Research methodology
Research scope
THEORETICAL BACKGROUND ON PERFORMANCE APPRAISAL IN ORGANIZATION
Natures of Performance Appraisal
Performance management is a critical aspect of business operations, with companies frequently conducting appraisals for both administrative and developmental purposes Numerous documents and research studies address this topic, highlighting its significance Notably, David B Balkim emphasizes the challenges in quantifying performance dimensions in human resource management, as managers often struggle to assign definitive numbers or labels to these metrics.
Measuring employee performance can be challenging, as terms like "excellent," "good," "average," or "poor" are subjective Managers face hurdles such as rater errors, bias, and organizational politics during performance appraisals, which can lead to perceptions of unfair treatment among staff The authors of "Managing Human Resources" suggest using specific appraisal formats based on judgment type (relative or absolute) and measurement focus (trait, behavior, or outcome) Additionally, Zachary Dechev emphasizes the importance of effective goal-setting and preparation, ensuring that both managers and employees understand the purpose of appraisals and the expected outcomes This research aims to explore these concepts using practical data from the Rising Dragon Hotel system.
Performance appraisal (PA) is the outgoing process of evaluating and managing both the behavior and outcomes of employees in the workplace (Carrell, 1998) It is
The graduation internship process involves a supervisor assessing and evaluating the work performance of their subordinate Performance appraisal is defined as a systematic method through which organizations measure and evaluate individual employee behavior and achievements over a specific timeframe (Zairi, 1994).
The performance appraisal process consists of three key steps: identification, measurement, and management Identification involves determining the behaviors essential for successful performance through job analysis and description Measurement focuses on selecting the right tools for evaluating performance, including appraisal criteria and rating standards Finally, management aims to reinforce strong performance while addressing areas needing improvement through meetings and feedback sessions.
Source: Luis, David and Cardy 2007 2.1.2 Importance of Performance Appraisal
An effective employee appraisal facilitates a two-way feedback process, allowing employees to understand their strengths and areas for improvement This evaluation not only informs employees about their performance but also enables reviewers to gain insights from employees that can enhance the work environment Additionally, it helps identify potential obstacles that may hinder employee performance, allowing for necessary corrective actions to be taken.
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The appraisal process is essential for effective human resource planning (HRP), as it provides management with accurate and up-to-date information about employee performance This data is crucial for making informed decisions regarding promotions, demotions, transfers, layoffs, and terminations Without a clear understanding of employee capabilities, management cannot develop strategic employment plans for the future.
Performance appraisals are essential for making informed layoff decisions, as they help identify the weakest performers who are often the first to be let go Without a structured performance evaluation process, organizations risk losing their top talent, potentially leading to the dismissal of their best employees during layoffs.
Objectives of Performance Appraisal
To establish an effective appraisal system, it is essential to define clear objectives that align with both company goals and employee needs This article highlights common objectives that can be achieved through an appraisal system, emphasizing the importance of aligning methods to meet the diverse aims of both the organization and its staff.
Fletcher (2008) gives an excellent summary of the objectives of implementing an appraisal process.
The appraisal process begins with evaluation, which is crucial for assessing employee performance and identifying areas for improvement This systematic evaluation helps align job requirements with employee skills, allowing organizations to determine specific training needs for both individuals and the organization as a whole Gathering data on staff capabilities is vital for effective human resource planning Ultimately, the appraisee and their line manager collaboratively establish a future agenda for the next appraisal period, outlining key objectives and addressing any relevant training needs for professional development.
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From an organizational standpoint, employee appraisal is closely linked to the socialization of individuals into the company's norms and values Each organization has a dominant coalition that shapes its cultural framework, influencing the core values upheld within the workplace These cultural elements significantly impact the principles that guide employee appraisal processes and establish the competencies used to evaluate performance.
According to Fletcher (2008), employees perceive benefits when organizational objectives are achieved, such as receiving appropriate rewards and discussing development opportunities Appraisals serve as a platform for managers and subordinates to engage in discussions about performance, although this process can be socially uncomfortable and is effective only if the employee is open to being appraised.
