performance managent

8/18/2019 Performance Managent

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Assignment 01

Submitted to:

Dr. Mohd Hasanur Raihan Joarder

Associate Professor,

Director, School of Business (!",

nited !nternational ni#ersit$

Submitted by:

Name Student Id.

MD. Serajus Sakline 111 123 148

Fariya Nowseen 111 131 212

!ar"in #kter 111 123 $2%

MD. &ouidul Islam 11 122 '3

Syed Md. Mosiur (aman 111 122 $)8

Section% B

&nd A'ril &01

nited !nternational ni#ersit$


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#ssi*nment &o+i,s

1. Performance a''raisal and )o* satisfaction&. !m'ortance of +ffecti#e Performance A''raisal in an rgani-ation.

. A''raisal !nter#ie/4. Performance a''raisal Jo* satisfaction

!er-orman,e a++raisal and job satis-a,tion


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!er-orman,e Mana*ement

Performance management is an ongoing 'rocess of communication *et/een a su'er#isor and an

em'lo$ee that occurs throughout the $ear, in su''ort of accom'lishing the strategic o*)ecti#es of

the organi-ation. he communication 'rocess includes clarif$ing e2'ectations, setting o*)ecti#es,identif$ing goals, 'ro#iding feed*ac3, and re#ie/ing results.

his is used most often in the /or3'lace, can a''l$ /here#er 'eo'le interact 4 schools,

churches, communit$ meetings, s'orts teams, health setting, go#ernmental agencies, social

e#ents, and e#en 'olitical settings 5 an$/here in the /orld 'eo'le interact /ith their

en#ironments to 'roduce desired effects.

!er-orman,e a++raisal

A 'erformance a''raisal is a s$stematic and 'eriodic 'rocess that assesses an indi#idual

em'lo$ee6s )o* 'erformance and 'roducti#it$ in relation to certain 're5esta*lished criteria and

organi-ational o*)ecti#es. ther as'ects of indi#idual em'lo$ees are considered as /ell, such as

organi-ational citi-enshi' *eha#ior, accom'lishments, 'otential for future im'ro#ement,

strengths and /ea3nesses, etc.

o collect PA data, there are three main methods% o*)ecti#e 'roduction, 'ersonnel, and

)udgmental e#aluation. Judgmental e#aluations are the most commonl$ used /ith a large #ariet$

of e#aluation methods. Historicall$, PA has *een conducted annuall$ (long5c$cle a''raisals"7

ho/e#er, man$ com'anies are mo#ing to/ards shorter c$cles (e#er$ si2 months, e#er$ 8uarter",


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and some ha#e *een mo#ing into short5c$cle (/ee3l$, *i5/ee3l$" PA. he inter#ie/ could

function as 9'ro#iding feed*ac3 to em'lo$ees, counseling and de#elo'ing em'lo$ees, and

con#e$ing and discussing com'ensation, )o* status, or disci'linar$ decisions9. PA is often

included in 'erformance management s$stems. PA hel's the su*ordinate ans/er t/o 3e$

8uestions% first, 9:hat are $our e2'ectations of me;9 second, 9Ho/ am ! doing to meet $our

e2'ectations;9

Performance management s$stems are em'lo$ed 9to manage and align9 all of an organi-ation6s

resources in order to achie#e highest 'ossi*le 'erformance. 9Ho/ 'erformance is managed in an

organi-ation determines to a large e2tent the success or failure of the organi-ation. herefore,

im'ro#ing PA for e#er$one should *e among the highest 'riorities of contem'orar$

organi-ations9. Some a''lications of PA are com'ensation, 'erformance im'ro#ement,

'romotions, termination, test #alidation, and more. :hile there are man$ 'otential *enefits of

PA, there are also some 'otential dra/*ac3s.


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1. o maintain records in order to determine com'ensation 'ac3ages, /age structure,

salaries raises, etc.

&. o identif$ the strengths and /ea3nesses of em'lo$ees to 'lace right men on right )o*.

. o maintain and assess the 'otential 'resent in a 'erson for further gro/th and

de#elo'ment.

=. o 'ro#ide a feed*ac3 to em'lo$ees regarding their 'erformance and related status.

>. o 'ro#ide a feed*ac3 to em'lo$ees regarding their 'erformance and related status.

. !t ser#es as a *asis for influencing /or3ing ha*its of the em'lo$ees.

?. o re#ie/ and retain the 'romotional and other training 'rograms.

#d"anta*es o- !er-orman,e #++raisal

!t is said that 'erformance a''raisal is an in#estment for the com'an$ /hich can *e )ustified *$

follo/ing ad#antages%

1. !romotion: Performance A''raisal hel's the su'er#isors to chal3 out the 'romotion

'rograms for efficient em'lo$ees. !n this regards, inefficient /or3ers can *e dismissed or

demoted in case.

&. /om+ensation: Performance A''raisal hel's in chal3ing out com'ensation 'ac3ages for

em'lo$ees. Merit rating is 'ossi*le through 'erformance a''raisal. Performance

A''raisal tries to gi#e /orth to a 'erformance. @om'ensation 'ac3ages /hich includes

*onus, high salar$ rates, e2tra *enefits, allo/ances and 're5re8uisites are de'endent on

'erformance a''raisal. he criteria should *e merit rather than seniorit$.

. 0m+loyees De"elo+ment: he s$stematic 'rocedure of 'erformance a''raisal hel's the

su'er#isors to frame training 'olicies and 'rograms. !t hel's to anal$se strengths and

/ea3nesses of em'lo$ees so that ne/ )o*s can *e designed for efficient em'lo$ees. !t

also hel's in framing future de#elo'ment 'rograms.

=. Sele,tion alidation: Performance A''raisal hel's the su'er#isors to understand the

#alidit$ and im'ortance of the selection 'rocedure. he su'er#isors come to 3no/ the


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#alidit$ and there*$ the strengths and /ea3nesses of selection 'rocedure. . /ommuni,ation:


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. @ritical !ncident

?. @hec3lists

. Cra'hic Rating Scale

. BARS

10.


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iii. :hen a large num*er of em'lo$ees are /or3ing, ran3ing of indi#iduals *ecome a

difficult issue.

i#. here is no s$stematic 'rocedure for ran3ing indi#iduals in the organi-ation. he ran3ing

s$stem does not eliminate the 'ossi*ilit$ of sna' )udgements.

