A Qualitative Analysis Report on an Employee's View of Performance Appraisal
A QUALITATIVE ANALYSIS REPORT ON AN EMPLOYEE’S VIEW OF PERFORMANCE APPRAISAL
INTRODUCTION
Performance management aims to create a direct link between an individual’s goals, the department’s purpose and the objectives of the organization (Marchington et al, 2008). However, in most present day organizational settings, this direct link seems non- existent and this is becoming more and more apparent to the workforce. Lawler (1994, p.17) identified lack of skill on the part of the line manager in accurately rating their subordinates as a problem of performance appraisal; whilst other problems identified revolve around validity and conflict of purpose (Marchington et al, 2008). The pls write the full word and put the IDP into bracketIDP survey of 1997 reported by Armstrong et al (1998) revealed that more employees have a positive view of performance appraisal, that is, they believe it is important but may not be effective if not properly executed. We are now in 2010 and the likelihood that this view is still relevant can be confirmed by taking a dipstick into an organization and sampling an employee’s opinion.
The purpose of this research is to assess an employee’s perception and experience of performance management. A report of this activity has been generated and is structured thus: the first section briefly summarizes the data collection process, the second section describes the data analysis process, the third section presents findings whilst the fourth section mentions addresses difficulties encountered by the researcher in carrying out the research. The report concluded with a learning review whichreview, which is basically a personal reflection on the entire study and also reveals the researcher’s view of the role of qualitative research in a business and management context.
1. DATA COLLECTION
The data collection method employed took the form of was a semi-structured interview with just one employee. According to Cousin (2009), semi-structured
INTRODUCTION
Performance management aims to create a direct link between an individual’s goals, the department’s purpose and the objectives of the organization (Marchington et al, 2008). However, in most present day organizational settings, this direct link seems non- existent and this is becoming more and more apparent to the workforce. Lawler (1994, p.17) identified lack of skill on the part of the line manager in accurately rating their subordinates as a problem of performance appraisal; whilst other problems identified revolve around validity and conflict of purpose (Marchington et al, 2008). The pls write the full word and put the IDP into bracketIDP survey of 1997 reported by Armstrong et al (1998) revealed that more employees have a positive view of performance appraisal, that is, they believe it is important but may not be effective if not properly executed. We are now in 2010 and the likelihood that this view is still relevant can be confirmed by taking a dipstick into an organization and sampling an employee’s opinion.
The purpose of this research is to assess an employee’s perception and experience of performance management. A report of this activity has been generated and is structured thus: the first section briefly summarizes the data collection process, the second section describes the data analysis process, the third section presents findings whilst the fourth section mentions addresses difficulties encountered by the researcher in carrying out the research. The report concluded with a learning review whichreview, which is basically a personal reflection on the entire study and also reveals the researcher’s view of the role of qualitative research in a business and management context.
1. DATA COLLECTION
The data collection method employed took the form of was a semi-structured interview with just one employee. According to Cousin (2009), semi-structured
References: Armstrong, M. and Baron, A. (1998), Performance management: The new realities. London CIPD Braun, V Cassell, C. and Symon G. (2004), Essential Guide to Qualitative Methods in Organisational Research, London. Sage Cousin, G Lawler, E. E. (1994), ‘Performance management: the next generation’, Compensation and Benefits Review, May – June, pp 16 – 28 Marchington and Wilkinson, (2008) Miles, M. B. and Huberman, A. M. (1984). Qualitative Data Analysis: A Sourcebook of New Methods. Beverly Hills, CA: Sage. Rubin, H.J and Rubin, I.S. (1995), Qualitative interviewing: The art of hearing data. Thousand Oaks, CA: Sage APPENDICES