IMPERIAL INSTITUTE OF HIGHER EDUCATION
Table of Content
Introduction .......................................................................................................................... 6 Performance Evaluation System (PES) ............................................................................... 7 Management’s View Point Towards PES .......................................................................... 12 Employees’ View Point Towards PES .............................................................................. 14 Conclusion ......................................................................................................................... 16
Appendix I - Sample Performance Evaluation Forms ..................................................... 18 Appendix II - Questionnaire (English) with Quantitative Analysis .................................. 19 Appendix III - Questionnaire (Sinhala) ............................................................................ 31
HR Management
Master of Business Administration (MBA)
Page | 5
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Introduction
Assignment Objectives Study a Performance Evaluation System (PES) of an Organization. Identify the Management’s View Point towards the Performance Evaluation System through interviews and observations. Understand the Employees’ View Point towards Performance Evaluation System through questionnaire. Make a final Conclusion regarding the Performance Evaluation System by evaluating the Management’s and Employees’ view points by using quantitative and qualitative analysis methods.
Organization Background The selected organization belongs to apparel industry. It locates in Colombo district. The garment consists of nearly 200+ employees and most of the employees are females. It consists about 10 low level supervisors and another 5 top level supervisors. All the basic positions are available such as machine operators, Cutters, Helpers, Supervisors…etc.
Methodology The data has been collected through Interviews, Observations, Questionnaires and Document Review methods. Technical Director, Human Resource Executive, Officer from ‘Work Study’ department and a supervisor were interviewed at the organization premises in order to gather the data. Observation and document review has been done at the same time. Questionnaires were distributed among 40 low level employees of the organisation in order to collect data to evaluate employees’ view point. Finally, the gathered data were analysed using quantitative and qualitative methods.
HR Management
Master of Business Administration (MBA)
Page | 6
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Performance Evaluation System (PES)
The selected organization has a performance evaluation system which evaluates the employees’ performance. According to their organization structure, the performance evaluation is mainly done by a department called ‘Work Study’. However, number of other departments provides separate data to conduct the final performance evaluation. Basically the Evaluation can be divided in to two stages.
Stage 1: Performance Evaluation “To appraise an employee after a period of time based on input and/or output generated by the person. It mainly focuses on individual employee “ (IIHE Slides, 2009) Stage 2: Performance Management “Evaluating employee performance taking performance as an integral part of achieving organizational objectives. The purpose is to establish a high performance culture” (IIHE Slides, 2009) The organization uses ‘Absolute Standards Method’ as the performance evaluation method (Stage 1). It is applicable to all the individual employees who work in the product lines in the garment. The graphical rating mechanism is used to evaluate the performances. This mechanism weight on behaviour in general such as discipline, dress, appearance, communication skills…etc. However this organization uses ‘Discipline’ as measurement criteria.
At the same time the organization uses ‘Direct Index Approach’ as the performance Management methodology related to stage 2. This methodology is basically used to evaluate on objective, impersonal criteria such as Efficiency, productivity, absenteeism. However this organization measures ‘Efficiency’, ‘Absenteeism’ as measurement criteria.
HR Management
Master of Business Administration (MBA)
Page | 7
IMPERIAL INSTITUTE OF HIGHER EDUCATION
The organization uses five criteria to measure the performance of the employees as follows.
5%
5%
5%
Service
10%
Efficiency Attendance Discipline Education
75% Figure 1: Performance Evaluation Criteria’s For Product Line Employees [Source: Research Data]
According to the company’s organization structure, the final preparation of evaluation is done by Technical Director. Even though number of other parties involved in this process, none of them have full control over the entire performance evaluation system. The process of collecting and evaluating each criterion can be explained as follows.
Service: This is calculated by Human Resource Executive. Human resource department is responsible to collect all personal data of the employees. Therefore they need to provide the marks of each employee directly to the Technical Director. According to the information provided by the Human Resource Executive there is a clear definition to make the calculation which is approved by the management. Service Years Less than 1 year
Mark (out of 5%) 1%
1-3 years
2%
3-5 years
3%
5-8 years
4%
Over 8 years
5%
Table 1: Marking Definition for Service Criteria
HR Management
Master of Business Administration (MBA)
Page | 8
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Efficiency: This is measured by two parties. Both the individual supervisors and officers from ‘Work Study’ department do the measurements. This mechanism is implemented for verification purposes. The target that needs to be completed by each employee is given by the ‘Work Study’ department to the supervisor as well as to product line employees. There is a clear definition to measure the efficiency as follows.