For,ed Distribution metod

his is a ran3ing techni8ue /here raters are re8uired to allocate a certain 'ercentage of

rates to certain categories (eg% su'erior, a*o#e a#erage, a#erage" or 'ercentiles (eg% to' 10

'ercent, *ottom &0 'ercent etc.". Both the num*er of categories and 'ercentage of

em'lo$ees to *e allotted to each categor$ are a function of 'erformance a''raisal design

and format. he /or3ers of outstanding merit ma$ *e 'laced at to' 10 'ercent of the

scale, the rest ma$ *e 'laced as &0 G good, =0 G outstanding, &0 G fair and 10 G fair.#d"anta*es o- For,ed Distribution1. his method tends to eliminate raters *ias

&. B$ forcing the distri*ution according to 're5determined 'ercentages, the 'ro*lem

of ma3ing use of different raters /ith different scales is a#oided.

imitations o- For,ed Distribution

he limitation of using this method in salar$ administration, ho/e#er, is that it

ma$ lead lo/ morale, lo/ 'roducti#it$ and high a*senteeism.

+m'lo$ees /ho feel that the$ are 'roducti#e, *ut find themsel#es in lo/er grade

(than e2'ected" feel frustrated and e2hi*it o#er a 'eriod of time reluctance to

/or3.

/riti,al In,ident te,niues

nder this method, the manager 're'ares lists of statements of #er$ effecti#e and

ineffecti#e *eha#iour of an em'lo$ee. hese critical incidents or e#ents re'resent

the outstanding or 'oor *eha#iour of em'lo$ees or the )o*. he manager

maintains logs of each em'lo$ee, /here*$ he 'eriodicall$ records critical

incidents of the /or3ers *eha#iour. At the end of the rating 'eriod, these recorded

critical incidents are used in the e#aluation of the /or3ers 'erformance. +2am'le

of a good critical incident of a @ustomer Relations fficer is % March 1& 5 he

fficer 'atientl$ attended to a customers com'laint. He /as #er$ 'olite and

'rom'ts in attending the customers 'ro*lem.


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#d"anta*es o- /riti,al In,ident te,niues

i. his method 'ro#ides an o*)ecti#e *asis for conducting a thorough discussion of an

em'lo$ees 'erformance.

ii. his method a#oids recenc$ *ias (most recent incidents are too much em'hasi-ed"

imitations of @ritical !ncident techni8ues

i. Iegati#e incidents ma$ *e more noticea*le than 'ositi#e incidents.ii. he su'er#isors ha#e a tendenc$ to unload a series of com'laints a*out the incidents

during an annual 'erformance re#ie/ sessions.iii. !t results in #er$ close su'er#ision /hich ma$ not *e li3ed *$ an em'lo$ee.

i#. he recording of incidents ma$ *e a chore for the manager concerned, /ho ma$ *e too

*us$ or ma$ forget to do it. @hec3lists and :eighted @hec3lists

!n this s$stem, a large num*er of statements that descri*e a s'ecific )o* are gi#en. +ach

statement has a /eight or scale #alue attached to it. :hile rating an em'lo$ee the

su'er#isor chec3s all those statements that most closel$ descri*e the *eha#iour of the

indi#idual under assessment. he rating sheet is then scored *$ a#eraging the /eights of

all the statements chec3ed *$ the rater. A chec3list is constructed for each )o* *$ ha#ing

'ersons /ho are 8uite familiar /ith the )o*s. hese statements are then categori-ed *$ the

)udges and /eights are assigned to the statements in accordance /ith the #alue attached

*$ the )udges.Ad#antages of @hec3lists and :eighted @hec3lists

Most fre8uentl$ used method in e#aluation of the em'lo$ees 'erformance.

imitations of @hec3lists and :eighted @hec3listshis method is #er$ e2'ensi#e and time consumingRater ma$ *e *iased in distinguishing the 'ositi#e and negati#e 8uestions.

!t *ecomes difficult for the manager to assem*le, anal$-e and /eigh a num*er of

statements a*out the em'lo$ees characteristics, contri*utions and *eha#iors

Performance A''raisal Biases

Managers commit mista3es /hile e#aluating em'lo$ees and their 'erformance. Biases

and )udgment errors of #arious 3inds ma$ s'oil the 'erformance a''raisal 'rocess. Bias

here refers to inaccurate distortion of a measurement. hese are%

1. First Im+ression +rima,y e--e,t5:Raters form an o#erall im'ression a*out the ratee on the *asis of some 'articluar

characteristics of the ratee identified *$ them. he identified 8ualities and features

ma$ not 'ro#ide ade8uate *ase for a''raisal.

2. 6alo 0--e,t:


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he indi#iduals 'erformance is com'letel$ a''raised on the *asis of a 'ercei#ed

'ositi#e 8ualit$, feature or trait.

3. 6orn 0--e,t:

he indi#iduals 'erformance is com'letel$ a''raised on the *asis of a negati#e

8ualit$ or feature 'ercei#ed.4. 07,essi"e Sti--ness or enien,e:De'ending u'on the raters o/n standards, #alues and 'h$sical and mental ma3eu'

at the time of a''raisal, ratees ma$ *e rated #er$ strictl$ or lenientl$.

). /entral &enden,y:

A''raisers rate all em'lo$ees as a#erage 'erformers. hat is, it is an attitude to

rate 'eo'le as neither high nor lo/ and follo/ the middle 'ath.

%. !ersonal iases:

he /a$ a su'er#isor feels a*out each of the indi#iduals /or3ing under him 5

/hether he li3es or disli3es them 5 as a tremendous effect on the rating of their

'erformances.

'. S+illo"er 0--e,t:

he 'resent 'erformance is e#aluated much on the *asis of 'ast 'erformance.

Ehe 'erson /ho /as a good 'erformer in distant 'ast is assured to *e o3a$ at

'resent alsoF.

8. (e,en,y 0--e,t:

Rating is influenced *$ the most recent *eha#ior ignoring the commonl$

demonstrated *eha#iors during the entire a''raisal 'eriod.

9ob Satis-a,tion

Jo* satisfaction or em'lo$ee satisfaction has *een defined in man$ different /a$s. Some *elie#e

it is sim'l$ ho/ content an indi#idual is /ith his or her )o*, in other /ords, /hether or not the$

li3e the )o* or indi#idual as'ects or facets of )o*s, such as nature of /or3 or su'er#ision.

at #re te Fa,tors #--e,tin* 9ob Satis-a,tion;

An em'lo$ee6s o#erall satisfaction /ith his )o* is the result of a com*ination of factors 55 and

financial com'ensation is onl$ one of them. Management6s role in enhancing em'lo$ees6 )o*

satisfaction is to ma3e sure the /or3 en#ironment is 'ositi#e, morale is high and em'lo$ees ha#e

the resources the$ need to accom'lish the tas3s the$ ha#e *een assigned.