(2008) identifies three factors that are particularly important in determining whether the employee engages in the process to help meet the objectives of appraisal They are:
- The employee's perception of the assessment as fair
- The quality of the employee's existing relationship with the person / persons doing the appraising
- The impact that the appraisal has on employee reward and their own well- being
Clearly, this presents a rich agenda for occupational psychologists Undoubtedly, appraisal has a 'technical element' in terms of how performance is measured. However, it is also a very social process.
Appraisal aims to foster the professional growth of the appraisee and enhance their role within the organization To effectively achieve this goal, it is crucial that the focus of the appraisal centers on behavior rather than on personality traits or other personal attributes (Kluger & DeNisi, 1996).
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Behavior can be modified by individuals, making it a controllable aspect, while personality tends to remain stable throughout adulthood It is important to focus on behavior in appraisals, as this is what individuals can change Although personality may be influenced, ethical considerations arise when discussing its malleability Tools like the Myers-Briggs Type Indicator can enhance self-awareness among employees by illustrating how their personality traits impact their performance in various workplace scenarios.
In the context of workplace behavior change, it is essential for both the appraiser and the appraisee to mutually commit to this transformation This process emphasizes collaboration rather than mere compliance from the appraisee, and it may require the appraiser, along with others, to adjust their own behaviors to support the appraisee's development effectively.
In occupational psychology, power inequality significantly influences the appraisal process, particularly during appraisal interviews, which are often perceived as discussions between the appraiser and appraisee However, the setting inherently creates an imbalance of power, especially since the appraiser is typically the appraisee's line manager This dynamic underscores the necessity of maintaining a focus on job performance, as the appraisal should not merely be about completing forms or assessing the appraisee's personal qualities.
Goals of Performance Appraisal
To enhance clarity and focus, goals will be defined with specificity, detailing precise steps along with designated timeframes and contexts This approach will assist both appraisers and appraisees in clearly understanding their objectives and identifying areas for review.
Measurable goals in performance appraisals must be quantifiable, allowing for clear answers to questions like "how much?", "how many?", and "how will I know when it is accomplished?".
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Identifying your most important goals is the first step towards making them a reality When these goals are attainable, they serve as motivation, driving you to enhance your performance and achieve success.
All performance appraisal goals should be realistic and attainable, serving as objectives that both the employee and employer are committed to achieving These goals must be practical, ensuring they are not merely aspirational but rather actionable targets that can be realistically pursued, avoiding the pitfalls of remaining perpetually unachievable.
Timeliness is a crucial goal of performance appraisal, as it ensures that evaluations occur within a specific timeframe, allowing for effective performance management.
Process and components of Performance Appraisal
The performance appraisal process consists of three key steps: identification, measurement, and management Identification involves analyzing job roles to determine the behaviors essential for success, while measurement focuses on selecting the right tools and criteria for evaluating performance Finally, management aims to reinforce positive performance and address areas needing improvement through meetings and feedback.
During the identification stage, it is crucial for the company to determine who will evaluate employee performance, with options including supervisors, peers, and the employees themselves Typically, performance appraisals fall under the purview of the employee's immediate supervisor, as they possess the most insight into the employee's work These evaluations not only aid in assessing performance but also serve as essential management tools, enabling supervisors to guide and monitor employee behavior effectively Without the ability to conduct appraisals, supervisors may lose authority and control over their team members.
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Incorporating peer appraisals alongside supervisory ratings can enhance performance evaluations, as peers and supervisors offer distinct perspectives on an employee's work While supervisors have a deeper understanding of job requirements and outcomes, peers provide a more authentic view of performance, often revealing behaviors that differ in the presence of a supervisor By using peer ratings to complement supervisory assessments, organizations can foster a consensus on employee performance, reduce biases, and increase acceptance of appraisal systems among staff.
