Introduction
To gain an increase in employee productivity, it is essential for companies to assess and communicate how well an employee is performing on the job Performance appraisal is used in businesses as a technique for both assessment and improvement When it comes to making important choices about pay, training, incentives, and promotions—all of which are critical to maintaining and increasing employee productivity—an objective and trustworthy performance review is essential (Zhang and Bartol, 2010) New recruits may be better placed, planned for, and counseled based on the results of a performance review As a developing tool, it highlights workers with administrative qualities, who may be regarded as management materials, for greater leadership roles in the company In this theoretical framework, it is shown that the feedback mechanism built into performance appraisals is a powerful motivator that leads to improved productivity (VandeWalle et al., 2000; Whitaker et al., 2007) The value of a highly engaged workforce has been noted by Pulakos (2009), where the author makes the point that the productivity of the workers is truly the productivity of the company Employee motivation is boosted by performance reviews because they help employers meet workers' immediate needs while also creating an environment that presents them with constructive challenges Job enhancement, in which the individual's work is reorganized to increase their sense of fulfillment in their role, is a common component of this approach
The problem of management in a business is a particularly difficult one According to Prasad (2005), one of the most important aspects of effective leadership of any company involves dealing with the efficiency of the workers via the use of high-quality performance review activities This represents a change from the previously held view that boosting productivity in a company primarily involves pressuring its people to perform at their best without also considering their level of contentment in their jobs Biswajeet (2009) made a valid point when the author stated that a company can achieve success if its staff's performance is properly assessed This means that a performance scale ought to be implemented, with factors like employee motivation, customer satisfaction, efficient marketing tactics, profits, and efficiency all being taken into account (Chan and Lynn,1991) These components make up the primary interaction that establishes how effectively a business does or will function in the future Leisink and Knies (2017) believe that assessments aid management in improving, evaluating, and providing an objective foundation for HR choices; and assist employees understand the expectation from the business, which in turn strengthens and improves their performance (Lindsey, 2005; Longenecker, 1997; Waldersee and Luthans, 1994; Wells, 2002)
The performance assessment system is crucial to human resources management, but it's also highly vulnerable (Pulakos, 2009) Performance evaluation must link work needs to corporate objectives According to Grubb (2007), measuring an employee's current performance and improving their future performance benefits the organization Performance evaluation goals must be well understood and applied by evaluators Wolf (2005).The method of judging employee performance must be sensitive enough to distinguish between top performers and slackers It must be precise enough to guarantee that different raters using the same method will provide consistent results when applied to the same employee Workers and reviewers must comprehend the method used to evaluate performance (Fletcher, 2004) Efficiency increases when employees know how well they're performing their work and share that information Public and commercial companies utilize performance reviews to assess workers and management After hiring, training, and working, Mathis and Jackson (1994) recommend performance evaluations Thus, a performance assessment appraisal evaluates an employee's work and provides feedback and coaching to improve productivity.
Curnon Vietnam Background information
Many Vietnamese high-end watches are imported or made by foreign brands Curnon, founded in 2013, is the result of a collaboration between a group of young, passionate Vietnamese people who care deeply about making high-quality, aesthetically pleasing, and trendy timepieces and want to introduce Vietnamese watches to the fashion-forward world Curnon represents young Vietnamese entrepreneurs Due to their extensive development, the firm created a big impression in the accessory sector and increased customer awareness and sales Curnon makes high-quality, attractive items Thus, young Vietnamese and fashion watch enthusiasts love Curnon Curnon's basic yet attractive appearance, high craftsmanship, and inexpensive price have made them competitive with global fashion watch companies The company has established a loyal consumer base supporting their stores and an e-commerce platform.
Statement of problem
Maximizing staff productivity is the primary problem for administrators in any industry Consequently, it's apparent that performance reviews will always be necessary Most companies lose their competitiveness since their employees aren't pushed to provide their very best effort Every company relies on its management and workforce to function Issues will arise, such as people not being committed to their jobs, having poor perseverance, and producing less products and services, if leadership fails to engage heavily in their well-being Managers need to be able to identify issues for an accurate appraisal, but they also have the responsibility to offer employees with beneficial criticism and implement necessary modifications to boost effectiveness However, it is sometimes quite challenging for leaders to convince evaluators to separate one's efforts from those of the work team and to refrain from making rapid conclusions regarding persona prejudice Another difficulty with performance assessment is that most companies only do them annually, with just a minority doing them every six months or more often This means that the companies are not getting a true picture of how well their workers are performing Rather than basing decisions on empirical indications of success, annual reviews often rely on the personal judgments of the reviewers These flaws have led individuals to believe that performance reviews have a high rate with mistakes and serve no use in making choices regarding employment and job elevation Outcomes can't be guaranteed to be equal, precise, legal, and acceptable in the absence of a well-structured evaluation mechanism.
Research Objectives
The primary purpose of this research was to examine the impact of performance appraisals on worker performance at Curnon Vietnam
The objectives of this study are to obtain the following goals:
• To conduct a critical literature review about Performance Appraisal
• To investigate the Performance Appraisal effectiveness within Curnon Vietnam
• To propose suggestions for the development of Performance Appraisal process at Curnon Vietnam to enhance its employee performance
Research Questions
What impact does feedback from appraisals of performance have on productivity at Curnon?
How does the performance appraisal process at Curnon impact the work output of its workers?
How does a goal set in a performance review influence work output at Curnon?
How does Curnon's technique of performance evaluation influence the productivity of its staff?
Significance of the study
With the information gleaned from this research, organizations will be better able to recognize and create standards that will increase successful staff evaluation, ultimately leading to improved staff performance Those interested in learning more about the management of human resources and growth can use this research as a jumping-off point Finally, this will equip other companies' upper echelons with crucial information before they begin planning for personnel and growth Although this study was conducted primarily for academic purposes, it is hoped that the findings will be useful to management as well as employees of Curnon Vietnam and other organizations, particularly those who are trying to improve their staff's understanding of and appreciation for the management of employee performance In addition, the study's results would enrich the foundation of existing knowledge and writing, and they could provide a launching point for future scholars interested in similar work.
Scope of Study
The purpose of this research is to analyze the effect that performance reviews have on employee output in Curnon Vietnam The necessary data was collected from a representative sample of both management and non-management personnel Sixty workers at Curnon were selected for the research.