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orkin* /onditions:

Because em'lo$ees s'end so much time in their /or3 en#ironment each /ee3, it6s

im'ortant for com'anies to tr$ to o'timi-e /or3ing conditions. Such things as 'ro#iding

s'acious /or3 areas rather than cram'ed ones, ade8uate lighting and comforta*le /or3

stations contri*ute to fa#ora*le /or3 conditions. ++ortunity -or #d"an,ement:

+m'lo$ees are more satisfied /ith their current )o* if the$ see a 'ath a#aila*le to mo#e

u' the ran3s in the com'an$ and *e gi#en more res'onsi*ilit$ and along /ith it higher

com'ensation. Man$ com'anies encourage em'lo$ees to ac8uire more ad#anced s3ills

that /ill lead to the chance of 'romotion.

orkload and Stress e"el:

Dealing /ith a /or3load that is far too hea#$ and deadlines that are im'ossi*le to reach

can cause )o* satisfaction to erode for e#en the most dedicated em'lo$ee.


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Brian Hill

Im+ortan,e o- 0--e,ti"e !er-orman,e #++raisal in an

r*ani=ation.

Introdu,tion:<

Managing 'erformance is an im'ortant issue /ith the 'u*lic and other sta3eholders e2'ecting as

the norm and not the e2ce'tion, good ser#ice, integrit$, trans'arenc$ and accounta*ilit$.

Co#ernment institutions are often held to a higher le#el of accounta*ilit$, and understanda*l$ so

as the 'u*lic re8uires #alue for ta2es 'aid. Peo'le im'lement 'lans, 'rograms and 'olicies and

therefore the contri*ution of human effort to an organi-ations success is as im'ortant as an$

other resource in'ut. he 8ualit$ of the 'erformance of ci#il ser#ants is critical to achie#ing the

outcomes sought *$ go#ernment, the general de#elo'ment of the countr$ and the e2'ectations of

the 'eo'le. !n light of this, the Performance Management and A''raisal S$stem (PMAS" ha#e

*een introduced as a means of managing and im'ro#ing staff 'erformance and accounta*ilit$ in

the Pu*lic Ser#ice.

he PMAS is an im'ro#ed s$stem of 'erformance management and e#aluation. !t clearl$

defines ho/ $our /or3 contri*utes to the achie#ement of the organi-ations goals and identifies

/hat needs to *e done to ensure each 'erson is gi#en the o''ortunit$ for 'ersonal gro/th and

de#elo'ment in their /or3 life. Pro'erl$ im'lemented, this is a /in5/in s$stem. he em'lo$ees

s3ills, talents and interest /ill *e honed and guided for ma2imum 'erformance and the

organi-ation /ill *enefit from the com*ined 'erformance of all staff. Pro'er management of the

S$stem is therefore critical to ensure that the e2'ected *enefits are reali-ed. he Human


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Resource Management Di#ision is a 3e$ guardian of the s$stem as /ell as an im'ortant conduit

for feed*ac3 that /ill inform changes to the S$stem.

!er-orman,e mana*ement:

Performance management is a holistic 'rocess that ensures em'lo$ees 'erformance contri*utes

to *usiness o*)ecti#es. !t *rings together man$ of elements of good 'eo'le management 'ractice,

including learning and de#elo'ment, measurement of 'erformance, and organi-ational

de#elo'ment.

Performance Management can *e defined as Ea strategic and integrated a''roach to deli#ering

sustained success to organi-ations *$ im'ro#ing the 'erformance of the 'eo'le /ho /or3 in

them and de#elo'ing the ca'a*ilities of teams and indi#idual contri*utors. 9 (Armstrong and

Barron% 1".(1"

" 'ointed out that the real conce't of 'erformance management /as associated

/ith an a''roach to creating a shared #ision of the 'ur'ose and aims of the organi-ation, hel'ing

em'lo$ees to understand and recogni-e their 'art in contri*uting to them and, in so doing,

enhancing the 'erformance of *oth indi#iduals and the organi-ation.

!n &000, Armstrong identified t/o senses in /hich 'erformance management is integrated7

#ertical integration /hich lin3s o*)ecti#es /ith core com'etencies and hori-ontal integration

/hich lin3s different as'ects of human resource management to achie#e a consistent a''roach to

the management and de#elo'ment of 'eo'le. He later renamed hori-ontal integration as HR

!ntegration and identified t/o other senses in /hich it can *e integrated7 functional integration

/hich lin3s functional strategies in different 'arts of the *usiness and lastl$, the integration of

indi#idual needs /ith those of the organi-ation (&001".

0lements o- !er-orman,e Mana*ement

Armstrong identifies the fi#e elements of 'erformance management as agreement (of em'lo$ee,

unit, and organi-ational goals", measurement, feed*ac3, 'ositi#e reinforcement and dialogue (&".

hese elements ensure that the 'erformance management 'rocess is 'ositi#e, successful and a


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s'ur to em'lo$ee im'ro#ement. e$ to the 'erformance management 'rocess are continued

feed*ac3 and assessment, de'icted sho/n in the 'erformance management c$cle (


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!er-orman,e a++raisal:

Performance a''raisals are re#ie/s of em'lo$ee 'erformance o#er time, so a''raisal is )ust one

'iece of 'erformance management. A 'erformance a''raisal (PA" is a method *$ /hich the )o*

'erformance of an em'lo$ee is documented and e#aluated. Performance a''raisals are a 'art ofcareer de#elo'ment and consist of regular re#ie/s of em'lo$ee 'erformance /ithin

organi-ations. PA also referred as a 'erformance re#ie/, 'erformance e#aluation, de#elo'ment

discussion, or em'lo$ee a''raisal.

A 'erformance a''raisal is a s$stematic and 'eriodic 'rocess that assesses an indi#idual

em'lo$ee6s )o* 'erformance and 'roducti#it$ in relation to certain 're5esta*lished criteria and

organi-ational o*)ecti#es (=".ther as'ects of indi#idual em'lo$ees are considered as /ell, such

as organi-ational citi-enshi' *eha#ior, accom'lishments, 'otential for future im'ro#ement,strengths and /ea3nesses, etc.