There is a time value (SME) for each product. Employee should finish her unit within that allocated time frame. For Ex: the employee should attach 5 buttons per shirt within 20 seconds. This job is referring to as a unit of work. Target says that how many units each employee should finish during the day or during an hour.
Finally the achieved amount will be compared to the given target in order to get a parentage out of 100%. Even though the criteria said to be award 75%, the actual mark will be award out of 100%. Therefore employees can work hard and earn more makes that 75% for efficiency. His document does not try to illustrate how the exact calculations are done. It is only try to prove the argument that the organization has a clear definition.
Attendance and Education: The organization has clear definition to award marks for ‘Attendance’ and ‘Education’, but could not published here due to the management request. Human resource department is responsible to provide the marks for both these criteria.
Discipline: The only criterion that management does not have a clear definition is ‘Discipline’. Each product line supervisor is responsible to award marks for his product line employees under the criterion ‘Discipline’. This is totally done by under the supervisors’ personal preferences.
Mainly there are two types of performance evaluation forms. 1. For Product Line Employees 2. For Supervisors
HR Management
Master of Business Administration (MBA)
Page | 9
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Appendix - I presents the two different forms for illustration purposes with sample data. However, there are slight differences between the two forms. The criteria’s for product line employees are discussed above. However the differences of the supervisor evaluation form can be explained as follows.
10%
5%
Service
5%
Product Line Efficiency Attendance
10%
Retention Education 70%
Figure 2: Performance Evaluation Criteria’s For Supervisors [Source: Research Data]
In the supervisor performance evaluation form, there is no criterion called ‘Efficiency’. However, there is a criterion called ‘Product Line Efficiency’, because each supervisor is assigned to a product line which consists of nearly 40 employees. Therefore supervisor is responsible for the efficiency of entire 40 employees. At the end of the day, the supervisors will get marks by averaging his employees’ efficiency’s. However, the percentage is slightly differs, which is 70%
The ‘Discipline’ criterion is not available for the supervisors. However, there is an additional criterion called the ‘Retention’ to replace ‘Discipline’. The meaning of retention can be explained as the supervisor ability of retaining his employees in the organization. If lot of employees left the organization from his product line, then related supervisor will get low marks under retention.
The ‘Work Study’ department is responsible to give targets to the supervisor and they measure the supervisors’ performance as mentioned in the appendix I. Then they submit it to the Technical director who is responsible for finalizing the performance evaluation.
HR Management
Master of Business Administration (MBA)
Page | 10
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Retention (10%), Education (5%), Attendance (5%) and Service (5%) criteria are record and provided by Human Resource Executives and transfer to the Technical Director. The management has defined the marking definition for each criterion, but could not publish here due to the management request. However, the author of this report confirms that, the existence of clear definitions for each of the criteria of the supervisor performance evaluation form.
As illustrated in the appendix – I, the company uses the performance evaluation form to select best performing employees to award prizes time to time. The organization selects best employee for every month as ‘best performer’. In every 3 months they select three best performers separately by considering overall work of three months. All the selected employees will be given a prize which is mostly an incentive payment. Photographs of winners are published on the notice board for recognition purposes.
However, No such mechanism for supervisors, but their performances will lead to earn an incentive payment which will amalgamate to their salary time to time. The performance evaluation form helps to identify the low performing employees. The organization always tries to identify the reasons for the low performances and take necessary action. Evaluation mechanism helps to identify the consoling requirements and training requirements.
Human Resource Department
Technical Director
Supervisors
Work Study Department
Figure 3: Performance Evaluation Responsibility Structure
HR Management
Master of Business Administration (MBA)
Page | 11
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Management View Point towards PES
Management’s viewpoint towards the performance evaluation system was gathered during three interviews, with Technical Director, Human Resource Executive and ‘Work Study’ officer. According to the responses of the three officers, it was felt that the organization has no idea about the type of evaluation method they are following. However, after observing their forms, it was felt that they are using the following methods, Stage 01: Performance Evaluation - Absolute Standards Method Stage 02: Performance Management - Direct Index Approach The current performance evaluation system was implemented decades ago, introduced at the beginning of the company. However, they are still continuing it without much change. According to the Technical Director and ‘Work Study’ officer, they have no idea to change the current performance evaluation system very soon. However, management knows that their performance evaluation system in not the best.
