The Performance Appraisal Process Management Essay

The Performance Appraisal Process watchfulness Es claimThe essence of the concept of the HRM is that people makeing in the system ar viewed as a valuable choice. If these people argon managed properly, they bottom of the inning boost productivity through commitment and capability. HRM lays emphasis on the vastness of integrating personnel department functions (recruitment, selection, estimate, reward, formulatement, industrial relations, grievance and discip strain, retirement, redundancy, dismissal) into the overall strategic instruction of the organic law. All make-ups evaluate the effect of their employees to find out their relative worthy for the melodic phrase they are doing. Performance is being related to the productivity, it is crucial for the organization to achieve its goals and objectives. Effective exertion for the organization means that output hindquarters be maintained with fewer numbers of employees. Performing effectively is withal of crucial impo rtance to the employee because organizations can no wideer tolerate paltry military operation, they (employees) are more likely to be dismissed. The effective anxiety carrying out, therefore, is non only vital for the long-term survival of the organizations but is in like manner a moral obligation on the employees.Performance estimation is considered as the regular evaluation of individuals to their performance on the affair and their potentials for development (Dale S. Beach, 1980 290). Wendell French has delimitate performance idea as a regular and periodic opinion of how employees are doing their jobs in relation to establi drop down norms and the communication of that var. of sagacity to employees. It is a process of evaluation an employees job performance with respect to its requirements.A systematic performance estimate provides instruction for making decisions well-nigh assorted issues such as furtherances, pay increases, layoffs, training and development and transfers. It is managements powerful implement in potencyling human beings resource and productivity. Managers can improve an employees job performance through clarifying expectations and evaluating performance. Employees also, in general, prefer having around kind of idea to develop an appropriate vision of their own effectiveness and opportunities (Wood, 1988). egg performance assessment can meet the three needs, integrity of the organization and the other dickens of the individuals within the organizationIt provides systematic judgments to behind up salary increase, transfer, demotion or endpoint.It is the means of communicating to promoters the behavior, attitudes, skills or job friendship and let him know where he stands.It is used as a musical theme for coaching and counseling the individual by his superior.The effective management of performance is not only vital for the survival of the organization but is also in the best interest of the employees. The un derlying assumption of performance management is that the individual employees can satisfy their needs and objectives by contributing to the achievement of the organizations objectives. This may result in employees motivation and greater job-satisfaction which is at the totality of HRM (Foot and Hook 2008).The performance appraisal process generally consists of the following vi footmarks as depicted in bode 1 (Decenzo and Robbins, 1998).Figure 1. The Performance Appraisal ProcessEstablishment of performance standardsCommunicate the performance expectations to employeesMeasure actual amount of performanceCompare the actual performance with standardsDiscuss appraisal with the employeeIf needful, take disciplinal actionPerformance appraisal begins with the establishment of clear and objective standards of performance evolved out of job digest and job description. These standards need to be communicated to the employees. Subordinates throw off to receive and understand the info rmation properly. The third step is the measurement of the actual performance. For this, four measures can be utilized by managers, namely, personal observation, satisfied reports, oval reports and written reports. The fourth step is the comparing of the actual performance with standards. If some(prenominal) deviations are plant mingled with standards and actual performance, the manager may proceed to the fifth step to discuss the appraisal with the employees. Final step of appraisal is taking corrective action when it requiresThe objectives of performance appraisal can be classified by different ways but according to (Harrison, 1995) to the objectives of performance appraisal are i. administrative which determine orderly way of onward motional material, transfers and increase of payment. ii. Informative give the applicable data to management by and bynoon afternoon teatimetimem according to performance of subordinates and impuissance and strengths of individual. iii. Mo tivational create good environment to employee which motivate staff to develop themselves and to improve their performanceAccording to (Randell, et al. 1972) the main usance of staff appraisal is to evaluate, auditing, constructing succession plans, motivating staff, developing individuals and checking.Similarly according to (Lefton, 1997 ) performance appraisal can be defined by mainly four characteristics a. its lump b. it tries to find out why and how a subordinates is doing the job c. it tries to explore how subordinate can do better way in a job d.it always tries to produce benefits for subordinate, the organization and the superior.Performance evaluation systems in Nepalese organizations are mandatory. The results of performance appraisal are not used in terms of career development, reward management and employee training and development. The results are in general used to decide whether to promote employees or not (Adhikari, 2006).The main procedure of performance evalua tion in government and public enterprises is the onward motion of employees. It is not used for performance feedback to employees, reward management and identifying the needs of training and development. In urbane service, 40 percent of performance appraisal is