[Evaluation of Performance Appraisal on Employee Performance]

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ACKNOWLEDGEMENT

I would first like to express my gratitude for my research coordinator, colleagues, and peers and family whose immense and constant support has been a source of continuous guidance and inspiration.

DECLARATION

I [type your full first names & surname here], declare that the following dissertation/thesis and its entire content has been an individual, unaided effort and has not been submitted or published before. Furthermore, it reflects my opinion and take on the topic and is does not represent the opinion of the University.

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TABLE OF CONTENTS

ACKNOWLEDGEMENTii

DECLARATIONiii

CHAPTER 01: INTRODUCTION1

Background1

Organisation Background1

Rationale2

Problem Statement2

Research Questions3

Aims and Objectives3

CHAPTER 02: LITERATURE REVIEW5

The nature of appraisal5

Content of appraisal5

Contextual Performance6

Goal Orientation7

Appraisal process8

Appraiser--Appraisee interaction8

The context of appraisal9

Cultural differences and appraisal9

Benefits of Performance Evaluation10

Benefits to the individual:11

CHAPTER 03: METHODOLOGY15

Data Collection Methods15

Sampling Method Chosen15

CHAPTER 04: DATA ANALYSIS17

Analysis of Data from Primary Research17

Analysis of Literature Review17

Timescale19

References21

Bibliography48

CHAPTER 01: INTRODUCTION

Background

Improving human performance in an organization is a worthwhile effort to accomplish. The actions to improve the performance of individuals and the organization does not lead only to improve productivity, can also lead to an increase in satisfaction levels to work, an improvement in the quality of life of workers, reduce stress, formation of new social networks, greater retention and application of knowledge, and numerous other benefits that impact on individuals within an organization, as well as organization itself and society in general.

Those responsible within the companies to work with and for people to achieve better results must be willing to consider, use and apply all the tools that are available for it, and not just those who prefer or predominantly are used. It is important to remember that tools are just tools, and its use should be subject to the resolution of the real goal, improving performance.

Organisation Background

Citigroup is the major American financial services company in the market, spanning 140 countries counting approximately 300,000 staff. The Dublin in Ireland office employs c.a. 1200 staff and it is an important centre for Citigroup as it is one of the major European sites. The current study involved a longitudinal assessment of the performance management system (PMS) in Citigroup. The firm has an expertise in providing insured repair solutions and emergency services to the home. Before the PMS system was introduced the company had not formulated any formal appraisal system, and the remuneration was not decided as per the performance.

Rationale

Performance management (PM) was defined by Mabey & Salaman (1995) as “a framework in which performance by individuals can be directed, monitored, motivated and rewarded, and whereby links in the cycle can be audited.” The ultimate motive of performance management is to measure employee performance against relevant goals in order to drive higher individual and organizational performance. The goal of PM is not only to maximize the performance of individual or organization but also to deal with underperforming individuals.

Problem Statement

In recent years there has been an increased emphasis on user reactions to performance appraisal (PA). This research interest originates from the observation that reactions to appraisal and the appraisal process seem to ...