The management believes that the current performance evaluation system is more than enough to run the business effectively. The current performance evaluation system is a totally manual system, which does not involve any automated system. All the records are maintained in log books and forms. According to the management, the main objective of the perform evaluation system is to control and track the performances of the employees which will ultimately helps to run a productive business.
Fairness: The organization considers this system as a fair system. One of the main arguments that they present is the decentralized responsibilities in performance evaluation system. According to the management, as there are many people involving in the process, the opportunity to become unfair is much less. According to the provided information, many parties involve in the performance evaluation process.
HR Management
Master of Business Administration (MBA)
Page | 12
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Technical Director - Finalization and Release Human Resources Executive - Absenteeism, Education, Service Works study Officers - Efficiency Supervisors - Efficiency, Discipline
Transparency: The management considers the current system as a transparent system as well, because they always publish the performance evaluation results on the noticeboard with all the marks. Appendix – I presents a sample performance evaluation form. It includes all the percentages under each criterion and the final results as well as the rank. Therefore any employee can verify his or her results with the evaluation sheet and make a request if the results are unacceptable. However up to now no one has complained about the result or ask for any verification. Organization uses it as an argument to say that the current performance evaluation has the full required transparency.
Effectiveness: The organization considers this system as an effective system as well. Because organization is only concentrate on productivity. Therefore this current performance evaluation system allows them to verify that requirement through ‘efficiency’ criterion.
Company identifies the low performing employees through the system and do counselling to them to identify the employees’ problems. Therefore it is not only performance evaluation, but also help to identify the personal matter of the employees. They are facilitating ‘Training Product Lines’ to train the low performing employees as well.
At the same time organization uses their performance evaluation system to reward and motivate their employee. They select best performance employees and publish their photographs on notice boards to give recognition for them and give prizes as motivation mechanism. Management did not accept the fact that employees have requested changes about the performance evaluation system. At the same time they do not want to make their evaluation system more complex or expensive.
HR Management
Master of Business Administration (MBA)
Page | 13
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Employees View Point towards PES A questionnaire has given to 40 employees in order to collect data regarding the performance evaluation system of the organization. According to the analysed data most of the employees who answered to the questions are in their twenties. Fairly similar number of males and females has answered the questionnaire. The most common education level is ordinary level exams. Majority of the employees has experience more than five year in the garment industry. Most of the respondents are low level employees who are in the same level. Therefore the responses given by the employees can be considered as valid and matured responses.
Almost all the employees know about the existence of the performance evaluation system in the organization. Even though, there are some minor responses against the current system majority of the employees accept it as a fair, transparent, and an effective system. 87% of the employees say that the current system is fair. 85% of the employees also say it is a transparent system. 92% of employees say that the performance evaluation system is fairly effective.
Majority of the employees agreed with the performance evaluation results which published on the notice board in each time period. Employees had got to know about the performance evaluation system by many ways. It emphasize that company does not have a proper mechanism to provide the information about the evaluation system to the employees. However the information has reached the employees through many ways.
Majority of the respondents know their supervisors and they are close to their supervisors as well. They believe that their supervisor know about them very well. 75% of the employees know the criteria that they are get evaluated. However, half of the employees believe that the current performance evaluation system should be changed, while other half says ‘No’.
HR Management
Master of Business Administration (MBA)
Page | 14
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Same kind of responses has been given when the question ask whether the company has collect any feedback from you. Half of the employees say ‘Yes’ and other half say ‘No’. Therefore, the feedback mechanism of the organization is not clear. According to the responses, organization has collected some feedback from limited number of employees. However, some of the employees have conveyed their ideas to the management and they are happy about the management’s reaction to those.
All most all the employees accept the fact that they are always get informed about the target and they also know about the best performance award as well. Majority of the employees work hard to do their best with or without targeting the prizes. However there are some minor responses which are against that idea as well.
Most of the employees know how the marks are calculated during the evaluation under the criteria ‘Efficiency’, ‘Attendance’ and ‘Discipline’. However according the respondents, they are not aware of the marking mechanism of ‘Service’ and ‘Education’.
Even though there are some complaints and disagreements regarding the current performance evaluation system and even though it is not a good system in term of human resource management theories, majority of the employees accept it as fair, transparent and effective system.