Performance Appraisal
Over the past number of years, many studies have been conducted on the topic of performance appraisal (Bretz et al., 1992; Fisher, 1989) Even though it may seem basic, appraisals of performance are often used to provide constructive criticism and help workers pinpoint areas in which they may improve (Ruddin, 2005) Businesses and organizations, on average, apply performance appraisals on a regular basis (Murphy & Cleveland, 1991)
HR decisions, assessments, and feedback are just some of the many uses for performance appraisal systems (Cleveland, Murphy & Williams, 1989) Organizational leaders and employees may better work together toward shared objectives with the help of a formal appraisal and incentive system (Cleveland, Murphy, & William, 1989) Performance appraisal is a crucial part of any human resource management strategy aimed at improving an organization's productivity Information gained from performance appraisals may be used for things like hiring new employees, enhancing the skillsets of current workers, and retaining talented workers via adequate rewards for their efforts (Lillian, Mathooko, & Sitati, 2011)
Businesses make investments in their workers to enhance personnel management and gain an advantage over competitors (Esfahani et al., 2014 In addition, they assess their workforce to determine which members have room for growth and which segments of success could use some fine-tuning (Lira, 2015) Businesses apply performance evaluation or employee assessment tools to offer workers with input and determine potential growth requirements to achieve the highest possible productivity Workers should have their feedback provided in terms of their performance to be recognized and awarded for their efforts (Levy, Silverman, & Cavanaugh, 2015) When workers have a good attitude toward appraisals, they are more likely to involve in training programs that may boost their skills and productivity (Nikpeyma et al., 2013) It is vital that staff members be aware that their performance is being examined (Shields,2007)
Performance appraisal serves as a channel of communication between management and workers, providing the latter with insight into the company's guiding principles The performance review also translates established business procedures into goals for each employee's development (Nikpeyma et al., 2013; Rachana & Ghosh, 2012) The organizational setting should be considered by managers during performance reviews, so that employees may have a positive impression of the assessment procedure (Nikpeyma et al., 2013) Similarly, Rachana and Ghosh (2012) argued that for performance assessment to be the most effective, the evaluation process must be well-accepted by employees Putting emotions and being biased in performance appraisals would lead to dissatisfaction and a productivity decrease
Mechanisms for evaluating employees help differentiate between different stages of growth and define corporate goals (Sanyal & Biswas, 2014) Career advancement, self-assurance, and effectiveness were all mentioned by Wilson (2018) as reasons why succession planning models are so important As a means of boosting employee happiness, efficiency, and retention, Wilson suggested that present managers need to actively foster the development of potential managers among their staff to meet the evolving requirements of the company Employees who have faith in performance evaluation are more likely to work hard to meet both personal and company goals, as Lira (2015) explains According to Dijk and Schodi (2015), an improved evaluation method can be achieved through open communication with employees about their work Although it may seem straightforward, research shows that performance appraisal is frequently applied to provide feedback on an employee's performance and to discover their unique strengths and shortcomings (Ruddin, 2005) Rao (2005) believed that performance evaluations are a way to assess how people behave at work, often considered both the quantitative and qualitative facets of job performance It aids in locating and resolving issues that staff members encounter at work (Mackey & Johnson, 2000) Nurse (2005) asserts that performance appraisals have an equal likelihood of having a negative impact on both the company and employee performance, even though they offer numerous advantages for the latter
It has been said that the performance review is one of the most contentious issues in management today (Kurt, 2014) Managers must keep their companies productive and profitable, yet performance evaluation systems often underperform To achieve company goals, managers must be assessed individually The HR department of every organization must regularly measure employee performance, generally known as appraisals If the procedure is unfair or unproductive, employees could object to it Performance is complicated and relies on many aspects, according to Armstrong and Baron (2009) Performance review may benefit a business, but if it isn't paired with a good way to measure staff productivity and efficiency, it can hurt Performance management depends on line managers, according to Armstrong (2009) Administrators may use tools, ideas, and tactics to manage and deploy resources, which are crucial to corporate success Thus, successful businesses strive to implement a value-based performance appraisal system to set mutually agreeable performance targets and achieve their goals Measuring performance helps management plan, monitor, and account for employee output according to strategic objectives (Henri, 2014) Evaluators may easily allow their prejudices, assumptions, and biases influence their assessment and provide erroneous results (Henrietta, 2012) Among the many challenging facets of HR management, Judy (2015) found that performance evaluation was particularly difficult.
Employee Performance
In the context of an organization, performance is often defined as the extent to which an individual inside an organization works toward the accomplishment of the goals of that organization In addition to this, the method of devotion performance views workers more like assets and resources, and it places importance on workers being able to have their voices heard In fact, it plays a highly beneficial part in the overall success of a business When it comes to employee performance, Gỹngửr (2011) believed it is based on how much they do, how well they do it, how quickly they do it, how hard they work, and how well they work with others When it comes to improving the performance of organizations, Boachie- Mensah (2011) demonstrates that this factor is also reliant on enhanced employee performance
Workers with high performance levels are more likely to get promoted within their firm (Van Scotter, 2000) Performance is not just based on actions; it additionally includes judging and evaluating (Ilgen & Schneider, 1991) Performance reflects the actions that can be analyzed and quantified (Campbell et al., 1993) To succeed and get a market edge, businesses rely on their workers' high levels of productivity (Frese, 2002) To fulfill its goals, an organization's performance is not directly tied to its technical core qualities but rather to the psychological as well as social environment inside the company It includes actions like aiding coworkers or being a dependable team player (Frese et al., 2002) Performance, according to Bernadin et al (1995), should be evaluated based on actions taken in the workplace Murphy and Cleveland (1991) highlighted that there are a variety of problems with using individual traits as a basis for evaluating performance According to Malos (1998), an accurate evaluation should focus on performance in the workplace rather than personal characteristics Frustration and unfavorable effects result from the absence of justice in the performance evaluation system, rewards, motives, and advances (Gilliland and Langdon, 1998)
Performance Appraisal Feedback and Staff Performance
Aguinis (2009) and DeNisi and Kluger (2000) say that performance feedback is an important part of all methods for managing performance Simply put, this could show how a worker has performed in the past in comparison to predetermined expectations for that worker's performance Its primary objective is to raise levels of individual and team productivity, together with workers' enthusiasm, challenge, and contentment on the job Workers need regular feedback to ensure their targets to continue to be productive and to keep their devotion (Redmond, 2015) Because of this, it can be challenging to estimate how much work is required to achieve the goal successfully in the absence of feedback (Sorrentino, 2006) (Aguinis, 2009) When compared to the standard leader-subordinate evaluation, Mello (2015) argues that this style of performance management might be considered as a strong developmental method While it could be used in tandem with more conventional methods, this approach can also stand on its own as a viable option for advancement It contains a feedback appraisal based on the input of people whose views are widely believed to be very informative and meaningful
Formal appraisals of performance may be regarded as a specific form of feedback A major goal of formal reviews is to provide workers honest feedback that reflects their actual performance (Carroll & Schneier, 1982) The impacts of feedback have been the subject of many studies, with Ilgen, Fisher, and Taylor's (1979) survey of the literature giving a useful overview One of the most influential factors in how people interpret the results, whether it be positive or negative (Landy and Farr, 1983) Nonetheless, a number of theories have documented "defensive" reactions to criticism When employees get negative feedback from coworkers, they may resort to retaliation, as shown by the research of De Nisi, Randolph, and Blencoe (1980) Negative feedback may endanger workers' perceived freedom of choice and may result in rebellious resistance or response to the supervisor This is true regardless of the feedback system is considered equal (Taylor et al., 1984)
Thompson and Dalton (1970) examined the implementation of formal performance reviews for technical staff at different companies Consequently, the discontent was high, and people's confidence and output on the job were typically down In the same way, Meyer (1975) stated that workers who get "under average" scores on their performance become disconnected and lose their motivation This is because most workers feel pleased with their own productivity Kuvaas (2011) studied the link between employees' responses to performance reviews and the feedback they get on a regular basis According to the results of his investigations, workers' reports of a high results of frequent feedback from their supervisors were the only ones significantly associated with both their perception of the performance appraisal's usefulness and their performance on the job Meanwhile, regular feedback reduced the connection between performance assessment responses and productivity, indicating that formal performance appraisal is not a substitute for frequent feedback (Kuvaas, 2011).
