THE UNIVERSITY OF BOLTON DISSERTATION BSc (Hons) Business Management Cohort 16 A STUDY OF PERFORMANCE APPRAISAL EFFECT ON EMPLOYEE PERFORMANCE: A CASE IN CURNON VIETNAM Supervisor’s name: Ms. Begum Asma Student’s name: Nguyen Hoang My Student’s ID: 2124797 Email: nhm1ocd@bolton.uk Date of submission: 1st May 2023 1 Table of Contents DISSERTATION. 1 LIST OF TABLES. 3 LIST OF FIGURES.
5 ACRONYMS AND ABBREVIATION .2 Curnon Vietnam Background information .3 Statement of problem .6 Significance of the study .7 Scope of Study .3 Performance Appraisal Feedback and Staff Performance .4 Performance Appraisal Process and Staff Performance .5 Performance Appraisal Goals and Staff Performance .6 Performance Appraisal Methods and Staff Performance .4 Sample and sampling technique .9 Data collection procedure .9 Data analysis and Presentation. 28 DATA ANALYSIS AND INTERPRETATION .2 Presentations of Results .2 Demographic Data from the Respondents .3 Performance Appraisal Feedback .4 Performance Appraisal Process .5 Performance Appraisal Goals .6 Performance Appraisal Methods. 53 CONCLUSION AND RECOMMENDATIONS .1 Performance Appraisal Feedback and Employee Performance .2 Performance Appraisal Process and Employee Performance .3 Performance Appraisal Goals and Employee Performance .4 Performance Appraisal Methods and Employee Performance. 70 APPENDIX I: LETTER OF INTRODUCTION (ENGLISH-VIETNAMESE).
70 APPENDIX II: RESEARCH STUDY QUESTIONNAIRES (ENGLISH-VIETNAMESE). 72 APPENDIX III: RESEARCH ETHICS CHECKLIST. 77 3 LIST OF TABLES Table 3.1: Table displaying sample size .1: Table displaying Response Percentage .2: Table displaying g respondents’ gender .3: Table displaying Age Distribution of Respondents .4: Table displaying respondents’ highest level of education .5: Respondents Job Designation .6: Table displaying Table showing years worked by respondents .7: Table displaying whether PA Feedbacks impact employee performance .8: Table displaying the extent to which Curnon’s staff performance is impacted by its PA Feedbacks .9: Table displaying responders' opinions on statements relating to Curnon 's PA Feedbacks .10: Table displaying whether PA Process impacts Employee Performance .11: Table displaying the extent to which Curnon's employee performance is impacted by its PA Process.12: illustrating responders' opinions on statements relating to Curnon's PA Process .13: Table displaying whether PA Goals impact employee performance .14: Table displaying respondents’ opinion on statement that relate to performance appraisal goals at Curnon.15: Table displaying responders' opinions on statements relating to Curnon's PA Goals.16: Table displaying whether PA Methods impact employee performance.17: Table displaying the extent to which Curnon’s staff performance is impacted by its PA Method .18: Table displaying responders' opinions on statements relating to Curnon's PA Methods. 49 4 LIST OF FIGURES Figure 2.1: Diagram displaying t Diagram showing how independent variables and dependent variables are related.1: Figure displaying Response Percentage.2: Chart displaying the respondent gender .3: Figure displaying Respondents Age Distribution.4: Figure Highest Education Level of responders.5: Figure displaying Respondents Job Designation.6: Figure displaying Respondent Work Years .7: Figure displaying if PA Feedbacks impact employee performance.8: Figure displaying the extent to which Curnon's staff performance is impacted by its PA Feedbacks.9: Figure displaying how employees at Curnon felt about statements related to their PA Feedbacks .10: Figure displaying if PA Process impacts employee performance.11: Figure displaying the extent to which Curnon's employee performance is impacted by its PA Process.12: Figure displaying how employees at Curnon felt about statements related to their PA Process.13: Figure displaying demonstrating if PA Goals impact employee performance.14: Figure displaying the extent which PA goals impact employee performance at Curnon.15: Figure displaying how employees at Curnon felt about statements related to their PA Goals .16: Figure displaying whether PA Methods impact employee performance.17: Figure displaying displaying the extent to which Curnon’s staff performance is impacted by its PA Methods.18: Figure displaying displaying how employees at Curnon felt about statements related to their PA feedback.