Peer ratings can face significant challenges that may undermine their effectiveness, particularly when replacing supervisory evaluations Firstly, organizations need to evaluate their reward systems; in highly competitive environments, peers might view high ratings as a potential threat to their own career advancement Additionally, personal relationships can skew ratings, as individuals may hesitate to give low scores to avoid damaging friendships or disrupting team dynamics Conversely, negative feelings towards a colleague can also lead to biased low ratings, further complicating the reliability of peer assessments.
Many organizations incorporate self-ratings alongside supervisory evaluations, but these self-assessments tend to be more positive than those from supervisors and peers, potentially limiting their effectiveness as evaluative tools However, self-ratings can play a valuable role in employee development by revealing discrepancies between subordinate and supervisor perceptions, prompting employees to reflect on their strengths and weaknesses, facilitating more constructive appraisal discussions, and increasing openness to feedback and suggestions.
After establishing the relevant performance dimensions for various roles, organizations must decide on the most effective way to assess employee performance A key consideration in this process is the selection of an appropriate rating form Most organizations utilize standardized forms for managers to evaluate employee job performance; however, the effectiveness of these forms can vary significantly For optimal results, it is essential to choose a performance rating form that meets specific effectiveness criteria.
The graduation internship topic must be relevant, with clear rating standards Relevance signifies that the evaluation form should encompass essential information reflecting an individual's job performance level To ensure relevance, the form must incorporate all necessary criteria for performance assessment while omitting any irrelevant factors.
Criterion deficiency occurs when important performance criteria are omitted from evaluation processes For instance, an appraisal form that evaluates police officers solely on the number of arrests is deficient, as it overlooks critical aspects of their job performance, including conviction rates, court performance, and commendations This narrow focus can misguide employee behavior, leading officers to prioritize arrests over other essential responsibilities, ultimately undermining organizational goals.
Criterion contamination happens when irrelevant factors are included in performance evaluations, leading to unfair assessments of employees For instance, evaluating an auto mechanic based on personal cleanliness is an example of criterion contamination, as this trait does not impact their job performance.
Performance standards define the expected level of employee performance, providing clear guidelines for what the company requires For example, stating "load a truck within one hour" is more specific than simply saying "work quickly." Clear performance standards not only guide employee behavior but also enable supervisors to deliver more accurate evaluations, reducing discrepancies in assessments.
"quickly" means, but both attribute the same meaning to "one hour."
To achieve the outlined standards, a company must implement an effective performance rating form that serves as the foundation for evaluations This form highlights the specific performance dimensions to be assessed and the corresponding rating scale Human Resources (HR) professionals have created various performance appraisal tools, each with distinct advantages and disadvantages, which will be detailed in the following section.
In the context of graduation internships, it's important to recognize that companies have the flexibility to develop various assessment tools For example, they can evaluate employee performance on specific job tasks through the use of graphic or behavior rating scales.
During the management phase of performance appraisal, employees receive crucial feedback regarding their performance, which can either reinforce strengths or address areas for improvement This feedback is usually delivered in a formal appraisal interview, where managers discuss the results with the employee It is essential for employees to comprehend their performance shortcomings and have the opportunity to ask questions about the appraisal process and their future development For the appraisal interview to be effective, managers must communicate feedback in a manner that is both clear and constructive, ensuring it is well-received by the employee.
The appraisal interview may include an appeals process, allowing employees to contest or dispute their evaluations if they believe they are unjust or incorrect This system is advantageous as it promotes fairness and accountability in performance assessments.
- allows employees to voice their concerns.
- fosters more accurate ratings—the fear of a possible challenge may discourage raters from assigning arbitrary or biased ratings.
- often prevents the involvement of outside third parties (e.g., unions, courts).
The appeals system can weaken a supervisor's authority and potentially lead to leniency errors, as supervisors might assign more favorable ratings to circumvent the complexities of an appeal process.
Approaches to Performance Appraisal
In our social life, we appraise or evaluate, in our own ways, the worth of others We select a tailor, hairdresser, doctor or architect through our evaluation of their worth.
So do the organizations as well All employees are appraised on their job performance in some manner or another.
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According to Luis, David and Cardy 2007, there would be 2 types of judgment, which are comparative approach and absolute approach.