Im+ortan,e o- !er-orman,e #++raisals:

he most challenging as'ect of a 'erformance a''raisal is measuring the actual 'erformance of

the em'lo$ee. Since the 'erformance is measured *$ tas3s 'erformed, there is a continuous

'rocess that must *e administered in order to monitor the 'erformances throughout the a''raisal

c$cle.

hus, its #er$ im'ortant to choose the correct measuring techni8ues. !ts also im'ortant to focus

on a desired 'erformance (standardi-ed 'erformance" and then com'are the desired 'erformance

to the actual 'erformance of the em'lo$ee. Although the 'rocess ma$ *e tedious, the end result is

one of great im'ortance. Some of the 'ositi#e results of 'erformance a''raisals are%

• !t encourages em'lo$ees to 'erform *etter in the future

• !t 'resents an o''ortunit$ for em'lo$ees to le#erage 'ositi#e 'erformance for an

increase in salar$ or 'romotion


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• During the a''raisal, em'lo$ees can discuss strengths and /ea3nesses /ith a

su'er#isor, in effect, allo/ing em'lo$ees to discuss 'ersonal concerns

• !t 'ro#ides communication *et/een a su'er#isor and em'lo$ee on a regular *asis to

discuss )o* duties and issues /ith /or3 'erformance

• !t allo/s em'lo$ees to identif$ /hat s3ills ma$ *e lac3ing and need to *e ac8uired or

im'ro#ed u'on. here are instances /hen education 'ro#ided *$ the com'an$ is a

necessit$ to ad#ance success o#erall

• !t holds em'lo$ees accounta*le for their )o* 'erformance, and since the em'lo$ee

3no/s that an a''raisal is coming, the em'lo$ee has the o''ortunit$ to 're'are in

ad#ance

• !t 'ro#ides the o''ortunit$ for managers to e2'lain organi-ational goals and the /a$s

in /hich em'lo$ees can 'artici'ate in the achie#ement of those goals

!er-orman,e #++raisal Metods

0n,oura*e Dis,ussion:<

+m'lo$ees are also more li3el$ to feel that the a''raisal 'rocess is fair if the$ are gi#en a chance

to tal3 a*out their 'erformance.

/onstru,ti"e Intention:<

it is #er$ im'ortant that em'lo$ees recogni-e that negati#e a''raisal feed*ac3 is 'ro#ided /ith aconstructi#e intention, i.e., to hel' them o#ercome 'resent difficulties and to im'ro#e their future

'erformance. +m'lo$ees /ill *e less an2ious a*out criticism, and more li3el$ to find it useful,

/hen the$ *elie#e that the a''raiser6s intentions are hel'ful and constructi#e.

Set !er-orman,e >oals:

Coals can stimulate em'lo$ee effort, focus attention, increase 'ersistence, and encourage

em'lo$ees to find ne/ and *etter /a$s to /or3.

#++raiser /redibility:<

!t is im'ortant that the a''raiser (usuall$ the em'lo$ee6s su'er#isor" *e /ell5informed and

credi*le. A''raisers should feel comforta*le /ith the techni8ues of a''raisal, and should *e

3no/ledgea*le a*out the em'lo$ee6s )o* and 'erformance.


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/on,lusion:<

Performance management, unli3e traditional annual e#aluation, 'ro#ides em'lo$ees /ith

feed*ac3 throughout the $ear. he s$stem allo/s constant re5e#aluation of goals, 'rogress and

'erformance. Performance a''raisals can *e one of the good /a$ for organi-ations to *oostem'lo$ees moti#ation and hone their com'etiti#e edge. But creating useful 'erformance

a''raisals and ma3ing sure the$ are used effecti#el$ throughout an organi-ation is not eas$. o

do so organi-ation should follo/ some rule so that it /ill hel' organi-ation mo#e close to

a''raisals as /ell as that hel' staff 'erform their *est.


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#++endi7:<

K1L Performance management% the ne/ realities, Michael Armstrong, Angela Baron, !nstitute of

Personnel and De#elo'ment, !nstitute of Personnel and De#elo'ment, Aug 1, 1

K&L +#ans, C. +d/ard. Performance Management and A''raisal% a Ho/5to5Do5!t Manual for

i*rarians. Ie/ or3% Ieal5Schuman Pu*lishers, &00=.

KL Muchins3$, P. M. (&01&". Ps$cholog$ A''lied to :or3 (10th ed.". Summerfield, I@% H$'er

gra'hic Press.

K=L Manasa, . Redd$, I. (&00". Role of raining in !m'ro#ing Performance. The IUP Journal o So! Skill"# $# ?&50

K>L nderstanding the !m'ortance of Performance A''raisals B A+SSA B+I+

S+P+MB+R &0, &01&


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#++raisal Inter"iew

Introdu,tion

A performance appraisal interview is the rst stage of the performance

appraisal process and involves the employee and his or her manager sitting

face to face to discuss threadbare all aspects of the employee’s performance

and thrash out any dierences in perception or evaluation. The performance

appraisal interview provides the employee with a chance to defend himself

or herself against poor evaluation by the manager and also gives the

manager a chance to explain what he or she thinks about the employee’s

performance.

In a nutshell the performance appraisal interview precedes the

normali!ation process and is subse"uent to the employee lling up the

evaluation form and the manager likewise doing so. The interview is the

stage where both sides debate and argue the employees’ side of the story as

well as the manager’s perception.

De-inition:

An a''raisal inter#ie/ is a t/o5/a$ formal communication 'rocess *et/een an em'lo$ee and

hisNher manager. !t is one of the *est /a$s for an em'lo$ee to increase 'roducti#it$ and change

/or3 ha*its. !t #aries in nature from com'an$ to com'an$ *ut one of the most common uses is

for the manager to 'ro#ide feed*ac3 for an em'lo$ee.


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An a''raisal inter#ie/ gi#es the em'lo$ee the chance to shield himselfNherself from 'oor

e#aluation *$ the manager. !t also gi#es the manager an o''ortunit$ to s'ell out hisNher re#ie/s.

!t hel's the em'lo$ees to determine /hether there is a need for training if the$ lac3 in an$

'articular s3ill and /ho /ill *e 'romoted, demoted, retained or fired.

&y+es:

1. Satis-a,tory

'romotion ahead. his inter#ie/s o*)ecti#e is to de#elo' is to discuss the em'lo$ees career

'lans and to de#elo' a s'ecific action 'lan for the 'rofessional de#elo'ment that heNshe needs to

mo#e u'.

