PERFORMANCE EVALUATION AND ITS EFFECTS ON

GSJ: Volume 7, Issue 8, August 2019, Online: ISSN 2320-9186

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EMPLOYEES IN CONSTRUCTION INDUSTRY.

Ameer Hamza, Wiqar Ullah, Muhammad Hasnain.

Graduate student, Civil Engineering Department, INU Peshawar, Pakistan, PH: 03449180575. Email:[email protected].

Co-Supervisor, Civil Engineering Department, INU Peshawar, Pakistan, PH: 03128181476. Email:wiqarullah37@gmail.com.

Supervisor, Civil Engineering Department, INU Peshawar, Pakistan, PH: 03169553356. Email:mhasnain192@gmail.com

Keywords

Research, Performance, Mix Design, Construction, Industry.

ABSTACT

This research is about the Performance evaluation and beneficial process in construction industry, these provides annual

feedback to staff members about job effectiveness and career guidance. Appraisal is an important instrument in the

manpower management, if it is performed correctly and logically, it can conduct the organizations to their goal and the

personnel will achieve their interests. In this paper we study the effects of performance appraisal result s on the

employees in construction industry. For studying the research 395 samples was selected by chance. The data collection

instrument was a 37-quastion questionnaire including 35 closed questions measured by Likert's scales. sign tests were

used to analyze the data. The total results, Performance Evaluation were average and high. The effects of result s’ annual

Performance Evaluation on the job motivation were high. On the basis of the findings this research and those analyses,

Performance Evaluation is major factor on motivation. For this reason, its need to attention's managers and personnel.

GSJ: Volume 7, Issue 8, August 2019

ISSN 2320-9186

www.globalscientificjournal.com

1. INTRODUCTION

Performance appraisal has occupied the attention of researchers in human resource management,

organizational behaviour, and industrial/organizational psychology for many years. A review of the hundreds of

articles written on the subject revealed significant concern for the reasons behind ineffective performance

appraisal. Many articles emphasized management style and offered suggestions about how to appraise staff

(Gail Spence, 2007). Performance appraisal is the process of obtaining, analyzing and recording information

about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the

actual performance of the employee and also the future potential of the employee. Performance appraisal and

evaluation is identified as the identification, Measurement and management of human performance in

organizations and provides individuals with useful feedback and coaches them to higher levels of Performance

(Gomez-Mejia, 2007). The studies use the terms “performance evaluation” and “performance appraisal”

interchangeably, stating performance appraisals are a systematic way of evaluating the standard of a worker’s

performance (Grote, 2002).According to Dickinson (1993) Performance appraisals are an important part of

organizational life because they can serve a number of functions/purposes, including solving performance

problems, setting goals, administering rewards and discipline, and dismissal (Dickinson and Ilgen, 1993). It is a

powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his

achievements and evaluate his contribution towards the achievements of the overall organizational goals. By

focusing the attention on performance, performance appraisal goes to the heart of personnel management and

reflects the management’s interest in the progress of the employees. The Performance appraisal program is

based on the evaluation of two components at the end of each year: the competencies and levels identified for

the position and the key objectives established between each manager and their staff members for the period

covered by an appraisal cycle.

Performance appraisal has different objectives for management and for the employees. Employees are

interested in having an assessment of their work from the viewpoint of personal development, work satisfaction

and involvement in the organization. Management assesses the performance of employees to maintain

organizational control and disburse rewards and punishments to further organizational goals. Effective appraisals are

believed to motivate nurses to improve their practice (Longenecker, 1998), provide job

satisfaction, and improve staff morale (MacKenzie, 1995). Thus, a spirit of mutuality is essential in an effective

performance appraisal system.

Performance appraisal is a management tool which is helpful in motivating and effectively utilizing human

resources. Assessment of human potential is difficult, no matter how well designed and appropriates the

performance planning and appraisal system is. Performance appraisals are an important part of organizational

life because they can serve a number of functions/purposes, including solving performance problems, setting

goals, administering rewards and discipline, and dismissal (Dickinson and Ilgen, 1993). Therefore the

performance appraisal system should:

GSJ: Volume 7, Issue 8, August 2019

ISSN 2320-9186

www.globalscientificjournal.com

 ·be correlated with the organizational mission, philosophies and value system;

 Cover assessment of performance as well as potential for development;

 Take care of organizational as well as individual needs; and

help in creating a clean environment

 Linking rewards with achievements,

 Generating information for the growth of the employee as well as of the organization and Suggesting

appropriate person-task matching and career plans.