The ranking approach involves supervisors comparing employees against one another, commonly used in workplaces to create a competitive atmosphere, particularly effective in small companies This method entails evaluating each employee relative to their peers, with points assigned to reflect their performance.
Paired comparison is a method used to evaluate individual performance by totaling and comparing points assigned to employees This approach encourages forced distribution, requiring managers to categorize employees into specific groups, thereby preventing them from rating everyone as outstanding or average.
Supervisors assess employee performance based on established standards, making this evaluation method easier to defend legally, especially in larger organizations Although it is more time-consuming and costly, this approach focuses on absolute standards rather than comparative assessments Each employee's evaluation is conducted independently, considering individual traits, attributes, and behaviors Raters evaluate employees based on relevant characteristics that influence their performance.
In a different observed corner, industries make performance appraisal of their employees using three possible approaches:
1 A casual, unsystematic, and often haphazard appraisal.
2 A traditional and highly systematic appraisal
3 Appraisal through mutual goal setting, i.e Management by Objectives (MBO)
A brief description of each of these follows:
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The casual approach to performance appraisal was once widely utilized, but it has declined in popularity due to the increasing demand for both quantitative and qualitative assessments of employee output among rank-and-file personnel.
This approach is used to evaluate:
All employees are evaluated uniformly, ensuring that their ratings are comparable A survey of 426 firms indicates a growing trend towards systematic employee evaluations, with 67 percent of companies adopting a formal approach rather than a casual one.
The article emphasizes a positive correlation between firm size and the formal evaluation of employees, revealing that 87% of companies with over 5,000 employees implement a systematic performance appraisal approach.
The Mutual Goal Setting Approach:
This is also called “the behavioral approach” This is an improvement over the traditional approach in which the supervisor was placed in the position of “all in all”
To address the issue of subjective and biased evaluations, a new approach has been developed that emphasizes mutual goal setting and collaborative progress appraisal between the appraiser and the appraisee.
This is popularly known as ‘Management by Objectives (MBO) The use of theMBO as an appraisal approach is gaining popularity in the organization.
Methods of Performance Appraisal
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In this research, we’ll outline some past and future oriented methods that can be considered templates to which the employer can refine for maximum fairness and accuracy.
Implementing a two-way performance appraisal system allows employees and junior managers to assess their supervisors, fostering a culture of mutual feedback This approach not only enhances accountability but also promotes open communication within the organization.
Rating scales offer a significant advantage due to their structured and standardized nature, facilitating easy comparison of ratings across entire workforces By applying the same appraisal process and rating criteria to each employee, these scales promote equal treatment among appraisees and establish consistent performance measures throughout the organization.
Rating scale methods are straightforward and user-friendly, making them widely accepted and popular Their intuitive design allows both appraisers and appraisees to easily grasp the logic behind the bipolar scale, contributing to its effectiveness and efficiency in evaluations.
However, rating scales also bring some disadvantages as below:
Are the selected rating-scale traits clearly relevant to the jobs of all the appraisees?
It is inevitable that with a standardized and fixed system of appraisal that certain traits will have a greater relevance in some jobs than in others.
In jobs with rigid structures and clearly defined roles, the trait of "initiative" may hold less significance Consequently, a low evaluation of an employee's initiative does not necessarily indicate a lack of this quality; instead, it may simply highlight the limited opportunities available for the employee to demonstrate and utilize their initiative effectively.
Chuyên đề thực tập Tốt nghiệp relevance of rating scales is therefore said to be context-sensitive Job and workplace circumstances must be taken into account.
Rating scales aim to capture all essential indicators of employee performance, operating under the assumption that they encompass the most accurate measures while excluding irrelevant factors.
Proving the assumption that employee performance is solely based on selected traits is challenging, as various unconsidered factors may influence their contributions Consequently, employees may receive ratings that inadequately represent their true effort and value to the organization, leading to systemic disadvantages in the rating scale method.
This includes various well-known problems of selective perception (such as the horns and halos effect) as well as problems of perceived meaning.