50 ACRONYMS AND ABBREVIATION PA : Performance Appraisal HR : Human Resource 5 ABSTRACT The purpose of this research sought to investigate the way performance appraisal feedback, process, goals, and methods impacts employee performance at Curnon Vietnam. The investigation will help businesses strengthen efficient performance evaluation methods by determining and creating instructions for bettering employees’ appraisal and performance. For academics and researchers, the investigation's outcomes will offer an in-depth review of the area and shape a foundation for future studies. Descriptive cross-sectional study was used.
The research targeted 72 Curnon workers and sampled 60. The researcher pilot-tested questionnaires on 10 workers. The researcher used statistical techniques including mean, average, and percentage to draw conclusions. Data was analyzed using straightforward spreadsheet summaries and diagrams.
Tables, charts, and graphs display data. Coding and organizing data into ideas allowed population generalization. The research found that performance assessment feedback is crucial because it allows firms to evaluate personnel against predetermined criteria and expectations. Performance evaluations and comments are crucial since they allow firms to assess worker performance against predetermined criteria and expectation.
The questionnaire additionally discovered that performance assessment objectives are vital to job happiness, worker efficiency, outstanding performance, and personnel faith and dedication. The report suggests that Curnon Vietnam's leadership and human resources department clarify the evaluation's objective and educate personnel on giving and receiving feedback. Everyone from managers to workers ought to be engaged with performance appraisal structuring, and the performance assessment rules should be simple to access to every one of workers, and the business's performance evaluation procedure must become more open, transparent as well as sensible. Ultimately, Curnon's HR department ought to guarantee that performance appraisal goals have a good structure to allow them to recognize employees that need training so that could enhance the general productivity.
6 DECLARATION By signing below, I attest that "A STUDY OF PERFORMANCE APPRAISAL EFFECT ON EMPLOYEE PERFORMANCE: A CASE IN CURNON VIETNAM" is my own work and has not been submitted to any other institution for credit toward a degree. I also declare that this document does not contain any material written or published by others, unless properly cited and the author appropriately acknowledged. Declared by: Nguyen Hoang My ………………………………………… 1st May 2023 Student Signature Date Confirmed by: Ms. Begum Asma ………………………………………… 1st May 2023 Supervisor Signature Date 7 CHAPTER 1 INTRODUCTION 1.1 Introduction To gain an increase in employee productivity, it is essential for companies to assess and communicate how well an employee is performing on the job.
Performance appraisal is used in businesses as a technique for both assessment and improvement. When it comes to making important choices about pay, training, incentives, and promotions—all of which are critical to maintaining and increasing employee productivity—an objective and trustworthy performance review is essential (Zhang and Bartol, 2010). New recruits may be better placed, planned for, and counseled based on the results of a performance review. As a developing tool, it highlights workers with administrative qualities, who may be regarded as management materials, for greater leadership roles in the company.
In this theoretical framework, it is shown that the feedback mechanism built into performance appraisals is a powerful motivator that leads to improved productivity (VandeWalle et al., 2000; Whitaker et al. The value of a highly engaged workforce has been noted by Pulakos (2009), where the author makes the point that the productivity of the workers is truly the productivity of the company. Employee motivation is boosted by performance reviews because they help employers meet workers' immediate needs while also creating an environment that presents them with constructive challenges. Job enhancement, in which the individual's work is reorganized to increase their sense of fulfillment in their role, is a common component of this approach.
