal each 3 months

53
 10. Performance appraisal interview frequency

Table 10- PA interview frequency

Figure 15- PA interview Frequency

36% of the respondents (n=18) said that performance appraisal interview was never

performed.

Thereafter, the performance appraisal form was not taken seriously into consideration.

54
 11. Procedures for Performance Appraisal

Table 11- Procedures for PA

Figure 16- Performance for PA

70% (n=35) employees said that verbal interviews are used as a performance appraisal tool

whereas 30% (n=15) said that merit pay is used as a performance appraisal tool.

55
 12. Employee Participation

Table 12- Employee Participation

Figure 17- Employee Participation

31 (n=62%) of the respondent said that they are highly dissatisfied in the participation in the

development of Performance appraisal system. Where only 10 employees are satisfied/highly

satisfied in the employee participation in PA development.

56
 13. Participate in the development of PA standards

Table 13- employee participation in PA development

Figure 18- employee participation in PA development

64% of the respondents (n=32) are dissatisfied in their participation in the development of

Performance Appraisal Standards

57
 14. Participation in PA improvement

Table 14- employee participation in PA improvement

Figure 19- employee participation in PA improvement

50% of the employees (n=25) expressed their dissatisfaction in Performance Appraisal

improvement

58
 15. evaluated by a Performance Appraisal system designed and developed by other

employees

Table 15- PA developed by employees

Figure 20- PA developed by employees

46% of employees (n=23) would be satisfied if the Performance Appraisal system is

developed by employees

59
 16. Job description to improved PA

Table 16- Job description and PA

Figure 21- Job description and PA

56% (n=28) of respondent would feel satisfied if they provide a better understanding of Job

description in the performance appraisal system

60
 17. Enhancement of scales and decisions

Table 17- Enhancement of scales and decisions

Figure 22- Enhancement of scales and decisions

46% of respondents think that they their participation in measurements scales and decisions.

61
 18. Feedbackimproves PA and goals.

Table 18- Feedback improves PA and goals.

Figure 23- Feedback improves PA and goals.

62% (n=31) of the respondents considered feedback as important factor I improving job

performance in accomplishing goals.

62
 19. PA raters Accuracy

Table 19- PA raters Accuracy

Figure 24- PA raters Accuracy

42% of the respondents (n=21) are dissatisfied with information given on performance

63
 20. raters’ accuracy

Table 20- raters’ accuracy

Figure 25- raters’ accuracy

30% (n=satisfied) of the respondents think that information provided by raters are accurate

64
 21. Feeback session discussions

Table 21- Feedback session discussions

Figure 26- Feedback session discussions

52% of the respondents said that they are given the chance to discuss work issues during

feedback sessions

65
22. Appraiser Evaluation

Table 22- Appraiser Evaluation

Figure 27- Appraiser Evaluation

44% are dissatisfied with appraisal skills of their appraiser

66
23. Appraiser need more training

Table 23-Appraiser need more training

Figure 28- Appraiser need more training

50% (n=25) of the respondents think that Appraiser need more training

67
 24. Ability as intended

Table 24- ability as intended

Figure 29- ability as intended

62% of the respondents (n=31) said the appraiser do not have the ability to perform the PA

task

68
25. Appraiser performance

Table 25-Appraiser performance

Figure 30- Appraiser performance

56% of the respondents are dissatisfied with the appraiser performance.

69
26. Appraiser ethics

Table 26- Appraiser ethics

Figure 31-Appraiser ethics

64% of the respondents (n=32) are dissatisfied by the appraiser’s ethics.

70
 27. Relation between Performance Appraisal and incentives

Table 27-Relation between Performance Appraisal and incentives

Figure 32- Relation between Performance Appraisal and incentives

38% of the respondents (n=19) think are dissatisfied with the statement: “PA is directly

related to incentives”

71
28. Performance Appraisal and how is influenced by personal gifts

Table 28- Performance Appraisal and how is influenced by personal gifts

Figure 33- Performance Appraisal and how is influenced by personal gifts

34% of the respondents (n=17) are dissatisfied with this statement

72
 29. PA satisfaction

Table 29- PA satisfaction

Figure 34- PA satisfaction

44% (n=22) said that they are dissatisfied by the method of PA system, and didn’t find an

importance for PA in improving tasks.