Selective perception refers to the human inclination to form personal and subjective judgments about an individual's true nature, often leading to a biased search for evidence that confirms these beliefs while disregarding contradictory information.
This is a common and normal psychological phenomenon All human beings are affected by it In other words, we see in others what we want to see in them.
The halo effect can lead supervisors to overlook an employee's declining performance, as they may hold a belief in the employee's inherent goodness Consequently, instead of addressing issues or providing necessary corrections, the supervisor may cover for the employee and offer excuses for their lack of productivity.
Supervisors can sometimes develop a negative perception of an employee due to the horns effect, leading them to unfairly criticize and undermine that employee This bias may not always be evident in extreme ways, but it subtly influences their evaluations and interactions, creating an unbalanced work environment.
Chuyên đề thực tập Tốt nghiệp subtle manifestations, it can be a significant threat to the effectiveness and credibility of performance appraisal.
Problems of perceived meaning occur when appraisers do not share the same opinion about the meaning of the selected traits and the language used on the rating scales.
The perception of initiative can vary among appraisers; one may view an employee's act of reporting work problems to a supervisor as a positive demonstration of initiative, while another might interpret the same behavior as a sign of excessive reliance on supervisory support, indicating a deficiency in initiative.
As well, the language and terms used to construct a scale - such as "Performance exceeds expectations" or "Below average skill" - may mean different things to different appraisers.
The problem here is not so much errors in perception as errors in appraiser judgment and motive Unlike perceptual errors, these errors may be (at times) deliberate.
Central tendency bias is a prevalent rating error among appraisers who may feel overwhelmed or hesitant to confront performance issues As a result, they often assign overly neutral ratings, such as "satisfactory" or "adequate," which do not accurately reflect an employee's true performance This tendency leads to a disproportionate clustering of ratings around the midpoint of the evaluation scale.
This problem is worsened in organizations where the appraisal process does not enjoy strong management support, or where the appraisers do not feel confident with the task of appraisal.
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The narrative technique and critical-independent method provide a detailed analysis of job performance by combining essay assessments with a running log of positive and negative behaviors These techniques allow for a comprehensive evaluation, emphasizing the recognition of positive behaviors while also identifying areas needing improvement However, a potential drawback is the employee's interpretation of the evaluation, which may skew either too positively or too negatively compared to a scoring system.
Everyone possesses a range of strengths and weaknesses, as skills exist on a continuum rather than a binary scale Misunderstandings can arise when managers make extreme assessments of an employee's abilities in written evaluations For instance, an employee with less developed presentation skills may feel discouraged if a manager claims she "doesn't demonstrate public speaking abilities." Utilizing checklists that rate skills on a scale—from 1 (needs improvement) to 5 (exceeds expectations)—can help managers avoid exaggeration and inflammatory language in their feedback.
Using checklists in employee evaluations promotes fairness by ensuring all employees are assessed based on the same criteria, reducing the risk of discrimination This structured approach encourages managers to evaluate performance systematically, focusing on specific skills and minimizing the potential for overlooking important strengths and weaknesses By utilizing a checklist framework, emotional biases in performance reviews are diminished, leading to more objective and thorough evaluations.
The forced choice method was designed to mitigate bias and prevent the occurrence of excessively high ratings in organizations Its main objective is to address the inclination of raters to consistently provide high or low evaluations, ensuring a more balanced assessment process.
CURRENT TECHNICAL COMPONENTS OF RECEPTIONIST
Background information of Rising Dragon Hotel
3.1.1 Overview of Rising Dragon Hotel system
Hanoi, once known as "Thang Long" or "Rising Dragon," was named by King Ly Thai To in 1010 after he admired the area's stunning landscape between the mountains and the Red River This vision of a golden dragon ascending to the heavens inspired him to establish the capital there Under his reign, Vietnam experienced a flourishing of art and culture, rapid advancements in business and agriculture, and a period of prosperity for its people The Rising Dragon Hotel embodies the optimism and pride of this historic era.