The problem of management in a business is a particularly difficult one. According to Prasad (2005), one of the most important aspects of effective leadership of any company involves dealing with the efficiency of the workers via the use of high-quality performance review activities. This represents a change from the previously held view that boosting productivity in a company primarily involves pressuring its people to perform at their best without also considering their level of contentment in their jobs. Biswajeet (2009) made a valid point when the author stated that a company can achieve success if its staff's performance is properly assessed.
This means that a performance scale ought to be implemented, with factors like employee motivation, customer satisfaction, efficient marketing tactics, profits, 8 and efficiency all being taken into account (Chan and Lynn,1991). These components make up the primary interaction that establishes how effectively a business does or will function in the future. Leisink and Knies (2017) believe that assessments aid management in improving, evaluating, and providing an objective foundation for HR choices; and assist employees understand the expectation from the business, which in turn strengthens and improves their performance (Lindsey, 2005; Longenecker, 1997; Waldersee and Luthans, 1994; Wells, 2002). The performance assessment system is crucial to human resources management, but it's also highly vulnerable (Pulakos, 2009).
Performance evaluation must link work needs to corporate objectives. According to Grubb (2007), measuring an employee's current performance and improving their future performance benefits the organization. Performance evaluation goals must be well understood and applied by evaluators.The method of judging employee performance must be sensitive enough to distinguish between top performers and slackers. It must be precise enough to guarantee that different raters using the same method will provide consistent results when applied to the same employee.
Workers and reviewers must comprehend the method used to evaluate performance (Fletcher, 2004). Efficiency increases when employees know how well they're performing their work and share that information. Public and commercial companies utilize performance reviews to assess workers and management. After hiring, training, and working, Mathis and Jackson (1994) recommend performance evaluations.
Thus, a performance assessment appraisal evaluates an employee's work and provides feedback and coaching to improve productivity.2 Curnon Vietnam Background information Many Vietnamese high-end watches are imported or made by foreign brands. Curnon, founded in 2013, is the result of a collaboration between a group of young, passionate Vietnamese people who care deeply about making high-quality, aesthetically pleasing, and trendy timepieces and want to introduce Vietnamese watches to the fashion-forward world. Curnon represents young Vietnamese entrepreneurs. Due to their extensive development, the firm created a big impression in the accessory sector and increased customer awareness and sales.
Curnon makes high-quality, attractive items. Thus, young Vietnamese and fashion 9 watch enthusiasts love Curnon. Curnon's basic yet attractive appearance, high craftsmanship, and inexpensive price have made them competitive with global fashion watch companies. The company has established a loyal consumer base supporting their stores and an e-commerce platform.3 Statement of problem Maximizing staff productivity is the primary problem for administrators in any industry.
Consequently, it's apparent that performance reviews will always be necessary. Most companies lose their competitiveness since their employees aren't pushed to provide their very best effort. Every company relies on its management and workforce to function. Issues will arise, such as people not being committed to their jobs, having poor perseverance, and producing less products and services, if leadership fails to engage heavily in their well-being.
Managers need to be able to identify issues for an accurate appraisal, but they also have the responsibility to offer employees with beneficial criticism and implement necessary modifications to boost effectiveness. However, it is sometimes quite challenging for leaders to convince evaluators to separate one's efforts from those of the work team and to refrain from making rapid conclusions regarding persona prejudice. Another difficulty with performance assessment is that most companies only do them annually, with just a minority doing them every six months or more often. This means that the companies are not getting a true picture of how well their workers are performing.
Rather than basing decisions on empirical indications of success, annual reviews often rely on the personal judgments of the reviewers. These flaws have led individuals to believe that performance reviews have a high rate with mistakes and serve no use in making choices regarding employment and job elevation. Outcomes can't be guaranteed to be equal, precise, legal, and acceptable in the absence of a well-structured evaluation mechanism.4 Research Objectives The primary purpose of this research was to examine the impact of performance appraisals on worker performance at Curnon Vietnam.