Performance Appraisal Process and Staff Performance
Recent research by Longenecker, Frink, and Caldwell (2014) examined the state of the formal performance assessment process in a representative sample of US-based industrial and service-oriented companies The authors have noted recent developments stemming from the better prospects for businesses that properly appraise their employees Researchers found that evaluations of employee performance might be based on a broad range of factors Longenecker, Frink, & Caldwell (2014) analyzed the state of PA and made recommendations for how businesses might better prepare their employees to maximize the business advantages from this crucial insight Zhang, Zheng, and Li (2012) investigated connections between performance reviews and good behavior in the workplace According to the research, the connection between employee's commitment and performance appraisal process is reinforced
When it comes to staff advancement and growth, performance assessment may be limiting for managers, (Ann and Jerry Gilley, 2009) As a result, workers may get defensive and avoid actively participating in the evaluation process According to research by Pulakos (2008), executives and staff members are hesitant to take part in open conversations about performance because they see it as an unnecessary administrative task instead of a strategic way to improve the company's outcomes Effective appraisals of performance should help employees improve their skills, provide constructive criticism, and pave the way for a fairer compensation structure Armstrong (2009) argues that evaluating employee performance, providing feedback, and implementing strategies to boost performance are not only top-down activities However, performance evaluation is often seen as a frustrating and unfavorable task that is difficult to do well In fact, administrators dislike handing them out, and workers hate getting them Some managers would rather not have to deal with the awkward situations that arise from having to address issues like performance criticism and enhancement needs identification or termination explanations In the present worldwide competition, increased productivity and effectiveness are of paramount importance, making performance evaluation all the more important However, Fletcher (2004) argues that employees' perspectives on the assessment process have a role in shaping its ultimate efficacy Knowing how employees feel about the performance appraisal process is crucial for making it successful.
Performance Appraisal Goals and Staff Performance
Investigations have shown that when appraisals of performance are done well, they result in positive results including greater satisfaction with work, increased efficiency, enhanced output, and a more dedicated workforce When Pettijohn and Taylor (2009) looked at the connection between appraisals of performance and earnings results, they found a favorable one if appraisals were carried out correctly Omusebe, Gabriel, and Douglas (2013) discovered a favorable and statistically significant relationship between staff productivity and performance reviews Walsh (2003) investigated how individuals felt about the equality and precision of their performance reviews, it showed that people considered the performance assessment methods are satisfactory According to the results of a research on individual performance done by Yang (2008), organizations may utilize incentives using awards and direct awards on individual achievement if employees' performance notable Asim (2013) conducted research on the relationship between motivation among workers and their output, concluding that a more inspired workforce produces better results Working effectiveness is strongly correlated with individual qualities including drive, dedication, competence, and work contentment, in addition to the implementation of achievement-related remuneration (Elorza, Aritzeta, & Ayestaran, 2011).
Performance Appraisal Methods and Staff Performance
Employee performance and contributions to company goals are measured using a performance-based evaluation approach It comprises the results that workers are supposed to produce Methods used to evaluate performance should be appropriate for the tasks, in accordance with organizational objectives, observable and quantifiable, within the purview of individual workers, and universally comprehended and embraced (Dattner, 2010) Evans and Bae (2018) carried out a simulation-based investigation into compelled allocation performance appraisal systems to determine their shortcomings in identifying the most skilled staff members for upcoming necessities Their exploratory project used discrete event simulation to allocate, promote, and evaluate staffs Inputs such as system architecture, policy constraints, behavior among individuals, and system dynamics were used in conjunction with the information acquired to give a rough estimate of simulation results They also believed that lowering the evaluator's inferiors improves performance appraisal precision, but they still supported the management team to assess the regulation's potential effects before implementing it This research develops a framework to evaluate the influence of system dynamics and system designs on organization performance evaluation system preciseness (Evans & Bae, 2018) Mutunge (2013) used a descriptive research survey to investigate staff perception of the performance appraisal system and found that performance assessment method is basic, consistent, and applicable across every its employees It also featured flaws that encouraged staff subjective judgment Errors include unclear criteria, an assessor ignorance, and appraiser-appraiser discrepancies She suggests overhauling the performance rating system since it has many inefficiencies and could have been built upon realistic principles (Mutunge, 2013) Nyaoga (2010) demonstrated that performance reviews are the only reliable means by which a company may measure the efficiency of its varied workforce The respondents acknowledged that the firms' performance assessment systems were not established for any significant official objective The efficiency of performance assessment in private institutions was found to be solely focused on training on the employees engaged in the assessment procedure (Nyaoga, 2010) The researcher found that since the performance assessment system in these firms was ineffective and only a formality, firms could not monitor how well staff performed, making it impossible to fulfill their goals Awori (2007) found that enterprises utilize evaluation of performance methodologies, preferring governance by goals achieved above the balance scorecard, self-analysis, upward, and evaluations from peers Moreover, Mackenzie (2008) investigated the PA method as well for company growth His research examined performance assessment concerns and identified established and relevant approaches that would lead to an acceptable, fair, trustworthy, and goal-reinforcing procedure Achieving this was by reviewing the necessity for PA, challenges with other methods, traits which require to be assessed in both organizations and individuals, and ways to improve business results According to the results, the company's present method for addressing problems with efficiency fails to correspond with the intended strategic goal, and administrators are not incentivized to question the present procedure or promote willingness to take risks to enhance service provision.