Feedback is an important component of performance appraisal. While positive feedback is easily accepted,

negative feedback often meets with resistance unless it is objective, based on a credible source and given in a

skillful manner (DeVoe and Iyengar, 2004). The act of motivation the employees are in the heart of the

organizations. Success in every organization depends upon the personnel motivation conducted by their

directors. According to Herzberg (1990), there are many factors (job) identification, the essence of job,

responsibility, advancement and improvement (Herzberg, 1990). In addition, there are other factors, such as: the

administration quality and its policy in an organization or company, the supervision quality, the (niutual)

relations between personnel, terms of reference, pays and status, security and performance appraisal (Najafi,

2010). Identifying the proficient employees and presenting them rewards (bonus) as a sign of motivation, in

order to improve their performance are among the essential factors in performance appraisal (Stephen P

Robbins, 1998).KavussiShal (1999) believes that the appraisal system is a good instrument to improve the

quality and quantity of the manpower's performance. Nowadays, performance appraisal is considered as an

important aspect in human resources management and a part of the control process in administration

(KavussiShal, 1999). Planning the appraisal process is an important subject in the government's official system

which is annually conducted in the governmental organizations, spending a large amount of time and

expenditures to reach the objectives like: manpower development, including improvements, promotions and

assignments in managerial positions, persuasion and punishment, salary increase, personnel's performance

feedback and determining their educational needs (Najafi, 2010). In spite of the permanent efforts in planning

more effective system for performance appraisal, there is convincing evidence of the authorities’ dissatisfaction

of the appraisal methods. The main reason for such dissatisfaction is the complexity of the process, leading to an

incapability of planning an exhaustive appraisal system. The appraisal systems are usually involved with the

following problems: the lack of adequate support by managers, impracticability, the appraiser's failure in

conducting a right and fair appraisal, and the lack of accordance with realities.Many of the problems, with

which, the employees of the state organizations concern are the direct result of the manager's incapability in the

appraisal process. Solving many job problems in various fields, such as: job assignment, promotion, transfer,

dismissal, training and salaries mainly upon the inefficiencies in the appraisal system (Zavvarzadeh, 1997).

According to Mirsepassi (1998) the present appraisal system is a window-dressing and may not lead to expected

results. It wastes the manager's time as a mere formality. He believes that despite of the reasonability and

scientific importance appraisal, it has usually failed in various organizations (particularly the state ones) as a

GSJ: Volume 7, Issue 8, August 2019

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result of complete indifference and has been criticized by personnel and even by manager (Mirsepassi, 1999).

Many managers filling out the appraisal forms emphasize the employees' seniority. In this way, they put an end

to the spirit of the creativity, perseverance and sincerity of the junior employees. The preset writer has observed

several times that the excellent grades are periodic, so that the unit supervisor gives grade with the question

"whose turn is this year?", before she/he fills up the forms. In addition, the HR department (personnel

department) changes the appraisal grades in such a way that the high grades will be allocated to the approved

persons. Nonetheless, even if an employee obtains a high grade, this will be no benefit to him/her according to

the minimum entitlement. Answering the question "Is performance appraisal necessary?" some of the managers

state as follows: "We usually tell the HR not to grade the employees such a way that they would be deprived of

group upgrading and we sign the graded forms. Or we tell them to divide the final grade between the appraisal

factors, so that the employee can obtain the expected grade" (Najafi , 2010).

Purpose:

As we said above this study aims to investigate the effect of the performance appraisal results on the job

motivation of Hamedan's health centers.

Method:

This study was an applied and descriptive analytical study that it was implemented in 2008-2009. (From

March 20, 2008 to March 19, 2009). The research population were the official personnel of Hamadan’s health

centers staff.Data were collected via the 37-quastion questionnaire including 35 closed questions measured by

Likert's scales and two open ones. The reliability coefficient of the questionnaire was calculated by "Cronbach's

Alpha" and estimated about 0.85. This is a large number which indicates a high reliability.After providing the

proper questionnaire, 395 questionnaires were sent to employees who were employed in the official personal of

Hamedan's health centers.

Data Analysis:

After gathering the questionnaires, the necessary data were obtained from them. Various statistical tools

were used in order to analyze the data, in the following fields:

1.Descriptive statistics: including the frequency tables, and the calculation of the central indices and distribution

indices.