2. Satis-a,tory


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ORecei#es information regarding himself, his em'lo$ees and organi-ational unit (mutual e2chang

e of e2'ectations and desires"

O Assists and 'romotes hisNher em'lo$ees

From te em+loyee@s +ers+e,ti"e

An em'lo$ees success and career de'end on ho/ /ell heN she de#elo's hisNher s3ills and com'e

tencies, 'erformance and )o* satisfaction as /ell as ho/ /ell heNshe 're'ares for 'ossi*le future t

as3s and ne/ re8uirements. he em'lo$ee

ORecei#es, #ia the A''raisal !nter#ie/, a guideline on the *asis of /hich criteria heNshe /ill *e e

#aluated.

O Recei#es feed*ac3 on hisNher 'erformance

O Recei#es information regarding the ni#ersit$ and the organi-ational unit

O @an influence hisNher area of /or3 and set goals

O@an get information on 'ossi*le 'aths for de#elo'ment, re8uirements and training and can also

#oice hisNher /ishes regarding training.

#++raisal Inter"iew work;

he date for the inter#ie/ should *e agreed u'on at least t/o /ee3s ahead. he inter#ie/

ta3es 'lace during /or3 time. Schedule a''ro2. one to t/o hours in an a''ro'riate and 8u

iet en#ironment

Manager and em'lo$ee 're'are for the inter#ie/ inde'endentl$.

+m'lo$ee and direct su'er#isor carr$ out the inter#ie/

Manager and em'lo$ee commonl$ sti'ulate the agreement (Attachment A''raisal !nter#i

e/ Agreements"


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Ste+s in ,ondu,tin* a++raisal

Ste+ 1: !re+are

Pre'aring for the inter#ie/ is #er$ im'ortant, ha#ing a 're'ared inter#ie/er /ill ma3e the

inter#ie/ee more confident that the re#ie/ of their 'erformance is *eing done 'ro'erl$ and this

in turn /ill ma3e them more li3el$ to listen to ad#ice gi#en. o 're'are for an a''raisal the

inter#ie/er needs to ma3e sure there are no distractions, *$ remo#ing the 'hone etc., ma3e sure

the room is set u' so that the 'erson *eing re#ie/ed is comforta*le, *oth mentall$ and

'h$sicall$.

As /ell as this its im'ortant that the last a''raisal done /ith this 'erson is loo3ed at, so that

o*)ecti#es /hich should ha#e *een achie#ed can *e chec3ed and its then 'ossi*le to easil$ *uild

u'on /hat has alread$ *een co#ered o#er the $ears /ith this em'lo$ee. !t also means that the

'erson *eing re#ie/ed /ill *e more confident that the re#ie/er is tr$ing to do e#er$thing

'ro'erl$. !nformation should also *e gathered from an$ of managers su'er#ising this 'erson.

he most im'ortant as'ect of *eing 're'ared is that *oth sides of the a''raisal 3no/ /hat the

'oint of the meeting is, /hat /ill *e ha''ening and /h$ it /ill *enefit them and the

organi-ation. A good /a$ to get to 3no/ /hat /ill *e ha''ening in a s'ecific a''raisal is to get

*oth 'arties to fill in a form and then e2change them so that issues and tal3ing 'oints can *e

identified and some more 're'aration can *e 'ut into the inter#ie/.

Agreements remain /ith

the manager (confidential",

a co'$ is gi#en to the

em'lo$ee

!nformation, that the

A''raisal !nter#ie/ /as

carried out is entered in Q!S

!nformation regarding

re8uired training are sent to

the Human Resource

de#elo'ment de'artment


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Ste+ 2: /lear /ommuni,ation

A''raisals are all a*out clearl$ communication /ithin an organi-ation, getting across the 'oint

of o*)ecti#es and then re#ie/ing them /hen the time comes. Although most of the time senior

management decide u'on o*)ecti#es, a''raisals are a good time to discuss /hat o*)ecti#es to *e.

his allo/s management to get an idea of /hat em'lo$ees thin3 the$ /ill achie#e and in turn it

allo/s them to see ho/ the$ can 'ush their staff so that the$ achie#e greater heights.

During a''raisals indi#iduals need to engaged in the thin3ing, meaning that the re#ie/er needs

to use a''ro'riate language and techni8ues to tr$ and come across in the *est light and find out

the information that the$ need.

E!ts not /hat $ou sa$, its the /a$ that $ou sa$ itF


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his 8uote tells us that it is the communication /hich needs to *e /atched, not the actual content

of the re#ie/. *#iousl$ the content is the ultimate goal in this situation, *ut to get to that /e

need to concentrate on getting that content out of 'eo'le, /hich is done *$ communicating in the

correct /a$.

Ste+ 3: Inter"iewin* ased on te !erson

Another im'ortant as'ect of doing an a''raisal inter#ie/ is to ma3e sure that $ou inter#ie/ the

'erson in a /a$ /hich is rele#ant to them.


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8. Im+lemented ideas: :hen as3ed for im'lemented ideas in the 'ast, 're'are an idea of $our

/hich /as im'lemented and made successful. !n case $ou had offered an idea in the 'ast to $our

com'an$ and $our com'an$ ended in *an3ru'tc$ then it ma$ not *e a 'erfect idea either. Share

successful and good ideas that can add #alue and ma3e the com'an$ successful.

B. Fo,us on mandatory details: :hile ans/ering an a''raisal 8uestion, the most im'ortant

details are to *e mentioned a#oiding unnecessar$ ones. B$ mentioning #ital details, the a''raisal

is set as a 'o/erful one. he a''raisal should also 'ossess rele#ant e2am'les /hich lin3 to the

functions of the )o*. B$ this /a$ the a''raisal in interesting and goes on /ell /ithout *oredom.

1$. #bout weakness: :hen an em'lo$ee is as3ed a*out his /ea3ness in a 'erformance

a''raisal, he needs to ans/er in a smart /a$. :hen the em'lo$ee sa$s that he has no /ea3ness

then he is l$ing. !t is re8uired to *e realistic and ans/er the 8uestion in a 'ositi#e trait *$mentioning small /or3 related faults.