Rising Dragon Hotel, located in the heart of Hanoi’s Old Quarter, offers a modern escape with stunning views of the vibrant streets Guests can enjoy contemporary rooms featuring full-size bathtubs, marble countertops, modern air conditioning, free Wi-Fi, and elegant hardwood floors.
Relax in your room or visit the on-site Contemporary Art Gallery If you can tear yourself away, there are other entertainments within sight of the hotel.
The hotel is conveniently located near the vibrant Old Quarter, featuring a shoe borough, made-to-order and ready-made clothing sections, as well as a lively bar and restaurant district Guests will also find essential amenities nearby, including supermarkets, ATMs, the ANZ Bank, the local post office, and FedEx headquarters, along with the modern Trang Tien Plaza shopping mall in Hanoi.
3.1.2 Receptionist labor force in Rising Dragon Hotel
Receptionists play a crucial role in the Rising Dragon Hotel System due to their adaptability, organizational skills, and dedication Despite the presence of various departments within the hotel and tourism sector, Front Desk Officers remain pivotal in managing key activities, particularly in revenue generation and contract management for the company.
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Hotel system, receptionist’s labor force is considered to be responsible for most of the hotel’s business So the matter of appraising their performance is very important and crucial
Until now, Rising Dragon Hotel system has been generated into 8 different hotels with the number of receptionists are as the table below:
No Hotels No of staffs
No of receptionists that quit
Source: survey by the author
The upcoming survey aims to conduct in-depth interviews with both current and former hotel receptionists to identify the primary reasons behind their departure from the role.
Survey sent out Survey return Percentage
Source: survey by the author 3.1.3 Current methods of RDH’s performance appraisal
Rising Dragon Hotel operates within the hotel and tourism sector with a strong focus on profitability as a primary objective This commitment to financial success underscores the importance of setting clear targets, which serve as essential metrics for evaluating both the hotel's operations and overall performance.
Receptionists play a crucial role in the hotel industry, making their performance evaluation essential for overall success Despite the importance of a comprehensive appraisal system, management by objectives remains the primary method for assessing their performance Each month, receptionists undergo a performance appraisal process, receiving evaluations from their line managers based on team performance rather than individual achievements Consequently, bonuses are allocated to teams rather than individuals, ensuring that all receptionists share in the rewards equally, despite potential variations in individual performance assessments.
Current components of receptionist performance appraisal system in
RDH operates as a cohesive hotel system with a clear hierarchy, starting from the general manager down to the receptionist In the appraisal process, only managers and the front office manager conduct evaluations, avoiding peer and self-ratings to maintain focus and reduce bias This streamlined approach allows for a more efficient assessment of receptionist performance, aligning with the unique operational characteristics of RDH.
To enhance the accuracy of staff performance assessments, the Board of Management has implemented a standardized evaluation process This initiative aims to streamline the appraisal procedure, allowing appraisers to save time while effectively measuring performance A comprehensive form will be provided, incorporating essential metrics that significantly influence the overall valuation.
After the performance appraising method, it is also another important process when the appraiser issue the feedback to the receptionists
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RECOMMENDATIONS TO IMPROVE RECEPTIONIST PERFORMANCE
Recommendations for the Board of Management
To enhance the effectiveness of performance appraisals within a large hotel system, the Board of Management should establish a stringent policy that identifies key evaluation criteria and sets practical goals for receptionists This policy must outline the appraisal methods, procedural steps, requirements, and expected outcomes, while also incorporating a rewarding mechanism to motivate high performers.
The Board of Management at RDH must emphasize that performance appraisals are mandatory for all employees, highlighting that it is both their responsibility and right to ensure these evaluations are conducted accurately, without bias, and transparently To gain consensus among staff, the Board should demonstrate a strong commitment to the appraisal process, making it clear that the outcomes will directly influence career development opportunities and promotional decisions within RDH.