Conceptual framework
The theoretical framework consists of four independent variables and one dependent variable, and it presents and discusses the basic concepts that seek to clarify the
Figure 2.1: Diagram showing how independent variables and dependent variables are related investigated topic at hand with a focus on the particular variables that are being examined in this research
Research Methodology
Multiple research findings (Delery & Doty, 2006; Youndt, Snell, Dean, & Lepak, 2006) reveal that the results of an employee's performance review may have a wide range of emotional effects, from complete demotivation to elation This has prompted inquiries about the purpose and procedure of performance reviews Methodology in research refers to the procedures used to methodically address the research issue Therefore, the research approach is presented in this chapter Research strategy and design, demographic and sample design, data collecting techniques, research processes, and information processing techniques are all discussed
The writer also examined the methods used to ensure validity and reliability This chapter summarizes the research design of the study and describes the methodology utilized to conduct the investigation After pilot testing with subsets of workers, questionnaires were used to obtain the data needed In addition, the chapter describes the many sources from which the main data will be acquired The fourth part describes the data collecting instrument used in the context of the questionnaire, the subsequent section describes the research strategy used to get the data, and the last chapter describes the data analysis adopted in this investigation.
Research Design
This descriptive survey examined how performance evaluations affect Curnon Vietnam employees Descriptive surveys observe and describe an individual's behavior without altering it, according to Mugenda & Mugenda (1999) It entails surveying, observing, and interviewing a certain population Descriptive studies define a population's traits Descriptive survey design is effective quantitative analysis, according to Kothari (2003) Descriptive survey design helps researchers gather, summarize, display, and analyze data The researcher may also collect data from participants in a comfortable environment and express it orally, visually, or mathematically This study's design allowed the researcher to examine the variables' relationships and how they affected each other.
Target Population
Cooper and Schindler (2003) define a population as the set of people an investigation will target to examine Ngechu (2004) defines a population as the sample of interest, whether it individuals, businesses, or homes A total of 180 workers at branches of Curnon Vietnam, served as the research's participant population A list compiled by management of branches served as the foundation for the target population Depending on their position in the branch, the workers were further separated into three groups The success of the business depends on the efforts of their workers, therefore it's no surprise that they relied heavily on the workforce to carry out their primary function The researcher chose to survey
Sample and sampling technique
According to Cooper and Schindler (2006), the sample size is a lower portion of the overall target population Using stratified proportion sampling, which provides each item in the population an equal chance of being picked, we were able to choose individuals from each group to represent the population at large 60 participants were chosen for the sample size randomly from a total of 72 potential participants using stratified proportion selection According to Borg and Grall (2009), biases in selection may be avoided by the use of random sampling since each population has an equal chance of being chosen Since most workers already had access to the necessary data for the research, a sample size of 60 individuals was chosen to be statistically representative of the participants as well as cost-effective and efficient given the short timeline in which the analysis needed to be completed
Table 3.1: Table displaying sample size
Instrument
Primary data from the study were gathered through the use of closed-ended questionnaires Research questionnaires are instruments used to collect data by asking respondents questions about the factors of interest to the researcher (Borg & Grall, 2009) Questionnaires are described by Cooper and Schindler (2008) as a set of predetermined inquiries designed to answer a specific study issue Orodho (2008) claims that surveys may determine how likely a respondent is to provide an honest, forthright response Questionnaires were designed using a Likert scale by the individual conducting the study Summary attitude measurement, or the Likert Scale as it is more often known, was first presented by Likert (1932) and has since found widespread application as a data collection instrument, especially in research with surveys (Weng & Cheng, 2000) Researcher may get useful data from respondents that accurately reflects their points of view when surveys are well-designed and managed The questionnaire was divided into two sections: section A, which asked participants to answer about their demographic data, and section B, which included inquiries structured around study topics.
Pilot study
Beginning with a smaller-scale study to aid in designing and adjusting the larger-scale investigation, a pilot study is the initial stage in any research methodology (Arnold et al., 2009; Thabane et al., 2010) A pilot study is an initial, low-volume study conducted to test and refine the method used for the study and data collection procedures (Orodho, 2008) In order to determine the validity and reliability of the research questionnaires, a pilot study is being conducted The preliminary evaluation as a tool for research ensures that questions are understandable by participants, that the results will collect the information required for the study, as well as any potential issues that may arise during the survey's administration can be identified According to Cooper and Schindler (2008), a pilot study should include no more than 10 percent of the intended target group Surveys were tested to assess their reliability and validity Choosing 10 members for the pilot team was completely at random, however, there were only 7 responses obtained The employees were selected from Curnon Vietnam HR, accounting, warehouse, and customer care departments Respondents were additionally asked for feedback in the hopes of improving the survey's questions Most of the inquiries examined are simple and straightforward However, a certain small detail requires some fixing.
Data collection procedure
Following the methods suggested by Saunders, Lewis, and Thornhill (2009), the researcher mostly relied on surveys to gather primary data A questionnaire is a kind of research tool that asks inquiries regarding a study's independent variables The author of the study opted to employ questionnaires since they are a more practical and cost-effective method of doing descriptive research with the selected sample size Saunders, Lewis, and Thornhill (2009) found that presenting respondents with a range of agreement and disagreement made it simpler to pinpoint their precise degree of sentiment Books, journals, papers, and magazines were consulted for the literature review since they were secondary sources utilized in the research The questionnaires were given to the people participating in person by the researcher The investigator scheduled meetings with the store managers, where the writer introduced herself, explained the study's goals, and formally requested permission to distribute the surveys to the staffs Considering how the staffs normally are, the drop and pick option seemed the most convenient As a result, questionnaires were left for the respondents to fill out at their leisure before collecting them at a prearranged time For this paper, the researcher will rely on both primary and secondary sources of information.
Data analysis and Presentation
Orodho (2004) found that questionnaires may be used to gauge respondents' pro- or anti- viewpoint sentiments He continues by saying that researchers can get a lot of information from participants quickly via questionnaires Analyses were performed using descriptive statistics, such as means and frequency distributions Results were derived using inferential statistics Frequency distributions and percentages were used to analyze the survey data and reveal participant' preferences Descriptive statistics were used to analyze data points The author of the study used statistical techniques such as means, averages, and percentages Data was analyzed using straightforward spreadsheet summaries and diagrams Tables, charts, and graphs are used to display the information Prior to making any broad inferences about the population at large, input was categorized and sorted into concepts The collected results were then collated, the frequencies of each variable were determined, and conclusions were drawn The data was then interpreted based on the percentages that were estimated.
Validity
Validity refers to the characteristics of a measuring tool that include the accuracy with which it performs its function The validity of a study is measured by the effectiveness with which the results obtained from those who participated in the research reflect the genuine findings obtained from similarly situated people outside the study (Patino and Ferrerira, 2018) According to Cooper and Schindler (2008), validity is the trustworthiness of logical inferences drawn from research results In order to ensure that the study questionnaire was effective, researchers ran a pilot study By extrapolating test results across a broad topic area with comparable characteristics, content validity ensures that results are reliable and meaningful.