73
30. Clear communication

Table 30- Clear communication

Figure 35- Clear communication

Most of the respondents said that the task of performance are not well communicated

74
31. Performance appraisal follows up

Table 31- Performance appraisal follows up

Figure 36- Performance appraisal follows up

82 % of the respondents (n=41) made sure that follow ups existed after performance

appraisal.

75
 32. Commitment and PA

Table 32- Commitment and PA

Figure 37- Commitment and PA

The results of this study showed that employees would be more committed to work when

appraised.

76
33. Effectiveness of performance appraisal

Table 33- Effectiveness of performance appraisal

Figure 38- Effectiveness of performance appraisal

Most of the respondents claimed that their PA was insignificant.

77
4.2- Cross-tabulations

The above table shows a full valid percentage of 100% in addition to a full sample of fifty

employees

Table 34- Cross-tab 1

The table above represents a cross-tab of employee position and job performance. This table

shows that Performance appraisals for agents are done by their supervisors. Whereas all

supervisors’ performance appraisal is done by direct managers, the same goes for assistant

managers.

78
 Position and Performance Appraisal evaluation

Table 35 -Cross-tab 2

The cross-tabulation above shows that high-level managers have informal performance

appraisal showing that 66% of them are evaluated weekly, while 65% agents are appraised in

duration of 3 months.

Position and the frequency of appraisal interviews

Table 36- Cross-tab 3

According to the above cross-tab we can deduct that performance appraisal is performed

every 6 months.

79
 Position and feedback

Table 37- Cross tab 4

The above cross-tab shows that a manager feels more positive with the feedback they get.

Position and ethics

Table 38- Cross-tab 5

Most of the supervisors and senior supervisors, according to the above cross-tabulations felt

that the Performance Appraisal form filling is not ethically reliable and felt dissatisfied in

this.

80
4.3- Binary Logistic Regression

Dependent variables are encoded according to the following:

 0 for No

 1 for Yes

According to above table the P-value is high enough to tell that the model is adjusted. As for

the adjustment test, which is above than 0.001, meaning that the relationship between

variables and hypothesizes are confirmed.

81
 Table 39- Significance

The table above confirms the research hypothesis, which shows a significance less <0.05

which confirms the hypothesis, indicating that the variables are negatively correlated with the

independent variable.

82
PART III: GRADUATE PROJECT CONCLUSIONS AND
RECOMMENDATIONS

83
 CHAPTER 5: CONCLUSIONS & RECOMMENDATION

5.1- CONCLUSIONS

In this research paper 2 sources of information were used, primary data relying on

a questionnaire distributed to 50 employees and secondary data such as journals and

internet articles. The results of the SPSS demonstrated a large dissatisfaction in the

appraisal conducted in Quality-inn hotel. One of the reasons for this dissatisfaction is

the contribution of only managers in the performance appraisal system, whereas self-

appraisal is absent. Data collected from different researchers is related to an overall

performance appraisal system. In this study employee perception of performance

appraisal was found to be adopted, implicating in a high satisfaction in old

performance appraisal systems, such as traditional feedback, training, etc…

This study found a significant lack in the adoption of performance appraisal done

by higher managerial level, due to the discouragement of managers in adopting new

Performance Appraisal system. Career planning and development were very little,

offering limited internal and external planning. Many gaps are found in the

performance appraisal system, which are presented in the table below.

84
 Figure 39- Gaps of performance appraisal

It’s very clear according to the results, that managers and other executive are not

matching with the HRM department efforts to meet needed performance appraisal

system development. In addition to that, it’s obvious that a clear performance

appraisal system, will positively impact employee performance, motivation and

commitment to organizational goals and objectives. A new research model strategy

that could help managers in appraising performance is presented below:

Figure 40- Model for performance appraisal

85
5.2-RECOMMENDATIONS

It’s obvious now-a-days that in the modern world of management a focus is given

on employee to be well engaged in the performance appraisal system, where

managers and executives take a role in the examination process. Thereafter the

following recommendations are given to managers:

- Use formal and informal feedback in the appraisal system

- Constant performance appraisal for employees should be performed

- Perform a strength and weakness assessment of employees, in addition to

making sure that workers are well knowledgeable of the supervisor’s duties

and responsibilities

- Employees have to participate in the performance appraisal systems directly

according to modern system of PA

- Give a clear vision on standards and expectation before the statements.

