[HR AND THE PERFORMANCE APPRAISAL PROCESS

By

ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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ABSTRACT

Performance management has been put in the most important place in HRM, as well as in the strategic management. However, performance appraisal, the core of HRM, has become a deep gap between performance appraisers and employees. This is why performance appraisal has got great attention in both theoretical study and daily practice. This paper first makes a research to collect lots of views about why performance appraisal is not welcome, then from the angle of performance appraisal itself and appraisers as well as employees, the paper combines with stresses and conflicts, organizational political behavior and organizational injustice in organization to analyze the reason why performance appraisal is not welcome and to give the viewpoint about how to make performance appraisal become popular. The concept of performance appraisal has widened and has become a set practice. It has formed as the measure to manage employee performance. Performance management is an integral part of any organization. Without performance appraisal and employee recognition the organization cant have quality human resource. To hire and manage total quality people, performance appraisal is the need of the day. Through performance management the employee can manage the employee and motivate him so that he works more efficiently. Hence performance appraisal has two basic kinds which include nature of appraisal and the context of appraisal. The former concept relates to contextual performance and goal setting of an employee while the latter is the appreciation by the employer. This research focuses on the employee performance management with respect to new practices and technology development.

CONTENTS

ACKNOWLEDGEMENT2

DECLARATION3

ABSTRACT4

CONTENTS6

CHAPTER 1: INTRODUCTION1

1. Aims and Objectives1

1.1 Research Question/Hypothesis1

1.2 Rationale of the Study2

1.3 Gantt chart6

CHAPTER 2: LITERATURE REVIEW8

2.1 The nature of appraisal12

2.1.1Content of appraisal12

2.1.2 Contextual performance13

2.1.3 Goal orientation14

2.2 Appraisal process15

2.2.1 Appraiser--Appraisee interaction15

2.2.2 The context of appraisal15

2.2.3 Cultural differences and appraisal16

2.3 Benefits of Performance Evaluation16

2.3.1 Benefits to the individual:17

2.3.2 Benefits to the boss:18

2.3.3 Business Benefits:19

2.4 Factors to Reduce the Effectiveness of Participation20

2.5 Dissatisfaction with Government wide Pay for Performance22

2.6 New Age Type of Performance Appraisal System23

CHAPTER 3: METHODOLOGY26

3.1 Interview26

3.2 Informal, Conversational Interview27

3.3 General Interview Guide Approach27

3.4 Standardized, open-ended interview27

3.5 Closed, fixed-response interview27

CHAPTER 4: DISCUSSION28

4.1 Competitive advantages and the role of human resources28

4.2 Overview of the Company30

4.3 Implementing Strategic Human Resource33

4.4 Role of HR and its Competitive Advantage33

4.5 Performance of Organization and HR37

4.6 Policy of Tesco Related to HR39

4.7 HR policies at Tesco- Analysis41

4.8 Tesco Principles and Policies45

4.8.1 Basic hours45

4.8.2 Holidays45

4.8.3 Job Security45

4.8.4 Health and Safety46

4.8.5 Job Analysis46

4.8.6 Effectiveness47

4.8.7 Enthusiastic47

4.8.8 Values48

4.8.9 Support48

4.8.10 Growth48

4.8.11 Meritocracy49

4.8.12 Critics49

CHAPTER 5: CONCLUSION50

5.1 Recommendations53

REFERENCES56

CHAPTER 1: INTRODUCTION

1. Aims and Objectives

The objectives of performance appraisal are ...