confidential and hence non transparent to employee (Agrawal, 2001).Three different climaxes exist for doing appraisals. Employees can be appraised against (i) tyrannical standards, (ii) relative standards, or (iii) objectives (MBO). However, no one approach is always best. infinite standards are individual oriented whereas relative standards rank individuals. Management by objectives facilitates continuous improvement of performance results.Most of the private sector enterprises in Nepal lack systematic performance appraisal system. Personal judgment and ingrained assessment of owner-manager serves as the key criteria for performance appraisal (Agrawal, 1982). Formal and systematic performance appraisal system was non- existent in tea industriousness of Nepal. furtherance is the vertical movement of an individual in an organizations hierarchy, enhanced status, tended to(p) by change magnitude responsibilities, and usually with increased income, though it is not always so (Monappa and Engineer, 1999). It is the advancement of an employee to a higher job-rank in the organizational hierarchy accompanied by a pay rise (Pigors and Myers, 1981 303). Employees consider their ultimate success of their career and performance in terms of the number and frequency of promotion they get during their service. Yoder et al spy that promotion gives incentive to initiative, ambition and enterprise, tempestuousness and minimizes discontent, attracts capable personalities, appropriate logical training of advancement, and forms and effective reward for cooperation and loyalty, long term service, and so on (Yoder,1979). It increases satisfaction in the employees that their talents and capabilities are being recogn ized. In turn, they trust the organization and devote for the accomplishment of organizational goals and objectives.In Nepal, the obliging Service Act was promulgated in 1956 which stated that promotion should be given to well-bredian service personnel on the basis of get efficiency (Civil Service rule, 1993). Many changes have been through in the promotion system of the employee in the government organization since that time. The administrative Reform cathexis formed under the chairmanship of Mr. Vedananda Jha suggested that the promotion criteria for civil service personnel should allow (a) seniority, (b) experience, (c) academic qualification and training, and (d) departmental performance report including co-operative attitude. Another system Reform Commission formed under the chairmanship of Mr. B.B. Thapa noted as promotion occupied special importance in the career development of employees, so capability to hold higher promotion and the capacity to perform the work satis factory in the present position were the main criteria of promotion (Government of Nepal, 1996, base of Commission). Amendments were done in the Civil Service Rules in 1978 and 1983. Similarly the Administrative Reform Committee formed under the chairmanship of the then prime-minister Mr. G.P. Koirala in 1991 express performance oriented promotion system. The new Civil Service Act, 1993 situated stress on performance ability with criteria such as past tense performance, seniority, work experience of remote area, and academic qualification. Similarly, the comparative exercising weight-ages of promotion criteria of civil service employees were changed after 1992.NASCs get hold of on promotion system of civil services stated that there was lack of clarity in its purpose and no consistency in the average promotion period amidst level and services. The risk of subjectivity in merit rating was a major apprehension in the minds of civil servants for giving more weight to merit ratin g. Even the performance evaluators views were in favor of no connect of the promotion with the performance. Basic perquisites for sound performance appraisal practices, such as clear organizational and sectional objectives, individual job descriptions, adequate and authorized information system etc. were not properly provided in the civil service. Majorities were in favor of number allotting 50 percent of seats to the promotion by competitive examination as compared to the exiting 25 percent, in some cases even less.Williams (1972) ascertained that managers lacked adequate means or determination to control the motivation and productivity of their workforce. Job description, performance appraisal and output indicators were non-existent rewards and sanctions were irrationally applied salaries were not genuinely related to knowledge and or drive requirements offices had inadequate facilities poor co-operation and limited delegation. The top of the decision making level was congested by trivialities while middle-level staff were in a soporific frenzy over the responsibilities for complex planning and fiscal matter.The look into presented above fairly indicates that the limited attacks have been made to knowledge personnel / HR management practices in public and private enterprises of Nepal. Those studies have shed light on some aspects of personnel / HR management, however, the concluding state indicates that personnel /HR management in the past remained neglected areas of management. This brushup also indicates that no systematic stresss have been made to force field HRM practices in tea industry of Nepal. This knowledge gap has called for a systematic strike which could bridge up such a gap. The present study is an attempt in that direction.Tea industry which is racetracking position in the case economy is growing extensively mainly in the eastern neighborhood of Nepal. It is, being one of the most campaign intensive, agro-based industries it invol ves a great recognize of workforce, which provides direct employment to about 41000 workforces. After the privatization of Nepal Tea education mint in 2000, the change in ownership is also accompanied by deep changes in organizational procedures and culture that could have a ambiguous effect on enterprise behavior and performance (Manandhar, 1998).There have been only a few search studies in the field of human resource management in private enterprises of Nepal. And there has not that been any specific inquiry conducted in HRM in tea industry