To ensure effective implementation of performance appraisal (PA) methods in RDH, it is essential to assign a dedicated team responsible for supervising and monitoring the process This team will ensure that receptionists conduct PA seriously and impartially, adhering to established policies and maintaining fair evaluations They will also facilitate mutual agreement between appraisers and appraisees on the results In the event of any policy violations, the team will promptly report to the Board of Management and take appropriate actions to address the issues, ensuring that the PA process remains robust and effective.
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Managers may not have the ability to change the overall performance appraisal system, but they can enhance the appraisal process for their teams By adopting a positive approach, managers can transform performance appraisals into effective tools for communication, goal setting, and employee development Utilizing the suggestions found in performance appraisal FAQs can help managers create a meaningful appraisal experience while still adhering to system requirements Ultimately, this proactive approach can lead to a more rewarding process for both managers and their employees.
Building performance criteria is essential, as most receptionists believe that evaluation and task assessment should be key components of the performance appraisal (PA) report Managers should utilize these evaluations for both rewards and penalties, promoting fairness and justice within the Front Desk Office (FDO) This approach fosters a more competitive environment, ultimately enhancing overall performance.
Recommendations for the RDH Receptionists
Receptionists should actively engage in the performance appraisal (PA) process, viewing their participation as a right rather than merely a responsibility They are encouraged to remind their appraisers about the PA if it appears to be overlooked and to monitor the appraisal process for any signs of bias or unfair practices In cases of violations, employees should promptly report to human resources or the Board of Management to ensure timely action, thereby enhancing the effectiveness and integrity of the PA system.
Employees should be fully aware of their rights and responsibilities regarding performance appraisal (PA) to achieve optimal results Understanding the significance of PA not only for personal growth but also for the hotel's success is crucial When employees recognize the connection between PA, career development, and promotion opportunities, they become more engaged in the appraisal process This awareness of the benefits of PA ultimately leads to improved performance and career advancement.
Graduating interns should clearly understand their responsibilities regarding Performance Appraisal (PA) They can find comprehensive information about PA in the company's policies and guidelines or by consulting with human resource staff to clarify any uncertainties.
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This study evaluates the performance appraisal system at RDH, identifying key issues through a survey of RDH receptionists and an in-depth interview with the human resource manager The findings reveal the strengths and weaknesses of the current appraisal system, providing insights to develop solutions that enhance human capital and address identified shortcomings.
The performance appraisal (PA) system at RDH has proven successful in establishing a payment and reward basis for receptionists, linking their corporate salary structure to individual performance, which enhances their income and motivation Additionally, the PA process aids in identifying employees' strengths and weaknesses, facilitating the development of improvement plans However, the current PA system faces significant shortcomings, including inflexibility and a lack of clear criteria, hindering receptionists from meeting hotel targets and gaining recognition Furthermore, the effectiveness of managers in conducting appraisals is critical, yet many struggle in this role, impacting the overall success of the PA system To address these issues, proposals include developing a robust appraisal system with effective methods and structured interviews, alongside enhancing human resource policies to better support employee development.
The performance appraisal teams, including managers and department heads, have struggled to effectively conduct appraisals, leading to results that lack credibility and persuasiveness for employees To address these deficiencies, it is essential to implement a comprehensive training program focused on performance appraisal techniques This training will equip appraisers with a thorough understanding of the rationale and methods behind effective appraisals, enabling them to take the initiative and achieve optimal outcomes during each appraisal cycle.
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(explorehr.org/articles/Performance_Appraisal/Performance_Appraisa l_Methods.html)
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Northern Power Corporation (NPC), NEU Business School, National
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Appraisals The Free Management Library.
(managementhelp.org/emp_perf/perf_rvw/basics.htm)
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10 Nguyen Thi Mai (2014), Improving performance appraisal for staffs at MP Telecom Co., Ltd, NEU Business School, National Economics
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Vietnam productivity centre (VPC), NEU Business School, National
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17.http://www.referenceforbusiness.com/management/Em-Exp/
Employee-Evaluation-and-Performance-Appraisals.html
18.http://risingdragonhotel.com/about-us/#
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We kindly ask you to take a few minutes to complete this anonymous survey Your individual responses are crucial, as they will contribute to a collective understanding that aids the author in conducting research aimed at enhancing the performance appraisal system at Rising Dragon Hotel.