HR Management
Master of Business Administration (MBA)
Page | 15
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Conclusion Both the management and the low level employees accept the current performance evaluation systems as fair, transparent, effective system. However still half of the employees looking for a change as well. The organization may need to implement a proper feedback mechanism to gather the ideas from employees. Currently organization has a good reputation among the employees by giving positive and encouraging reaction to the employees. That should be maintained it in the future as well.
According to the gathered information, the target is provided by ‘Work Study’ department. However, the efficiency heavily depends on the given target. There for it is important to validate that target to ensure the achievability. This is important to build the employee satisfaction as well.
Organization does well in the area of ‘Performance Evaluation’ by publishing all the results on the notice board openly. They use very simple set of criteria which is also cost effective. Fairly enough transparent and fairness in maintained by the decentralizing the performance evaluation among number of units and departments.
However the marking mechanism for criteria ‘Discipline’ has not defined properly. The total responsibility for allocating marks under discipline for each employee is given to their supervisor. But there are no any log books to record in disciplinary actions. Therefore the company needs to give a feed back to each employee regarding their disciplinary behaviour. Organization should improve this area to facilitate a full transparent system.
The organization uses the performance evaluation system to motivate their employees and to identify the training and development needs as well. It is important to keep the prize in a proper position by adding more value in to it. According to current situation there some minor responses which says that prize does not value much. This is not a good sign for the organization.
HR Management
Master of Business Administration (MBA)
Page | 16
IMPERIAL INSTITUTE OF HIGHER EDUCATION
The whole idea of giving a prize for the best performing employee is to motivate the rest of the employees as well as the best performer. However, if employees feel negative about the prize; the objective of the prize may fail. Therefore the organization needs to concentrate on that bit more as it can lead problems in future.
Even though, the both company and the employees satisfy with the current performance evaluation system, they should improve their system to a better one. For example organization should consider a performance evaluation method like ‘360 Degree Combined with Balanced Scorecard’. It will help to improve their quality standards as well as to positioning them better among their competitor. It will also help to improve the employee satisfaction as well.
Currently the performance evaluation is done only for product line employees and their supervisors. It is important to expand it to other employees as well. But it may need to change the criteria and make a new evaluation forms. Even though this new introduction will cost more investment, it will guarantee the long term benefits.
The organization should think about to transfer their manual system to an automated system. Even though it will cost more to build such a system, it would be much more cost effective in long term. It will also help to reduce the human effort and human errors as well. Automation systems can store past data very cheaply compared to manual systems.
Objective of this report is to identify the acceptance level of the performance evaluation system among the employees. Therefore it is not fair enough to propose a new system through this report. However, it is important to conduct another research and a survey to find out what kind of system would suit to the organization to achieve long term success.
HR Management
Master of Business Administration (MBA)
Page | 17
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Appendix – I Sample Performance Evaluation Forms EPF
Service Efficiency Attendance Discipline Education Results
Winner
5%
75%
10%
5%
5%
100
001
04
62.24
00
04
04
74.12
-
002
02
59.70
06
02
04
73.70
-
003
02
77.57
10
05
04
98.57
1
004
02
74.82
10
02
04
93.82
2
005
03
53.96
08
05
03
72.96
-
006
02
54.51
09
05
04
74.51
3
007
02
59.63
02
03
04
70.63
-
Table 2 : Sample Performance Evaluation Form - (Normal Employees)
EPF Service
Product Line Efficiency
1
Attendance
Retention
Education
Results
5%
70%
10%
10%
5%
100
001
04
62.24
05
08
05
84.24
002
02
77.57
06
06
05
96.57
003
04
76.36
08
07
04
99.36
004
04
68.36
10
08
05
95.36
005
02
76.98
08
05
05
96.98
006
01
71.52
02
05
04
83.52
007
02
70.85
08
04
04
88.85
Table 3: Sample Performance Evaluation Form - (Supervisors)
1
1
All the provided data is used to give an idea and a look and feel about the Performance Evaluation Form.
No real time data added.
HR Management
Master of Business Administration (MBA)
Page | 18
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Appendix – II Questionnaire (English) with Quantitative Analysis
Dear Friends, I’m Charith Perera, a Master of Business Administration (MBA) student of Imperial Institute of Higher Education (IIHE) validated by University of Wales. This Survey is conducted as a partial fulfilment of my degree. Your participation and honest responses will greatly contribute to the success of this survey. Please be assured that the anonymity of your responses and confidentiality will be maintained at all times.
This questionnaire is in two sections. Please be good enough to respond to all questions. Please refer to me if you need any clarification.