of Nepal. So, in view of the poor explore-based on HRM and the lack of knowledge animated in this field, the research work is virtually called for the streamlining of HRM practices. explore can lead to an increased understanding of an improvement in HRM practices. It can provide insights for managers as they attempt to increase employee productivity and satisfaction while reducing absences and turnover. interrogation can also identi fy potential problem areas related to HRM. intentness backgroundThe golden beginning of tea plantation in Nepal dates back to the year 1863, with the first tea processing factory was realized in the year 1878, in Ilam Tea Estate. In 1959 Budhkaran Tea Estate was established at Jhapa which was the first tea estate in private sector. in brief after this venture, Satighatta, Nakkalbanda, Mittal, Giribandhu Tea Estates and Himalaya Tea Garden were established. The establishment of Nepal Tea Development Corporation (NTDC) in 1966 is considered to be a landmark to augment the tea cultivation.Generally, two types of tea orthodox and CTC (Crush, tear and curl) are produced in Nepal. At present, there are 128 tea estates and 45 tea processing factories as registered in NTCDB. Basing on the previous statistical figure of total tea plantation area of 16420 hectares, and multiplying by 2.47 persons per hectare, it is estimated that about 41000 people are busy in tea industry of NepalTea indu stry which is considered as the spinal column of national economy of Nepal but there has not yet been any specific research conducted in HRM in tea industry of Nepal. So, in view of the poor research-based on HRM and the lack of knowledge existing in this field, the research work is virtually called for the streamlining of HRM practices. Research can lead to an increased understanding of an improvement in HRM practices. It lead provide insights for managers as they attempt to increase employee productivity and satisfaction while reducing absences and turnover.Research aim, research chiefs or hypothesis and objectivesResearch aimThe research aims is to investigate the employee performance appraisal system in an organization.Research questionIs the performance appraisal practice key to pay rise, training and development, promotion or termination of the employee in the tea industry of Nepal?Research objectivesThe specific objectives of this study are1. To examine how employee perfor mance is appraised in an organization.2. To evaluate the effectiveness of performance appraisal system in the organization.3. To analyze the relationship between performance appraisal and the factors like pay rise, training and development, promotion or termination of employee in an organization.Research MethodologyThe research ism applied for this research confuse ordain be phenomenological instead of positivist philosophical system and the research worker exit analyse and explain the purpose of research through the qualitative methods.4.1. Research Philosophies Positivism and PhenomenologyPhenomenology as a philosophy, propounded by Edmund Husserl in the 20th one C which is concerned with the systematic analyses and look of consciousness, social structures and phenomena as it approaches in the act of consciousness. The reflection in the phenomenological philosophy is to be done through the first person viewpoint which is highly modified first person. According to Saunder s et al. (2000) explained the significant differences between these two approaches of research which is very useful for this study to make epigrammatic choice. Regarding the worldview Saunders et al say that phenomenology describes world is unobjective which is socially constructed whereas Positivism philosophy says that the world is objective and external. In terms of their basic beliefs they further say that incontrovertibleness define that the observer is independent in his or her observation, talk about to this, phenomenological view says that the observer cant be isolated from what is being observed rather than the observer is a part of what is being observed. In positivism Science is taken as free of value contrary phenomenological philosophy takes the human interest in science. Phenomenology view says that human interest is to contort the science.Taking into consideration of research spirit the research the tec finds phenomenological philosophy opt for this study. Colli s and Hussey (2003) says that phenomenological research provides qualitative data which is well matched with this research, as the qualitative data by its nature is subjective and rich because there is a significant level of participation of the researcher. Besides these facts, the research setting is the technical organization which is natural setting rather than laboratory setting of the incontrovertible philosophy.4.2. Qualitative and Quantitative ResearchMainly there are mainly two kinds of research where researcher can apply any one of them or mix some(prenominal) qualitative and quantitative as per their ingest of the research topic. In this study, researcher give use qualitative approach with the definition of Collis and Hussey (2003) who says, qualitative research as an approach of study which is subjective and tries to explore and understand the social and human activities which includes reflection and examination on perceptions. Performance appraisal as such is a subj ective in nature which is related to the study of human behaviour with a quick-frozen organizational setting.Inductive and Deductive ResearchThe choice between two methods of research as inductive and deductive is also depends on the nature of the study. The deductive research which begins with theory and later tested through empiric observation. In this study, inductive approach impart be used where researcher moves from the particular to general.4.4 Source of DataIn the initial phase of investigation, a comprehensive study of various relevant materials books, reports, research works etc. allow be done. Both the elemental sources and puntary sources of data appeal tools will be applied. plot of ground ingathering data from essential sources, multi-data collecting method i.e. triangulation method will be applied. The