2.Inferential statistics: in testing the research questions, the harmony between the answers was calculated using

a T- test in order to indicate whether there is an agreement between the respondents. This test was used to

compare the frequencies and percentages too. In addition, T-Student, ANOVA,Kolmogrov- Smironv and sign

tests were used.

GSJ: Volume 7, Issue 8, August 2019

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3. CONCLUSION

a. Analyzing the data shows that the appraisal is some high medium according to the respondents.

This indicates that the performance appraisal results have some effect on increasing the

motivation level. Sorush (2000) expresses different point in this field. The research outcome

shows that the performance appraisal results have a little effect on increasing the motivation

level. Various factors can increase the personnel's motivation which itself results in the

employee’s improvement and more organization efficiency, including: the observance of justice

and fairness in appraisal, practicing the realistic (and not mental) appraisal, the managers

complete control over the appraisal process, the appropriateness of the educational needs,

providing timely feed-back and participation of the appraised in the appraisal.

b. According to Sorush (2000), performance appraisal has a little effect on job motivation. The

present research shows that the appraisal results have so much influence on the personnel job

improvement. Abedi (2004) has reached the conclusion that according to 95 percent of the

respondents, the present appraisal process has had a very little effect on their success and

promotion. Analyzing the percent data also shows that about 78% of the respondents believe

that the current appraisal process has a medium or strong

c. effect on identifying the creative and talented employees.

d. According to Abedi, a majority of the respondents (about 87%) consider performance appraisal

as a weak process. It is obvious that the manpower as an important and valuable resource has

the capacity of creation, innovation, reasoning, thinking and managing in the field of the other

organizational resources in order to make use of all executive potentials of human resources and

reach the strategic organizational objectives. Javadein (2001) believes that identifying the

meritorious personnel is one of the primary goals of the performance

e. A majority of the respondents believe that the present appraisal has a strong effect on the

personnel reinforcement and activity programming so; it can be considered as an effective

process in this field. Abedi have come to the conclusion that more than 65 present of the

respondents believe that the appraisal process has a poor effect on the need announcement and

educational programs.

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4. ACKNOWLEDGEMENT

All praise due to ALLAH alone and most merciful and the most compassionate, who created men and women and

taught, them manners. He best owned us Holy Quran, which is guidance for their believers, and Peace be upon him

Holy Prophet “Mohammad” most perfect and the best among us and of even born on the surface of earth, who

lightness the hearts of believers in their lives.

I would like to acknowledge the assistance of the following people: -

 Engr. Muhammad Hasnain, INU University, for guidance, encouragement, understanding and supervision

of the research without him none of the finding would have been possible.

 Engr. Wiqar Ullah for their support to Co-Supervise me.

REFRENCES

[1]. Gail Spence, D. and EE. Wood, 2007. Registered Nurse Participation in Performance Appraisal Interviews,

Journal of Professional Nursing, 23(1): 55-59.

[2]. Gomez-Mejia, L., D. Balkin and R. Cardy, 2007. Managing Human Resources. (5th Ed.). NJ. 07458.

Grote, R.C., 2002. The performance appraisal question and answer book: A survival quide for managers.

New York: American management Association.

[3]. Dickinson, T.L., 1993. Attitudes about performance appraisal. In: H. Schuler, J. L. Farr, & M. Smith (Eds.),

Personnel selection and assessment: industrial and organizational perspectives. Hillsdale, NJ: Erlbaum., pp:

141-161.

[4]. Ilgen, D.R., 1993. Performance-appraisal accuracy: an illusive or sometimes misguided goal? In: H.

Schuler, J. L. Farr, & M. Smith (Eds.), Personnel selection and assessment: industrial and organizational

perspectives. Hillsdale, NJ: Erlbaum., pp: 235-252.

[5]. Longenecker, P.D., 1998. Managing nurse managers: What is the secret? Nursing Management, 29: 35-38.

[6]. MacKenzie, A.E., and T. MacKenzie, 1995. Evaluating individual performance in higher education: A new

challenge for nurse educators. Journal of Advanced Nursing, 22: 985-992.

[7]. DeVoe SE. and SS. Iyengar, 2004. Managers theories of subordinates: A cross-cultural examination of

manager perceptions of motivation and appraisal of performance, Organizational Behavior and Human

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ISSN 2320-9186