- Give a clear view for employees about his/her responsibility of performance

appraising; this will help mangers in improving job performance.

- Perform daily PA of workers taking into consideration a certain level of

flexibility to ensure that realistic and accurate PA measurements are obtained.

86
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 APPENDIX A
QUESTIONNAIRE

1. Age: ___________________

2. Gender:

 Female  Male

3. Educational level:

 Uneducated  Primary level  Secondary level

 Technical school  Degree holder  Higher level

4. Department:

 Front office  Housekeeping  Kitchen  Restaurant service

 Maintenance  Other department:

5. Your position in the hotel:

 Agent  Supervisor  Senior supervisor  Assistant manager  Manager

6. Number of years in the hotel:

 Less than one year  1 to 4 years  5 to 9 years

 10 to 14 years  More than 15 years

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 Performance Appraisal

7. Does your hotel possess a performance appraisal form?

 Yes  No

8. Who appraise your job performance?

 Self-appraisal  Supervisor  Customers appraisal

 Co-worker appraisal  Direct manager  Other specify: __________

9. How often informal performance evaluation and feedback in done?

 Daily  Weekly  Monthly

10. How often performance appraisal interview is conducted?

 Every three months  Every six months  On yearly basis

 Never performed  Other specify: _______________

11. Which procedure is used for appraising performance?

 Verbal interview  Written essay  Merit pay

 Job description  Recent accidents  Other:

For the following statements, rate your point of view according to your level of

satisfaction or dissatisfaction on a scale from one to five, in which: 1= highly satisfied, 2=

satisfied, 3= Neutral, 4=Dissatisfied, 5= highly dissatisfied.

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  Employee participation

12. As employee, you participate in the development of new PA systems 1 2 3 4 5

13. Your participate in the development of PA standards 1 2 3 4 5

14. Your participation leads to improved PA instrument 1 2 3 4 5

15. I prefer to be evaluated by a PA system designed and developed by other 1 2 3 4 5

employees

16. You give a better understanding of your job description for the PA 1 2 3 4 5

system

17. Your participation enhances PA measurement scales and decisions 1 2 3 4 5

 Feedback on Performance

18. The feedback received is supportive to improve my job Performance and 1 2 3 4 5

in accomplishing my goals.

19. Raters provide accurate information on performance 1 2 3 4 5

20. Raters provide detailed information about performance feedback 1 2 3 4 5

21. I’m giving the chance to discuss work issues throughout the feedback 1 2 3 4 5

session

 Evaluating the Appraiser

22. The appraiser have the needed skills to conduct the appraisal 1 2 3 4 5

23. The appraiser need more training to conduct the interview 1 2 3 4 5

24. The appraiser have the ability to use as intended 1 2 3 4 5

25. The appraiser tend to rate your performance too high 1 2 3 4 5

26. The appraiser tend to rate your performance too low 1 2 3 4 5

27. The appraiser is ethical while filling the appraisal form 1 2 3 4 5

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  Performance Appraisal Results

28. PA is directly related to incentives and remunerations 1 2 3 4 5

29. PA results can be influenced by personal gifts to the appraiser 1 2 3 4 5

30. I am satisfied with the method PA system helps me identify task to 1 2 3 4 5

improve my work

31. Are performance appraisal purposes, schedule, and dimensions clearly communicated

with you as an employee?

 Yes  No

32. Was any follow-up conducted after performance appraisal to confirm improvement?

 Yes  No

33. I tend to be more committed to work when I feel appraised.

 Yes  No

34. As a final point from the point, I perceive the effectiveness of the performance appraisal

as following:

 Very low  Low  Insignificant

 Moderate  High  Very high

95