Research Project

Participant number 1

Q: I want you to tell us about yourself.

A: h. B. An employee in the company since 2000. I was appointed to join the company before the unification. It was K-SH, then it unified in 2003 for the company. To this day, I am still with them in the Operations Department. I graduated from technician, then I worked in the Call Center for four years, then I moved to the department in which I work. Now the cable inspection department is continuing.

Q: What is your current position?

A: The position is shift foreman, shift chief.

Q: Years of service?

A: The years of service are 22 years.

Q: In your opinion, why is the issue of the evaluation system why do they put the performance appraisal system in the company or companies?

A: The main objective of the performance appraisal system is to distinguish the diligent employee who is not diligent, productive, and non-productive, who is advancing and developing at work, and who is not the opposite.

Q: What are the specifications of a fair performance appraisal system, in your view? Or the mechanism that makes the system just?

A: The first thing to decipher the ratio is to oblige departments with the percentage ratio. It may not be fair and it is impossible for it to be fair when it obliges a person whose division is one or two only excellent and two are weak. This is not. The whole division may be distinct, or the proportion separates one section from one division from another. Sometimes the department is effortful. The physical person performs more in the department than the physical effort he performs in a second department with more productivity than the productivity of a second department. Therefore, the percentage that you limit to this is the biggest problem. This is the biggest impediment. The second impediment is favoritism, and this means a lot. It used to go to workers in the field, evaluations do not go to workers in the field, it only goes to those in offices and in positions for years, then it moved to it. I mean, some assessments began to be taken by those in the field. They take those in the field as evaluations, but the percentage is small, one out of twenty people. Waiting for your turn means now, for example, you are creative or distinguished. You sit waiting for your turn after your turn comes after five or six years. Sometimes your turn does not reach this situation at all.

Q: I mean, we have a comment on the first point. I mean, now the company is working on defining a percentage for evaluation, and you mentioned that it is a percentage, so what is this percentage exactly?

A: A percentage of the number of the department's employees. I mean, for example, we say to you, let's suppose we say to you twenty or ten percent is excellent, or ten percent is weak, and seventy percent, for example, is good. And the percentages of these percentages.

Q: Of course, are you bound by it?

A: We are obligated in it. We are obligated in it. He cannot exceed and give two excellent ones, for example, according to the number of your constituency. And he is obligated to give two weak ones, even if they are what they deserve. Weak, and he is obligated to give people who are satisfactory, even if what he deserves is a big, very, very big problem.

Q: Ok, what are the specifications of an effective and efficient performance appraisal system that serves, motivates and raises productivity?

A: It is raised to reward the excellent who deserves and to punish the negligent, but what happens now, even the good, is sometimes unfair when you increase the percentage of the good, for example, it is unfair. He is already affecting the group around him, and when you equate him with those around him, this is a big problem. What is good means that he has done all the tasks without any decrease, and this is a big problem. Most of the employees who get good, sometimes many of them do not do the same tasks, he is high on the department, he is a dependent person, he is a person who does not advance and develop How does this problem develop?

Q: We have a question, what is the method used to evaluate your performance and how is that done?

A: There is no way. A way to evaluate what is in the opinion is the opinion of the president, the president and the president’s president. I mean, we have a department that does not have a scorecard first.

Q: Would you please tell me what is the method to be followed?

A: There is no method followed in which some departments do not follow it. They have a scorecard and they show it. I mean, you now have departments with us. I see that their method is very excellent. In particular, they had a scorecard for employees who were outside in the field other than those who are inside the offices. They have a scorecard and I support them. A scorecard because their work is different from mine, so they put the first in the scorecard as excellent, and they applied it more than once. I mean, now even people who say, “Why don’t you give me excellent,” can argue with this scorecard, but for the department I’m in and the department I’m in, the department What I am in particular is the first thing that is difficult to put a performance card because our work is collective, I mean, one person cannot accomplish the work alone, it is necessary for two or three people, and for that it is a bit difficult. However, the evaluation based on the opinion of the president sees that you deserve excellent. Maidan does not work with you, does not know your knowledge, and does not know your dealings. Oh God, he is satisfied with you, salvation, or he wants to give you an excellent.

Q: Ok, let's go to the next question, to what degree does the performance appraisal system help you understand your needs for training and development?

A: No Comment The performance appraisal system does not help me with anything, especially the system we have. We come every quarter of the year. We have a plan. I am talking about the Eastern Dammam business district, the Dammam business district, training. There is no such thing as training. Oh God, the basic courses that we are forced to take, safety courses, first aid courses, preventive driving courses, but other than that, nothing helps.