Reliability
Reliability, or the consistency of an instrument, is the second quality criterion in a quantitative investigation How error-free a measuring technique is and how reliably it produces data is what we mean when mentioning reliability To put it another way, it refers to the degree to which an investigation instrument yields the identical findings each time it is applied to the same circumstance, even if the circumstances change Silverman (2009) recommended that to improve the reliability of information, researchers must constantly compare their findings against other information or with the work of other researchers It is vital to ensure the data is accurate in both form and context as it was retrieved from its original sources (George,2004) When it comes to quantitative features, it's ideal if the scope and examination of the statistics provided are as complete and comprehensive as possible (Patton, 1999).
Introduction
This chapter covers data analysis, presentation, and interpretation The findings are presented in a way of addressing the research questions Each section starts with brief introduction of the subtopic The conclusions from the questionnaire data analysis are discussed in this chapter Based on the sample stratification, 72 questionnaires were sent out to workers at Curnon Vietnam, and 60 were returned Only 60 responses remained after an intensive data extraction process to guarantee that each question was answered accurately, yielding a response rate of approximately 83% for this research Sections on respondent demographics, participant input on research variables, and study limits are included in this chapter.
Presentations of Results
Table 4.1: Table displaying Response Percentage
Performance Appraisal Feedback and Employee Performance
80% stated performance assessment feedback influences employee performance, while 20% said no The ones who responded all agreed that PA feedback is important since it enables businesses to compare the progress of individual employees against their established goals and standards Respondents were asked to identify how much performance appraisal feedback influences staff performance at Curnon Vietnam, a total of 61% of them stated a great extent According to the results, most participants in the survey believed that performance appraisals do have an effect on worker productivity at Curnon Vietnam (75%) The data also showed that 57% of participants were in agreement that their employer employs performance assessment feedback According to the results, 68% of the participants believe that the results of evaluations of performance are utilized to better the performance of their employees 71% of the responses from those who answered said that feedback from performance reviews is used to improve the next round of reviews However, there is a vast majority (72%) of respondents stated that Curnon Vietnam's employees are not really looking forward to receiving comments on their performance
Consistent with previous researchs, results from this study suggest that feedback provided in performance reviews has an effect on the efficiency and effectiveness of the workforce Kuvaas (2011) found that an individual's level of emotional engagement to and the connections between performance assessment and their sense of its usefulness were closely connected Workers who claimed they got frequent feedback on their work improved significantly However, the effect of PA responses on job performance was mitigated by receiving frequent feedback, suggesting that formal performance appraisal does not make up for an absence of regular feedback Several problems with the evaluation procedure were identified by Wiese and Buckly (1998) Formal performance assessment processes, however, have often produced poor and disappointing outcomes Robinson and Fink (2009) argue that, despite the potential benefits of performance assessment programs, they should be neglected as the final option due to many difficulties they provide Instead of debating whether to trash them, we should focus on how to improve them One reason why companies fail is that they choose a lot of different performance evaluation methods lacking genuinely decisons of which method is most effective for a certain evaluation goal.
Performance Appraisal Process and Employee Performance
Participants were asked to rate the extent to which they believe the PA process influences employee performance in the workplace Eighty percent say it does, while twenty percent say no Most respondents recognized the importance of the performance review process and acknowledged that it plays a big role in determining how well employees do their jobs Participants were asked to rate how much they believe the PA procedure at Curnon Vietnam influences staff performance and about 61% showed their agreement
Participants were questioned about their agreement or disagreement with the claim on the
PA procedure at Curnon Vietnam on a Likert scale Among those polled, 72% of thosed surveyed agreed when they were questioned if they were enthusiastic about upcoming appraisals of performance The next inquiry concerned if employees had an opportunity to express concerns after their performance appraisals and the results revealed that 60% of participants agreed with the statement The third inquiry focused on the connection between employee reviews and promotions and generally there were 68% of the total responders were in agreement When asked whether the performance review system in place at their company was a two-way process, a majority of of respondents (72%) show disagreement Indicating the PA process in Curnon Vietnam is still top-down and doesn't consist of both appraiser and appraised employee evaluation
Longenecker, Frink, and Caldwell (2014) found that firms use a broad array of performance standards when evaluating their workers, which is consistent with the results of the present study The investigators were only able to get a small amount of information for the real official PA process of companies, and they also gave key insights into how procedures are done now, which limits the potential for generalization Affective dedication was revealed to be a mediator between the PA process and organizational citizenship behavior in another research by Zhang, Zheng, and Li (2012) Emotional engagement was shown to be negatively impacted by the assessment process, whereas the direct correlation among company citizenship and PA was enhanced.
Performance Appraisal Goals and Employee Performance
Participants were asked to identify whether they believe PA goals impact worker output Only 18% disagreed, while 82% found it to be true The responders agreed that PA goals lead to important results like job happiness, employee efficiency, excellent output, and staff loyalty and dedication, and that these results are directly linked to the goals set in the performance review Employees at Curnon Vietnam were asked to rate the impact of performance evaluation goals on their productivity and almost 66% responded with great extent and above
Participants were given a statement on PA objectives at Curnon Vietnam and asked to rate its accuracy on a Likert scale A total 79% people believed in the training policy of the company was related to the ultimate goal of the performance reviews stated in the first question The second query dealt with whether the company's training requirements are reflected in the PA goal and there was total 60% of surveyed respondents agreed Among those polled, 68% of those surveyed were in agreement when they were questioned if the effectiveness of performance evaluation objectives in raising employee productivity The fourth inquiry was whether HR policies adequately describe performance evaluation goals and 76% of those polled agreed with this statement 63% of the responses from those who answered agreed that the company succeeded in achieving its performance appraisal goals as a result of the process
The results are consistent with those of other research, such as the one by Pettijohn and Taylor (2009), which found that when performance reviews are carried out correctly, it has a favorable effect Employee productivity was positively and significantly correlated with feedback on their performance, according to research by Omusebe, Gabriel, and Douglas in
2013 According to the research conducted by Walsh (2003), staff members felt that the performance evaluation methods were fair Yang (2008) says that if a business can figure out how its employees contributed to its success, it can give rewards and straight bonuses depending on how well each employee did In agreement with Yang (2008), Bishop (2011) did a study on employee performance, and he found that the way workers are recognized, thanked, and rewarded for their work has a direct effect on how productive they are.