Thank You, N.G Charith Perera (BSc)
HR Management
Master of Business Administration (MBA)
Page | 19
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Please answer all the questions. Select the most suitable answer and mark it.
Section 01 1. Your age 16 -19
20-23
24-27
28-31
above 32
10%
16 - 24
25%
20 - 23 24 - 27 10%
28 - 31
42%
32 + 13%
Figure 4: Data Analysis for Question No-01 [Source: Research Data]
2. Gender Male
Female
38% Male 62%
Female
Figure 5: Data Analysis for Question No-02 [Source: Research Data]
3. Highest education qualification achieved. Grade 5 passed
Grade 9 passed
Grade 6 passed
Grade 10 passed
Grade 7 passed
G. C. E. Ordinary level (O/L)
Grade 8 passed
G. C. E. Advance level (A/L)
HR Management
Master of Business Administration (MBA)
Page | 20
IMPERIAL INSTITUTE OF HIGHER EDUCATION
2% 2% 3%
5%
15%
8%
65%
Grade 5
Grade 6
Grade 7
Grade 8
Grade 9
Grade 10
Ordinary Level
Advanced Level
Figure 6: Data Analysis for Question No-03 [Source: Research Data]
4. How long did you work in this garment? Less than 3 months
Two years
Between 3 - 6 months
Three years
Above 6 months and less than 12 months
Four years
One year
above 5 years
17%
38%
17% 10% 3%
10%
3% 2%
Less than 3 months
3 - 6 months
6 - 12 months
1 Year
2 Years
3 Years
4 Years
5+ Years
Figure 7: Data Analysis for Question No-04 [Source: Research Data]
5. Total experience in Garment Industry Less than 3 months
Two years
Between 3 - 6 months
Three years
Above 6 months and less than 12 months
Four years
One year
above 5 years
HR Management
Master of Business Administration (MBA)
Page | 21
IMPERIAL INSTITUTE OF HIGHER EDUCATION
2%
2%
10% 13%
50%
5%
15%
3% Less than 3 months
3 - 6 months
6 - 12 months
1 Year
2 Years
3 Years
4 Years
5+ Years
Figure 8: Data Analysis for Question No-05 [Source: Research Data]
6. Your Designation
5%
5% 5%
50%
Machine Operator Quality Controller
15%
Cutter Helper Supervisor Cleaner
15% 5%
Recorder
Figure 9: Data Analysis for Question No-06 [Source: Research Data]
HR Management
Master of Business Administration (MBA)
Page | 22
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Section 02 1. Does your organization has a performance evaluation system Yes
No
5% Yes No
95% Figure 10: Data Analysis for Question No-01 [Source: Research Data]
2. Do you accept it as a fair system? Very fair
Unfair
Fair
Very unfair
8%
5%
22%
Very Fair Fair UnFair Very Unfair
65% Figure 11: Data Analysis for Question No-02 [Source: Research Data]
3. Do you accept it as transparent system? Yes
HR Management
No
Master of Business Administration (MBA)
Page | 23
IMPERIAL INSTITUTE OF HIGHER EDUCATION
15%
Yes No
85%
Figure 12: Data Analysis for Question No-03 [Source: Research Data]
4. Do you accept it as an effective system? Yes
To some extent, Yes
No
8% 27%
65%
Yes
To Some Extent, Yes
No
Figure 13: Data Analysis for Question No-04 [Source: Research Data]
5. Do you agree with the result generated by the performance evaluation system? (Performer of the month) Always agreed
Mostly not agreed
Mostly agreed
Always not agreed
8%
3% Always Agreed
47% 42%
Mostly, Agreed Mostly, Not Agreed Always Not Agreed
Figure 14: Data Analysis for Question No-05 [Source: Research Data]
HR Management
Master of Business Administration (MBA)
Page | 24
IMPERIAL INSTITUTE OF HIGHER EDUCATION
6. How did you get to know about the performer evaluation system for the first time? In the interview From Co-Workers Through official letter Through notice on the notice board Through supervisor Through work study division Through counselling
5%
In the Interview
30%
25%
From Co-Workers Through Official Letter Notice on the Noticeboard Through Supervisor
10%
Through Work Study Through Counciling
23%
7%
Figure 15: Data Analysis for Question No-06 [Source: Research Data]
7. Do you know who is your supervisor Yes
No 13% Yes
No
87%
Figure 16: Data Analysis for Question No-07 [Source: Research Data]
HR Management
Master of Business Administration (MBA)
Page | 25
IMPERIAL INSTITUTE OF HIGHER EDUCATION
8. Do you think your supervisor know about you and your performance? Know very well