researcher will entrap the questionnaires that elicit the facts regarding the personal appraisal system in the organization. In the second phase, the resear cher will visit the different tea states with semi structure audience schedules, design to get information on what was being done and how was it being done relating to various aspects of employee performance and appraisal process. Then after first field study, he will construct some research questions regarding to structure interview for flee study. So, at last with the help of pilot study he will fully prepare research question for structure interview for different employee as workers, managers and assistant. The researcher thinks that collecting data from different methods helps the researcher understand the phenomenon more deeply and increases the reliability and rigorousness of the data.The secondary data will be collected from various make and un create reports, records and documents of Central Bureau of Statistics, Labor Department / Office, means for stinting Development and Administration of TU, Nepal Tea and Coffee Development Board, Agro Enterprise Center under Federat ion of Nepal Chamber of Commerce and Industry. Data will also be collected from publications of different national and international institutions, research works, books and relevant articles published in different journals, magazines and newspapers etc. and will review for obtaining necessary information.4.5. Sampling ProcedureThe sampling method for selecting the tea estates will be judgmental sampling. The tea estates for this study will select mainly on the basis of their size of plantation, number of employees, and production performance of the companies representing both incorporated and private sector, and hilly as well as Terai region. For this study, five trail tea estates having their own processing factories will be selected comprising two tea estates from corporate sector, namely Kanyam tea state from hilly area of Ilam and Tokala from Jhapa district. On the other hand three tea estates from the private sector, namely, Budhkaran, Satighatta and Giribhandhu will be chose n from Jhapa district. Five employees from different level of each estate will be considered as a sample. So sample of this study will be 30.Analysis of DataAfter the collection of data from both primary and secondary sources most of the processing work, tabulation and calculations will be conducted manually in the beginning. Data will classify into different groups and last they will be presented in tabular forms. Similarly, the respondents views and opinions will be analyze in terms of different levels of employees such as managers / officers, assistants and laborers. The analyses of data will be made with the help of relevant statistical tools such as simple average, percentage and chi-square tests. For computation and statistical analysis electronic scientific calculator and computer will be used.Research ethicsWhile conducting the research we requires certain disciplines .It embodies certain goals and norms which the researcher need to maintain coordination between the actions or activities they applied and maintain which establish the public trust of the discipline. estimable standard helps the researcher to maintain knowledge and truth to minimise the error. It is crucial to avoid misrepresentation, fabrication, and falsification of data. Some ethical issues as honesty, integrity, objectivity, carefulness, openness will be carefully considered while conducting the research.. This study will reveal a clear picture about the existing state of HRM practices in tea industry. The outcome of the study may serve as a research infrastructure on which further researches can be built. And the information and conclusions derived from this study may be useful and helpful for practicing managers, as well as planners, policy makers and other agencies concerned, through better understanding of HRM practices relating to tea industry. Thus, it is a modest attempt towards examining and understanding HRM practices in tea industry of Nepal. Also, researcher has a good t aste of knowledge and highly interested about tea industry of Nepal from the very beginning. So the research topic will be significance for researcher.Human resource is the most important resource in an underdeveloped country like Nepal which can be mobilized or managed for the overall development of the country. But in practice, very little charge has been given to the management of human resources in any organizational setting. so Nepalese industries have been facing various HR problems such as low employee-morale, low productivity and greater tension between labor and management.TimescaleAfter the proposal has been accepted by the University of Wales the following time line will be followed to complete the research workFigure 2. Gantt chartMonths and weeksActivitiesAprilWeeksMayWeeksJuneWeeksJulyWeeks1234123412341234Read literatureConform objectives compose literature reviewField survey with semi structure interview scheduleResearch question for structure interview for pilot s tudyPilot study of interviewPrepare research question for final interviewConduct final interview with employee and fill up questionnaire tabular matter of raw dataAnalysis.Writing thesisDeadlineResourcesBoth primary and secondary sources will be used in the study. In the initial phase of investigation, a comprehensive study of various relevant materials books, reports, research works etc. will be done. The secondary data for this study will be used from previous research works, books and relevant articles published in different journals, magazines and newspapers etc.In the first stage of primary data , the tea estates were visited with the semi-structured interview schedules design to get information on what was being done and how was it being done. With that information from first visit, more accepted semi structure interview will be designed and piloted with 7 non-sampled employees of different levels such as managers, assistants and workers. Finally, revise structure interview schedules will be construct and administer to the 25 sample employees with different level.