Performance Appraisal Methods and Employee Performance
Participants were asked to rate the degree to which they believe performance assessment techniques impact worker output 75% were in agreement, while 25% were not This demonstrates that most respondents agreed that appraisal methods have an important impact on staff performance Employees at Curnon Vietnam were asked to rate the effectiveness of performance evaluation techniques and a large proportion (69%) claimed a great extent and above Respondents were given a statement on performance assessment objectives at Curnon Vietnam and asked to rate its accuracy on a Likert scale Results shown in the initial question about whether the company's PA system improved employee performance were mostly agreed with a total percentage of 77% The following inquire about concerned whether Curnon Vietnam's performance reviews help in determining where staff members need more training There were 59% individuals agreed in general but 12% in strong disagreement and 12% of unsureness indicating the PA methods aren't fully consistent Moreover, 64% of respondents all agreed that the performance assessment system employed by the company is clearly comprehended by personnel When asked whether they thought that the performance assessment method used by their firm was useful, 75% of respondents generally agreed with this statement
The research, however, offers a framework for evaluating the impact of system dynamics and system structures on the precision of a business's performance evaluation process Based on their research into the impact on organizational dynamics and system frameworks on the results of staff members, Evans and Bae (2018) propose that reducing the total number of a reviewer's subordinates may improve the reliability of performance evaluations Based on research by Mutunge (2013), it seems that not all employees were consulted prior to the creation of the performance evaluation structure It also contained several gaps that allowed for subjective appraisal of employees due to, for example, ambiguity in the criteria employed, ignorance of the appraiser, or variations in personality According to research by Nyaoga (2010), a company's ability to gauge the effectiveness of its diverse workforce is contingent on its use of performance evaluations Performance appraisals, as reported by Nyaoga (2010), rely solely on the training of personnel engaged in the evaluation process and are multi-rating systems Awori (2007) suggested that organizations utilize performance assessment strategies include management by goals, balance scorecard, self-reviews, and peer review to maximize the worker productivity.
Conclusion
The research has shown that performance appraisal feedback is significant since it gives companies a chance to see how every staff member is doing in relation to the expectations and targets that have already been set Although certain personnel will never manage to meet expectations, until effective appraisal feedback is implemented, businesses must find ways to deal with the problem or risk losing good workers The research additionally found that the performance appraisal methods used at Curnon Vietnam are generally straightforward and have been consistent over time, and that all employees are held to equivalent standards, all of which are essential to achieving the study's stated goals for performance appraisals
Leadership' personal achievement must be evaluated to ensure they are contributing to the company's success An appraisal of performance that isn't executed precisely might produce tension inside the workplace and be perceived as unproductive and unjust There are both positive and negative outcomes of conducting performance appraisals in the workplace, and the latter has recently emerged as a major issue to consider for businesses that lack adequate methods for measuring employee output.
Recommendations
According to the findings, the administration and HR division of Curnon Vietnam should provide more information to employees about the evaluation and its importance, as well as provide training on both giving and receiving feedback The personnel department ought to take precautions to protect the privacy of employee feedbacks This will guarantee that the process is seen as fair and transparent by all staff members The Performance Appraisal Policy must be widely available for every staff and requires input from executives, managers, and staff throughout the design stage
For those who work at Curnon Vietnam to recognize the expectations towards them, the personnel manager must guarantee that the performance appraisal process continues to be open and objective, that self-evaluation is encouraged in appropriate situations, and that counseling is provided when necessary The personnel representative's task is to make sure that each worker understands their roles and responsibilities The investigation also suggests that the leadership of Curnon Vietnam implement performance evaluation a minimum of 4 times annually as a means of evaluating staff performance
The HR manager at Curnon Vietnam must ensure that performance assessment objectives are arranged in a way that allows for the identification of training requirements, and that these trainings, once established, will lead to improved employee performance
Workers at Curnon Vietnam need to be assessed using a variety of performance assessment methods, with the final approach subjected to thorough examination by administration and
HR Due to the fact that every performance review approach has advantages and disadvantages, it is recommended that the Human Resources team use a mix of approaches to maximize productivity
The research focused solely on Curnon Vietnam The author of the paper suggests that research be conducted at other companies to learn how performance reviews affect workers' output Researchers suggest investigating into other factors that affect performance, like job satisfaction, employee motivation, and career advancement, as this study only focused on performance appraisal feedback, performance appraisal process, performance appraisal goals, and performance appraisal methods
Aguinis, 2009 Performance management New Jersey: Prentice Hall
Ann & Jerry Gilley 2009, The Praeger Handbook of Human Resource, Vol.1, Greenwood, Westport, London
Armstrong M 2009, Armstrong’s Handbook of Performance Management, Philadelphia & London
Arnold, D M., Burns, K E., Adhikari, N K., Kho, M E., Meade, M O., & Cook, D J (2009) The design and interpretation of pilot trials in clinical research in critical care Critical care medicine, 37(1), S69-S74
Asamu, F.F., 2013 Perception of performance appraisal and workers‟ performance in Wema bank headquarters, Lagos Global Journal of Arts, Humanities and Social Sciences, 1(4): 89-101
Awori B W (2007), Performance Appraisal Practices in State Corporations in Kenya, Unpublished MBA Project, University of Nairobi
Bernadin, H K., Kane, J S., Ross, S., Spina, J D., & Jhonson, D L (1995) Performance appraisal design, development and implementation In G R Ferris, S D Rosen, & D J Bamum(eds), "Handbook of human resource management" Cambridge: Mass, Blackwell Biswajeet, P (2009) Human Resource Management (PHI Learning)