11. #bout skills and talent: !n an a''raisal session it is im'ortant to s'ea3 a*out the s3ills and

e2'erience and ho/ $ou can use them in an effecti#e /a$ in the organi-ation. ou can also

mention that $ou li3e to face challenges and moti#ated to handle them /ith $our s3ill and

3no/ledge. ou can also mention a fe/ e2am'les of the challenges that $ou ha#e met and

handled.

12. #bout -a,in* a ,on-li,t: here ma$ *e situations /here the em'lo$ee is as3ed a*out an$

'ast conflict. he em'lo$ee can o'en u' the true situation and ans/er in an honest manner. he

em'lo$ee can mention that there /ere fe/ disagreements and not ma)or conflicts. !t can also *e

said that the em'lo$ee learned from the conflict that he needs to understand from the o''onent

'oint of #ie/ and understand their 'ers'ecti#e. his can *e a smooth /a$ to ans/er this t$'e of

8uestion in an a''raisal session.

13. #ttitude as key: !t is al/a$s good to maintain a 'ositi#e attitude during the a''raisal session.

he em'lo$ee can *e in an$ mood such as angr$, u'set or defensi#e, all these should *e 3e't

/ithin at time of a''raisal session. !t is im'ortant for the em'lo$ee to remem*er that an a''raisal

is conducted to ma3e the em'lo$ee *etter. he 8uestions are as3ed to ma3e out /hat differentl$

the em'lo$ee has done or /hat he can do in future to handle #arious situations. he ans/ers are


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to *e truthful and the em'lo$ee should ta3e o/nershi' for an$ hassles that has ha''ened

're#iousl$.

14. !ra,ti,e be-ore answerin*: o ensure confident con#e$ance of ans/ers, 'racticing is the

right /a$. A list of 8uestions can *e re#ie/ed and ans/ers can *e 'racticed accordingl$. ou canalso see3 a friends hel' to monitor $our 'erformance or $ou can record and re#ie/ $our

'erformance too. !t is mandator$ that $ou ans/er each and e#er$ 8uestion and $ou also 'ro#ide

each ans/er along /ith facts, figures and related information that ma3es $our ans/er strong.

Also remem*er to focus on the tone of ans/ers, $our tone should *e 'ositi#e, and calm

irres'ecti#e of the to'ic *eing discussed.

1). !re+are and +er-orm%


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Sam'le Appraisal Interview Forms


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A''endi2

htt'%NN///.m$hrm*oo3.comNconducting5the5a''raisal5inter#ie/N

https$www.uib#.ac.at...the&appraisal &interview

htt's%NNen./i3i'edia.orgN/i3iNPerformancea''raisal

htt'%NNsmall*usiness.chron.comNa''raisal5inter#ie/5do/nfalls511>1.html

htt'%NN///.tutor&u.netN

http://www.myhrmbook.com/conducting-the-appraisal-interview/https://www.uibk.ac.at/.../the-appraisal-interviewhttps://www.uibk.ac.at/.../the-appraisal-interviewhttps://www.uibk.ac.at/.../the-appraisal-interviewhttps://www.uibk.ac.at/.../the-appraisal-interviewhttps://www.uibk.ac.at/.../the-appraisal-interviewhttps://en.wikipedia.org/wiki/Performance_appraisalhttp://smallbusiness.chron.com/appraisal-interview-downfalls-11518.htmlhttp://www.tutor2u.net/https://www.uibk.ac.at/.../the-appraisal-interviewhttps://en.wikipedia.org/wiki/Performance_appraisalhttp://smallbusiness.chron.com/appraisal-interview-downfalls-11518.htmlhttp://www.tutor2u.net/http://www.myhrmbook.com/conducting-the-appraisal-interview/


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!er-orman,e a++raisal C 9ob satis-a,tion

Introduction to Performance Appraisal:

he histor$ of 'erformance a''raisal is 8uite *rief. !ts roots in the earl$ &0th centur$ can *e

traced to a$lor6s 'ioneering ime and Motion studies. But this is not #er$ hel'ful, for the same

ma$ *e said a*out almost e#er$thing in the field of modern human resources management.

As a distinct and formal management 'rocedure used in the e#aluation of /or3 'erformance,

a''raisal reall$ dates from the time of the Second :orld :ar, a*out se#ent$ $ears ago.

here is, sa$s Dule/ic- (1", 9 a *asic human tendenc$ to ma3e )udgments a*out those one is

/or3ing /ith, as /ell as a*out oneself.9 A''raisal, it seems, is *oth ine#ita*le and uni#ersal. !n

the a*sence of a structured s$stem, 'eo'le /ill tend to )udge the /or3 'erformance of others,

including su*ordinates, informall$ and ar*itraril$. Performance a''raisal *egan as an attem't to

rationall$ correlate re/ards and outcomes. hat is, a''raisal /as used to decide /hether or not

the salar$ or /age of an indi#idual em'lo$ee /as )ustified.

Modern !er-orman,e #++raisal:

Performance a''raisal ma$ *e defined as a structured formal interaction *et/een a su*ordinate

and su'er#isor, that usuall$ ta3es the form of a 'eriodic inter#ie/ (annual or semi5annual", in

/hich the /or3 'erformance of the su*ordinate is e2amined and discussed, /ith a #ie/ to

identif$ing /ea3nesses and strengths as /ell as o''ortunities for im'ro#ement and s3ills

de#elo'ment. !n man$ organi-ations 5 *ut not all 5 a''raisal results are used, either directl$ or

indirectl$, to hel' determine re/ard outcomes. hat is, the a''raisal results are used to identif$

the *etter 'erforming em'lo$ees /ho should get the ma)orit$ of a#aila*le merit 'a$ increases,

*onuses, and 'romotions.

B$ the same to3en, a''raisal results are used to identif$ the 'oorer 'erformers /ho ma$ re8uire

some form of counseling, or in e2treme cases, demotion, dismissal or decreases in 'a$.


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(rgani-ations need to *e a/are of la/s in their countr$ that might restrict their ca'acit$ to

dismiss em'lo$ees or decrease 'a$."

:hether this is an a''ro'riate use of 'erformance a''raisal 5 the assignment and )ustification of

re/ards and 'enalties 5 is a #er$ uncertain and contentious matter.

he 'rocess *$ /hich a manager or consultant (1" e2amines and e#aluates an em'lo$ee6s /or3

*eha#ior *$ com'aring it /ith 'reset standards, (&" documents the results of the com'arison, and

(" uses the results to 'ro#ide feed*ac3 to the em'lo$ee to sho/ /here im'ro#ements are needed

and /h$.