Know up to some extend
Don't know anything
8% 17%
75% Know Very Well
Know up to Some Extend
Do not Know Anything
Figure 17: Data Analysis for Question No-08 [Source: Research Data]
9. Do you know under what criteria you are evaluating by the organization? Know very well
Toto some extend, Yes
Don't know anything
3% 22%
75% Yes
To Some Extent, Yes
No
Figure 18: Data Analysis for Question No-09 [Source: Research Data]
10. Do you think that the current performance evaluation system should be change? Yes
No
45% 55%
Yes No
Figure 19: Data Analysis for Question No-10 [Source: Research Data]
HR Management
Master of Business Administration (MBA)
Page | 26
IMPERIAL INSTITUTE OF HIGHER EDUCATION
11. Does the company ever get feedback from your regarding the performance revaluation system? Yes
No
Yes
45% 55%
No
Figure 20: Data Analysis for Question No-11 [Source: Research Data]
12. Have you ever informed / complain regarding the performance evaluation system's weaknesses or expected changes to the management? Yes
No
48%
Yes 52%
No
Figure 21: Data Analysis for Question No-12 [Source: Research Data]
13. If yes to the question No. 12, did the company make a positive responds? Yes
No
32%
Yes No
53%
No Ansewer 15%
Figure 22: Data Analysis for Question No-013 [Source: Research Data]
HR Management
Master of Business Administration (MBA)
Page | 27
IMPERIAL INSTITUTE OF HIGHER EDUCATION
14. Did the company provide the targets to be achieved? Always provide
Mostly not provide
Mostly provide
Always not provide 18%
82% Always Provide
Mostly, Provide
Mostly, Not Provide
Always Not Provide
Figure 23: Data Analysis for Question No-14 [Source: Research Data]
15. Did you know the company selects three employees as best performance in every three month time? Yes
No
10%
Yes No
90% Figure 24: Data Analysis for Question No-15 [Source: Research Data]
16. Select the more suitable answer (your attitude regarding best performance prize) Always work hard to win the prize Work as hard as you can no hopes to win the prize. No Willingness to win the prize
HR Management
Master of Business Administration (MBA)
Page | 28
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Do not know about the Prize The valve of the awards is very low there for more points of working hard 10% 37%
53%
Work Hard To Win the Price Work Hard , But not target to Win the Prize No Willingness to win the Prize Do not know about Prize No point of working hard as the prize do not value much Figure 25: Data Analysis for Question No-16 [Source: Research Data]
17. Do you know how you are going to get marks under each criterion in the performance evaluation system? Yes
No
13% Yes No
87%
Figure 26: Data Analysis for Question No-17 [Source: Research Data]
HR Management
Master of Business Administration (MBA)
Page | 29
IMPERIAL INSTITUTE OF HIGHER EDUCATION
18. Do you know that what you should do in order to get marks in each following criteria? Service Know very well
Know up to some extent
Do not know anything
Know very well
Know up to some extent
Do not know anything
Know very well
Know up to some extent
Do not know anything
Know very well
Know up to some extent
Do not know anything
Know very well
Know up to some extent
Do not know anything
Efficiency
Attendance
Discipline
Education
Education Discipline Attendance Efficiency Service 0
5
Know very well
10
15
20
25
Know up to some extent
30
35
40
45
Do not know anything
Figure 27: Data Analysis for Question No-18 [Source: Research Data]
HR Management
Master of Business Administration (MBA)
Page | 30
IMPERIAL INSTITUTE OF HIGHER EDUCATION
Appendix – III Questionnaire (Sinhala)
HR Management
Master of Business Administration (MBA)
Page | 31
IMPERIAL INSTITUTE OF HIGHER EDUCATION
HR Management
Master of Business Administration (MBA)
Page | 32
IMPERIAL INSTITUTE OF HIGHER EDUCATION
HR Management
Master of Business Administration (MBA)
Page | 33
IMPERIAL INSTITUTE OF HIGHER EDUCATION
HR Management
Master of Business Administration (MBA)
Page | 34
IMPERIAL INSTITUTE OF HIGHER EDUCATION
HR Management
Master of Business Administration (MBA)
Page | 35