Boachie-Mensah, F (2011) "Performance-Based Pay as a Motivational Tool for AchievingOrganisational Performance: An Exploratory Case Study." International Journal of Business and Management 6(12): 1833-3850
Borg, W., & Gall, M.D (2009) Research in Education, An introduction (5th Edition) London: Longman
Bretz, RD., Milkovich, G.T and Read, W (1992), "The current state of performance appraisal research and practice: concerns, directions and implications'', Journal of Vol 2, pp 321-52
Campbell, J P., McCloy, R A., Oppler, S H., & Sager, C E (1993) A theory of performance.In
E Schmitt, W C Borman, & Associates (Eds.), Personnel selection in organizations(pp 35– 70) San Francisco: Jossey-Bass
Carroll, S J., & Schneier, C E (1982) Performance appraisal and review systems Glenview, IL; Scott, Foresman
Chan, Y.C.L and Lynn, B.E (1991) Performance evaluation and the analytic hierarchy process Journal of Management Accounting Research, 3, 57
Cleveland, J N., Murphy, K R., & Williams, R E (1989), " Multiple uses of performance appraisals: Prevalence and correlates", Journal of Applied Psychology, 74, 130-135 Management Hillsdale, NJ: Lawrence Erlbaum, pp 3-20
Cooper, D R., & Schindler, P S 2006 Business research methods, 9th Ed NewYork: McGraw-Hill
Cooper, D., & Schindle, P S (2008) Business Reserach Methods 8th edition New Delhi: Tata McGrawhill
Dattner, B (2010) Performance appraisal: Dattner Consulting Publications
De Nisi, A, S., Randolph, W A., & Blenco, A (1980, November) Peer evaluations: Causes and consequences Proceedings of the 12th Annual Meeting of the American Institute of Decision
Sciences (pp 420-431) Las Vegas, NV
Delery, J.E and Doty, D.H (1996) Modes of Theorizing in Strategic Human Resource Management: Test of Universalistic, Contingency, and Configurational Performance Predictions Academy of Management Journal, 39, 802-835 http://dx.doi.org/10.2307/256713
DeNisi, A.S and P Kluger, 2000 Performance appraisal, performance management and improving individual performance: A motivational framework Management and Organization Review, 2(2): 253-277
Dijk, D V., & Schodi, M M (2015) Performance appraisal and evaluation International Encyclopedia of the Social & Behavioral Sciences, 7, 716–721
Elorza, U., Aritzeta, A., & Ayestarán, S (2011) Exploring theblack boxin Spanish firms: the effect of the actual and perceived system on employees’ commitment and organizational performance The International Journal of Human Resource Management, 22(7), 1401–
Evans, L., & Bae, K (2018) Simulation based analysis of forced distribution performance appaisal system Journal of defence Analtics and Logistics https://doi.org/10.1108/JDAL-10-
Esfahani, A N., Abzari, M., & Dezianian, S (2014) Analyzing the Effect of Performance Appraisal Errors on Perceived Organizational Justice International Journal of Academic Research in Accounting Finance and Management Sciences 4(1), 49 – 55
Fletcher, C (2004) Appraisal and feedback: Making performance review work 3rd ed London: CIPD Publishing
Frese, M., Garman, G., Garmeister, K., Halemba,K., Hortig, A.,Pulwitt,T.et al (2002) Trainingzur Erhửhung der Eigeninitiative bei Arbeitslosen: Bericht ỹlber einen Pilotversuch [Training for increasing personal initiative in unemployed individuals: Report on a pilot study] Zeitschrift für Arbeits- und Organisationspsychologie, 46,89-97
George, M., & Apter, A J (2004) Gaining insight into patients' beliefs using qualitative research methodologies Current opinion in allergy and clinical immunology, 4(3), 185-189
Gilliland, S.W, Langdon, J.C (1998), "Creating performance management systems that promote perceptions of fairness", in Smither, J.W (Eds), Performance Appraisal: State of the Art in Practice, Jossey-Bass, San Francisco, CA
Grubb, T (2007) “Performance Appraisal Reappraised: It‟s Not All Positive”.Journal of Human Resources Education, 1(1), 1-22
Gỹngửr, P (2011) The relationship between reward management system and employee performance with the mediating role of motivation: A quantitative study on global banks Procedia-Social and Behavioral Sciences, 24, 1510-1520
Henri, J F (2014) Performance Measurement and Organizational effectiveness: Bridging the gap Manegerial finance volume 30 issue 6, 93-123
Ilgen, D R., Peterson, R B., Martin, B A., & Boeschen, D A (1981) Supervisor and subordinate reactions to performance appraisal sessions Organization Behavior and Human Performance, 28, 311-330
Kothari, C.R (2003) Research Methodology: Methods and Techniques Second Edition Wishwa Prakashan, New Delhi
Kurt, R (2014) A stakeholder approach to strategic performance measurement Sloan Management Review Volume 32 issue 2, 25-37
Kuvaas, B (2011) The interactive role of performance apprasal reactions and regular feedback Journal of Managerial Psychology volume 26 issue 2, 123 - 137
Landy, F J., & Fars, J L (1983) The measurement of work performance New York: Academic Press
Leisink, P., & Knies, E (2017) Public Personnel Reforms and Public Sector HRM in Europe
The Palgrave Handbook of Public Administration and Management in Europe, 243–
Lepak, D P., Liao, H., Chung, Y., & Harden, E E (n.d.) A Conceptual Review of Human Resource Management Systems in Strategic Human Resource Management Research Research in Personnel and Human Resources Management, 217–271 doi:10.1016/s0742-7301(06)25006-0
Levy, P E., Silverman, S B., & Cavanaugh, C M (2015) The performance management fix is in: How practice can build on the research Industrial and Organizational Psychology, 8(1), 80–85 lIgen, D R., Fisher, C D., & Taylor, M S (1979) Consequences of individual feedback on behavior in organizations Journal of Applied Psychology 64, 349-371
Likert, R (1932) A technique for the measurement of attitudes Archives of Psychology,
Lillian, G O., Mathooko, P., & Sitati, N (2011) The effects of performance appraisal system on civil servants Kabarak University First International Conference, Kabarak
Lillian, G O., Mathooko, P., & Sitati, N (2011) The effects of performance appraisal system on civil servants Kabarak University First International Conference, Kabarak
Lindsey, J.A (Ed.) (2005), Performance Evaluation: A Management Basic for Librarians, Oryx Press, Phoenix, AZ
Lira, M (2015) Satisfaction with a performance appraisal system in the Portuguese public sector: The importance of perceptions of justice and accuracy Review of Applied Management Studies, 12, 1–8 llgen, D R., & Schneider, J (1991) Performance measurement: A multi-discipline view In C
L Cooper & I T Robertson (Eds.), International review of industrial and organizational psychology (Vol 6, pp 71–108) Chichester: Wiley
Longenecker, C O., Frink, L S., & Caldwell, S (2014) Current US trends in formal performance appraisal practicals and opportunity Industial and commercial Training volume
Mackey, K & Johnson, G (2000) The Strategic Management of Human Resources in New Zealand Auckland: Irwin/McGraw-Hill
Malos, S.B (1998), "Current legal issues in performance appraisal", in Smither, J.W (Eds), PerformanceAppraisal: State of the Art in Practice, Jossey-Bass, San Francisco, CA, pp.537-
Mackenzie, I A., Hanley, N., & Kornienko, T (2008) The optimal initial allocation of pollution permits: a relative performance approach Environmental and Resource
Mathis, R L and Jackson, J H (1994) Human resource management 7th edn: West
Mello, J.A., 2015 Strategic human resources management 4th Edn., U.S.A: CT