Should you have any questions/ comments or contribution to my survey, please kindly contact me via:
Ms Nguyen Thi Quynh Nga – Front Desk Office – Rising Dragon Palace – Rising Dragon hotel system – 12 Nguyen Quang Bich Street, Hoan Kiem District, Hanoi Mobile: 0168.994.1309
Email: quynhnga.eec@gmail.com
Thank you so much for your cooperation!
Years in Front Desk Office in RDH:
Please tick (v) on the question that you mostly agree with.
1 The number of your working experience years? a Less than 1 year b From 1 to 3 years c More than 3 years
2 Are you current receptionists of RDH? a Yes b No
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3 If no, are you still working in hotel and tourism field? a Yes b No
4 Does RDH have any policy for the annual performance appraisal? a Yes b No c Not sure
5 Have you ever trained about staff performance appraisal in RDH? a Yes b No
6 What do you expect from the performance appraisal in RDH? a To get commensurate payment and incentive with working result b Help me with identifying my strengths and weaknesses c Help me to evaluate the efficiency of work of the past and increase the efficiency at work in the future. d Bring me more chance for improving my profession through training courses. e To be precisely evaluated capacity and achievement for promotion or being transferred to more suitable position.
7 Do you think current PAS for receptionist s at RDH is necessary and important? a Yes b No
8 Do you have any performance report? a Yes b No c Not sure
9 Do you think it is needed? a Yes b No c Not sure
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10 If yes, what following items should be included in your own performance report? a Task b Process c Quality(time, result) d Evaluation(achievement, failures, problem & solution) e Other comments (support needed, etc.)
11 Do you have the performance target for a period which is approved by your line manager? a Yes b No c Not sure
12 Do you set the objectives for you? a Yes b No
13 Do you know how to set objectives? a Yes b No c Not sure
14 In your opinion, for which following purposes should the PAS in RDH be used? a Salary adjustment b Downsizing c Develop the receptionists and training needs d Promotion consideration e Punishment or rewards f To help the staff improve their underperformance g Other purpose, please name………. h None of them i I don’t know
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15 Who conducts your performance appraisal? a Colleges b Myself c Front desk officer manager d Manager and I am acknowledged e Both front desk officer manager and manager
16 Who do you think often get high evaluation result? a Receptionist who is at FOM level or have long time of service b Receptionist who is relatives with manager level of has good relationship with manager/ appraiser c Receptionist who is competent and hard working
17 What do you think of the influence of PA to monthly salary? a Have much influence b No affect c Not much affect
18 Do you satisfy with that influence of PA to your monthly salary? a Yes b No
19 Do you satisfy with the fact that PA is conducted by team’s objectives or individual’s objectives? a Team’s objectives b Individual’s objectives
20 Have you found any change / update in performance appraiser in RDH over years? a Yes b No
Chuyên đề thực tập Tốt nghiệp
21.What do you think of current PA method?
Agree Neither Disagree Strongly disagree Current method is fair and objective
Current method is emotion oriented
Current evaluation method takes a lot of time
PA is correct in evaluation
22 Are you satisfied with the monthly appraisal result? a Yes b No
23.In your opinion, what is the problem of appraisers?
Strongly agree Agree Neither Disagree Strongly disagree The appraisers are not competent of appraisal process of the company
The appraisers seem not to be aware of the importance of appraisal
Chuyên đề thực tập Tốt nghiệp weak at communicating with employees when doing appraisal
24 In your opinion, how often should the Pa be conducted? a Monthly b Quarterly c Annually d Seasons (high season or low season)
25 What components that you think should be changed most to make appraisal better? a Objectives of PA b Method of PA c Process of PA d Appraiser e Time of appraisal
26 Have you ever received no bonus or salary adjustment? a Yes b No
Chuyên đề thực tập Tốt nghiệp
Chuyên đề thực tập Tốt nghiệp