Performance a''raisals are em'lo$ed to determine /ho needs /hat training, and /ho /ill *e

'romoted, demoted, retained, or fired.

#,,ordin* to di--erent autor !er-orman,e a++raisal :

/. D. Fiser . F. S,oen-eldt and 9. . Saw a"e de-ined as % he 'rocess *$ /hich an

em'lo$ees contri*ution to the organi-ation during s'ecified 'eriod of time is assessed.

>ary Dessler de-ined EPerformance a''raisal as means of e#aluating aim em'lo$ees current

and or 'ast 'erformance relati#e to his or he 'erformance standardsF

ellows said: EPerformance a''raisal is defined as a s$stematic 'eriodic e#aluation of the /orth

of an indi#idual of an organi-ation, usuall$ mad *$ a su'erior or someone in 'osition to o*ser#e

his 'erformanceF.

ea, said: EPerformance a''raisal is the s$stematic e#aluation of the indi#idual /ith res'ect to

this 'erformance on the )o* and his 'otential of de#elo'mentF

illiam . eater and Eeit Da"is said% EPerformance a''raisal is the 'rocess *$ /hich

organi-ation e#aluate indi#idual )o* 'erformanceF

Dou*las Stuart Elein and Da"id 6unt de-ined:EPerformance a''raisal as a s$stematic

e#aluation re#ie/ of em'lo$ees meaningful )o* *eha#ior /ith res'ect to their effecti#eness in

meeting their )o* re8uirements and res'onsi*ilitiesF


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eon /. Me**inson as de-ined: Performance a''raisal is the 'rocess an em'lo$er uses to

determine /hether an em'lo$ee is 'erforming the )o* as intended. (Merit rating, efficienc$

rating, ser#ice rating and em'lo$ee a''raisal arc others fre8uentl$ used terms for 'erformance

a''raisal"

ayne F. /as,io: EPerformance a''raisal as the s$stematic descri'tion of an em'lo$ees )o*5

rele#ant strengths and /ea3nessesF

All items are measured on a >5'oint i3ert scale (1 Strongl$ Disagree, & Disagree,

Ieutral, =Agree, > Strongl$ Agree".

bje,ti"es o- !er-orman,e #++raisal:

Performance A''raisal can *e done /ith follo/ing o*)ecti#es in mind%

• o maintain records in order to determine com'ensation 'ac3ages, /age structure,

salaries raises, etc.

• o identif$ the strengths and /ea3nesses of em'lo$ees to 'lace right men on right )o*.

• o maintain and assess the 'otential 'resent in a 'erson for further gro/th and

de#elo'ment.

• o 'ro#ide a feed*ac3 to em'lo$ees regarding their 'erformance and related status.

• o 'ro#ide a feed*ac3 to em'lo$ees regarding their 'erformance and related status.

• !t ser#es as a *asis for influencing /or3ing ha*its of the em'lo$ees.

• o re#ie/ and retain the 'romotional and other training 'rogrammes.

Advantages of #erformance Appraisal$


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!t is said that 'erformance a''raisal is an in#estment for the com'an$ /hich can *e )ustified *$

follo/ing ad#antages%

1. !romotion: Performance A''raisal hel's the su'er#isors to chal3 out the 'romotion

'rogrammes for efficient em'lo$ees. !n this regards, inefficient /or3ers can *e dismissed or

demoted in case.

&. /om+ensation: Performance A''raisal hel's in chal3ing out com'ensation 'ac3ages for

em'lo$ees. Merit rating is 'ossi*le through 'erformance a''raisal. Performance A''raisal

tries to gi#e /orth to a 'erformance. @om'ensation 'ac3ages /hich include *onus, high

salar$ rates, e2tra *enefits, allo/ances and 're5re8uisites are de'endent on 'erformance

a''raisal. he criteria should *e merit rather than seniorit$.

. 0m+loyees De"elo+ment: he s$stematic 'rocedure of 'erformance a''raisal hel's the

su'er#isors to frame training 'olicies and 'rogrammes. !t hel's to anal$-e strengths and

/ea3nesses of em'lo$ees so that ne/ )o*s can *e designed for efficient em'lo$ees. !t also

hel's in framing future de#elo'ment 'rogrammes.

=. Sele,tion alidation: Performance A''raisal hel's the su'er#isors to understand the

#alidit$ and im'ortance of the selection 'rocedure. he su'er#isors come to 3no/ the

#alidit$ and there*$ the strengths and /ea3nesses of selection 'rocedure. . /ommuni,ation:


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d. !t de#elo's the s'irit of /or3 and *oosts the morale of em'lo$ees.

All the a*o#e factors ensure effecti#e communication.

. Moti"ation: Performance a''raisal ser#es as a moti#ation tool. hrough e#aluating 'erformance of em'lo$ees, a 'ersons efficienc$ can *e determined if the targets are

achie#ed. his #er$ /ell moti#ates a 'erson for *etter )o* and hel's him to im'ro#e his

'erformance in the future.

9ob satis-a,tion:

he conce't of )o* satisfaction has *een de#elo'ed in man$ /a$s *$ man$ different

researchers and 'ractitioners. ne of the most /idel$ used definitions in organi-ational

research is that of oc3e (1?", /ho defines )o* satisfaction as 9a 'leasura*le or 'ositi#e

emotional state resulting from the a''raisal of one6s )o* or )o* e2'eriences9

A more recent definition of the conce't of )o* satisfaction is from Hulin and Judge (&00", /ho

ha#e noted that )o* satisfaction includes multidimensional 's$chological res'onses to an

indi#idual6s )o*, and that these 'ersonal res'onses ha#e cogniti#e (e#aluati#e", affecti#e (or

emotional", and *eha#ioral com'onents.K&L Jo* satisfaction scales #ar$ in the e2tent to /hich the$

assess the affecti#e feelings a*out the )o* or the cogniti#e assessment of the )o*. Affecti#e )o*

satisfaction is a su*)ecti#e construct re'resenting an emotional feeling indi#iduals ha#e a*out

their )o*.

Jo* satisfaction is the le#el of contentment a 'erson feels regarding his or her )o*. his feeling is

mainl$ *ased on an indi#idual6s 'erce'tion of satisfaction. Jo* satisfaction can *e influenced *$ a

'erson6s a*ilit$ to com'lete re8uired tas3s, the le#el of communication in an organi-ation, and

the /a$ management treats em'lo$ees.