Meyer, H H (1975) The pay-for-performance dilemma Organizational Dynamics, 3, 39-50
Mugenda, O.M & Mugenda, A.G (2003), Research Methods, Qualitative and Quantitative
Murphy, K R., & Cleveland, J N (1991) Performance appraisal: An organizational perspective Allyn & Bacon
Mutunge, S M (2013) An Investigation of staff perception on the effectiveness of performance appraisal system at Teachers service commission in Nairobi Kenya :
Ngechu M (2004): Understanding the Research Process and Methods: An introduction to Research Methods, Nairobi
Nikpeyma, N., Saeedi, Z A., Azargashb, E., & Majd, H A (2013) Problems of clinical nurse performance appraisal system: A qualitative study Asian Nursing Research, 8, 15–22
Nikpeyma, N., Saeedi, Z A., Azargashb, E., & Majd, H A (2013) Problems of clinical nurse performance appraisal system: A qualitative study Asian Nursing Research, 8, 15–22
Nurse, L (2005) Performance appraisal, employee development and organizational Justice: Exploring the linkages International Journal of Human Resource Management 16 (7): 1176-1194
Nyaoga, R B., Magutu, P O., & Kipchumba, S K (2010) The effectiveness of performance appraisal systems in private universities in Kenya
Omusebe, J M., Gabriel, K., & Douglas, M (2013) Effects of performance appraisal on employee productivity a case study of Mumias Sugar Company International Journal of Innovative research and development volume 2 issue 6, 35-42
Orodho, H O (2009) Elements of Educational and Social Reserach Methods Nairobi:
Orodho, J A (2004) Techniques of writing research proposals and reports in education and social sciences Nairobi: Masola Publishers
Patino, C M., & Ferreira, J C (2018) Internal and external validity: can you apply research study results to your patients? Jornal brasileiro de pneumologia, 44, 183-183
Patten, M L (2016) Questionnaire research: A practical guide 4 th ed New York: Routledge
Patton, M Q (1999) Enhancing the quality and credibility of qualitative analysis Health services research, 34(5 Pt 2), 1189
Pettijohn, L., & Taylor, A (2009) An Empirical investigation of the relationship between retail sales force performance appraisals, performance and turnover Journal of Marketing theory and practice volume 7 issue 1, 39 - 54
Prasad, L.M (2006) Human Resource Management Sultan Chand & Sons: Educational
Pulakos, E D (2009) Performance Management: A New Approach for Driving Business Results United Kingdom: Wiley-Blackwell
Rachana, C., & Ghosh, A K (2012) Performance appraisal based on a forced distribution system: Its drawbacks and remedies International Journal of Productivity and Performance Management, 61(8), 881–896
Rachana, C., & Ghosh, A K (2012) Performance appraisal based on a forced distribution system: Its drawbacks and remedies International Journal of Productivity and Performance
Rao (2005) Employee performance management: policies and practices in multi-national Enterprises London: Kogan
Redmond, 2015 Redmond, B F (2015) Goal-setting theory, job feedback and OCB lessons from longitudinal study Basic and Applied Psychology,Vol 29, Issue 2, pg 119-131
Ruddin, Z Z (2005) Employees’ perception on the effectiveness of performance appraisal system Unpublished Master of Business Administration thesis Open University Malaysia
Sanyal, M K., & Biswas, S B (2014) Employee motivation from performance appraisal implications: Test of a theory in the software industry in West Bengal (India) Procedia Economics and Finance, 11, 182–196
Saunders, M., Lewis, P., & Thornhill, A (2009) Research methods for business students 5th ed Harlow: Pearson Education Limited
Shields, J (2007) Managing employee performance and reward: Concepts, practices, strategies New York, NY: Cambridge University Press
Silverman, D (2009) Doing qualitative research 3rd ed Newbury Park, London: SAGE
Smither, J.W (1998), "Lessons learned: research implications for performance appraisal and management practice", in Smither, J.W (Eds), Performance Appraisal: State of the Art in Practice, Jossey-Bass, SanFrancisco, CA, pp.537-47
Smither, J W (1998) Lessons learned: Research implications for performance appraisal and management practice Performance appraisal: State of the art in practice, 537-547
Sorrentino, D M 2006 The sleek of mentoring program: An application of thegoal-setting theory Journal of College Student Retention, Vol.8, Issue.2, pg 241-250
Taylor, M S., Fisher, C D., & Ilgen, D R (1984) Individuals' reactions to performance feedback in organizations: A control theory perspective in K M Rowland & G R Ferris (Eds.), Research in personnel and human resources management (pp 81-124) Greenwich,
Thabane, L., Ma, J., Chu, R., Cheng, J., Ismaila, A., Rios, L P., & Goldsmith, C H (2010) A tutorial on pilot studies: the what, why and how BMC medical research methodology, 10, 1-
Thompson, P H., & Dalton, G W (1970) Performance appraisal: Managers beware
Van Scotter, J., Motowidlo, S J., & Cross, T C (2000) Effects of task performance and contextualperformance on systemic rewards Journal of Applied Psychology,85, 526–535
VandeWalle, D., Ganesan, S., Challagalla, G N., and Brown, S P (2000) An integrated model of feedback-seeking behavior: disposition, context, and cognition J Appl Psychol 85, 996–
Waldersee, R., & Luthans, F (1994), "The impact of positive and corrective feedback on customer service performance", Journal of Organizational Behavior, Vol 15 pp.83-95
Walsh, M B (2003) Perceived fairness of and satisfaction with employee performance appraisal Louisiana State University and Agricultural & Mechanical College
Wells, R G (1982) Guidelines for Effective and Defensible Performance Appraisal Systems Personnel journal, 61(10), 776-82
Weng, L & Cheng, C P (2000) Effects of response order on Likert-type scales Educational and Psychological Measurement, 60, 908 -924 Doi: 10.1177/00131640021970989
Whitaker, B G., Dahling, J J., and Levy, P (2007) The development of a feedback environment and role clarity model of job performance J Manage 33, 570–591 doi: 10.1177/0149206306297581
Wiese, D S., & Buckley, M R (1998) The evolution of the performance appraisal process
Journal of Management History (Archive), 4(3), 233–249 doi:10.1108/13552529810231003
William, M.K.T (2006) Research Methods Knowledge Base [Online] Available from: http:www.socialresearchmethods.net/kb/intreval.htm [Accessed 22 April 2023]
Wilson, V (2018) Succession Planning Models, Conceptual Maps: Ethical Considerations and Best Practices Succession Planning, 199–211 doi:10.1007/978-3-319-72532-1_16
Yang, H (2008) Efficiency wages and subjective performance pay Economic Inquiry, 46(2), 179-196
Zafinaz Zahi Ruddin (2005) Employees perception on the effectiveness of performance appraisal system Master’s thesis Open University Malaysia (OUM)
Zhang, X., Qian, J., Wang, B., Jin, Z., Wang, J and Wang, Y (2017) Leaders’ behaviours matter: The role of delegation in promoting employees’ feedback seeking behaviour
Frontiers in Psychology, 8(920): 1-10 doi:10.3389/fpsyg.2017.00920
Zhang, X and Bartol, K M (2010) Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement Academy of Management Journal, 53(1): 107-28
Zheng, W., Zhang, M., & Li, H (2012) Performance appraisal process and organizational citizenship behavior Journal of managerial psychology, 27(7), 732-752.