Jo* satisfaction falls into t/o le#els% affecti#e )o* satisfaction and cogniti#e )o* satisfaction.

Affecti#e )o* satisfaction is a 'erson6s emotional feeling a*out the )o* as a /hole. @ogniti#e )o*

satisfaction is ho/ satisfied em'lo$ees feel concerning some as'ect of their )o*, such as 'a$,

hours, or *enefits.


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Some factors of )o* satisfaction ma$ ran3 as more im'ortant than others, de'ending on each

/or3er6s needs and 'ersonal and 'rofessional goals. o create a *enchmar3 for measuring and

ultimatel$ creating )o* satisfaction, managers in an organi-ation can em'lo$ 'ro#en test methods

such as the Jo* Descri'ti#e !nde2 (JD!" or the Minnesota Satisfaction Tuestionnaire (MST".

hese assessments define )o* satisfaction o*)ecti#el$.

$'icall$, fi#e factors can *e used to measure and influence )o* satisfaction%

1. Pa$ or total com'ensation

&. he /or3 itself (i.e., )o* s'ecifics such as 'ro)ects, res'onsi*ilities"

. Promotion o''ortunities (i.e., e2'anded res'onsi*ilities, more 'restigious title"

=. Relationshi' /ith su'er#isor

>. !nteraction and /or3 relationshi' /ith co/or3ers

)


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)o* to go to e#er$da$ in order to ha#e other things in life is fine, and its from acce'ting that the$

deri#e their satisfaction.

,. &ene -actors -or +our (ob )atisfaction

Defining the factors for $our o/n )o* satisfaction re8uires $ou )um'ing all the /a$ *ac3 to the

*eginning. his could *e $our first )o* as, for e2am'le, a life guard in a da$ cam' at 1 or a

'a'er route at 1&. Ho/e#er, instead of identif$ing duties, res'onsi*ilities, and )o* descri'tions

as $ou might for a resume, loo3 at $our successes and the under'innings of those successes.

nder'innings such as%

• Instin,ti"e skills the automatic, the intuiti#e, creati#e s3ills that $ou dre/ u'on at that

time

• earned skills that might *e customer ser#ice, in#entor$ control, *asic accounting or

'rogram management

Dont limit $ourself to )o*s either. ou ha#e successes from other e2'eriences that ma$ *erele#ant and transfera*le. An e2am'le is leading a $outh grou' or charita*le /or3 through a

church or s$nagogue, or /riting a ne/sletter for $our *o/ling league. Ma$*e e#en hel'ing a

'arent or friend 'ut together a /e*site for a *usiness.

. /onsider 0ther )uccesses 0utside The 'orkplace

:hen $ou ta3e this /al35through, consider the follo/ing% alumni associations, communit$ and

ci#ic organi-ations, councils /ith /hich $ou ma$ ha#e *een in#ol#ed, teams on /hich $ou

'la$ed, or Boards on /hich $ou ser#ed.

1. Identify )uccess Attributes

nce $ou ha#e all these successes on the ta*le, $ou can identif$ (a" a%!ual "kill", (*" per"onal

%hara%!eri"!i%", (c" proe""ional %hara%!eri"!i%" and (d" kno&led'e area", inherent or learned that


40/43

$ou dre/ u'on to succeed. hese are the Eunder'inningsF or as ! refer to them, success attri*utes,

man$ of /hich ma$ *e deri#ed from core com'etencies $ou 'ossess. Dont sto' hereU

2. &ivide *otivated And 3nmotivated )uccesses

n a 'iece a 'a'er, set u' a E5@hartF /ith Mo!ia!ed and Uno!ia!ed Su%%e""e" /ritten across

the to' of $our sheet as $our left and right headings, res'ecti#el$. Ie2t, di#ide and list $our

Esuccess attri*utesF defined in ste' = a*o#e, into $our t/o grou's under the headings.

• Moti"ated su,,esses those $ou are interested in 'er'etuating

• ?nmoti"ated su,,ess though the$ are successes, the$ are those /hich $ou ha#e little or

no interest in 'er'etuating

(elation between +er-orman,e a++raisal C job satis-a,tion:

+m'lo$ee outcomes in the form of /or3 'erformance, affecti#e organi-ational commitment and

turno#er intention are #er$ crucial to su''ort the o#erall gro/th of an organi-ation. herefore,

the management should 'a$ more attention on the le#el of satisfaction in 'erformance a''raisal

to ensure that em'lo$ees are satisfied and /ill continuousl$ contri*ute to their organi-ation

throughout their em'lo$ment /ith the organi-ation. +2ists *et/een satisfaction /ith

'erformance a''raisal and em'lo$ee outcomes distinguish *$ in the form of /or3 'erformance,

affecti#e organi-ational commitment and turno#er intention.

he measure of em'lo$ees satisfaction /ith 'erformance a''raisal /as ado'ted *ased on 'rior ‟

/or3 *$ Me$er Smith (&000". he scale consist of se#en items concerning the o#erall

satisfaction /ith PA acti#ities /ithin an organi-ation (e.g. ! am satisfied /ith the /a$ m$

organi-ation 'ro#ides me /ith feed*ac3", the ade8uac$ of feed*ac3 em'lo$ees recei#e (e.g. the

feed*ac3 ! recei#e on ho/ ! do m$ )o* is highl$ rele#ant", and em'lo$ees 'erce'tions of their

organi-ations commitment to conducting de#elo'mental 'erformance a''raisal (e.g. M$

organi-ation seems more engaged in 'ro#iding 'ositi#e feed*ac3 for good 'erformance than


41/43

critici-ing 'oor 'erformance and ! thin3 that m$ organi-ation attem'ts to conduct 'erformance

a''raisal the *est 'ossi*le /a$.

. References%

htt'%NN///.'erformance5a''raisal.comNintro.htm

htt'%NN///.*usinessdictionar$.comNdefinitionN'erformance5a''raisal.htmlVe2am'les

htt'%NN*an3ofinfo.comNdefinition5of5'erformance5a''raisalN

htt'%NN///.managementstud$guide.comN'erformance5a''raisal.htm

htt's%NNen./i3i'edia.orgN/i3iNJo*satisfaction

)ource$ 4oundless. 5&ening (ob )atisfaction.6Boundless Management . 4oundless

,% (ul. ,7%2. 8etrieved 7 *ar. ,7%9 from

https$::www.boundless.com:management:textbooks:boundless;management;

textbook:organi!ational;behavior;2:drivers;of;behavior;11:dening;


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