Q: Well, to what degree does the performance appraisal system help you to strengthen effective communication between the supervising manager and the management and so on? Is there an assistant that gives you a motive to communicate with your management regarding evaluation and so on?

A: No, why is it because our performance appraisal system appears to you in the end after everything is evaluated and monitored after what is included in the salary after everything is done? The pens were lifted and the papers dried up. What is in it? I mean, you don't sit with your boss. You sit with him and you discuss the plan. You are the same. You are the Sunnah. This was your objections. You had a shortage now. You have to improve what exists. completely nonexistent.

Q: Well, does he tell you to what degree do you think that your performance evaluation is fair? I mean, do you see that you take fair evaluations that you think are fair for you?

A: In the recent period, I left to make the evaluation fair. I worked more than my productive capacity, for which I deserve the expected evaluation.

Q: Why don't you hope you take?

A: Twenty years have not taken an excellent evaluation.

Q: Twenty years, what have you taken an excellent evaluation?

A: Yes, how do you hope?

Q: Is this possible in the future?

A: The year I took a very good evaluation, but excellent, what I knew.

Q: Well, to what degree does the performance appraisal system help you understand your strengths and weaknesses?

A: This is in the case if, in the case of the plan that exists for you, it exists and is correct and you implement it or there is a discussion with the president. Either if the plan does not exist or it exists only on paper and there is no discussion that does not help you and does not provide anything and no one can say that this performance evaluation helped him.

Q: Tell you to what degree did the performance appraisal system help you to develop and make a development plan for your career path?

A: It did not help me in anything, neither in the past nor in the future. It will not help me in anything.

Q: I mean, you were not able through the system to settle a development plan for you to see your career path after that, how many years, where will you be, where are you going?

A: No, unfortunately.

Q: He tells you to what degree do you think that the performance appraisal system has helped you or helped motivate your productivity at work?

A: It helps in the case if you worked and got the assessment deserved. This motivates you very much to be distinguished, because you know that if you go to work, you will be, I mean, you will take your right. But if you are the opposite of that, you worked and did not get, and you hoped that you would get an equivalent evaluation, which means that your work is fair, what you got and promised. One year, two years, three years, and four years. On the contrary, many employees, because of the performance evaluation, relapsed. I mean, he was distinguished, creative, productive, but he saw that he was tired without any benefit.

Q: Let's move on to the next question. It tells you to what degree do you see that the rewards associated with the performance appraisal system have an impact on the fair distribution of performance appraisal in the organization?

A: The rewards. Why do you give the excellent, a bonus of two salaries, or the equivalent of two salaries, and half of something normal? Whoever has the evaluation is keen to take the excellent, because there is a solid incentive. I mean, imagine now that someone has evaluations. I have evaluations that I can give to a regular employee, otherwise I take it. One of my friends is to benefit, but if the evaluation was now, you gave the evaluation an increase in the salary, I gave him an eight percent increase in the salary, and I made the bonus, for example, an equal incentive, because all of them produced an equivalent salary of two and a half salaries for all employees. I mean, you feel now in the end, this is true. This increase in salary is more motivating, but when you are now taking the excellent and taking the bonus, oh, on the contrary, he will fight over him in order to take the bonus, because it has become a motivator. If his salary is high above five thousand, the bonus is his right, which is rewarding, up to thirty thousand, some of them reach twenty five thousand. .

Q: Let's go to the question that follows it, and it tells you to what degree do you think that the current performance appraisal system measures the employee's real effort?

A: If it was applied in a correct way, it would measure the voltage. If it was applied, but it was not applied, some imbalance in the departments. A defect in some of the circuits means that you have a circuit that has a performance indicator. The employees have their rights, and they have a conscience and a conscience that gives them their rights, so they will take their rights.

Q: Ok, let's go to the next one, and he tells you what you can change or amend in the performance appraisal system, if you can? I mean, what can you change in the performance appraisal system in general? Do you think that it is good from your point of view, or that it is possible to make a sweet modification to the system, which means that the efficiency of the system becomes better?

A: The first thing is the percentage of sick people. This means that my illness is present, but for necessity, if the director of the department needs an employee who is not disciplined. I have an employee who must be disciplined. I have an employee who is sitting ruining the group. Their business volume means a department, sometimes their work is all in the field, all of them are tired and all of them are effort, and their work is office and their production is small. This does not mean that there should be a flexible percentage, not a fixed one, salvation for the department. This is the only thing. The employee knows the right of the employee to evaluate him, and he can object to write his justifications, in which there is a review by the management on the evaluations, because they see the justifications of the boss, and they see the employee’s justifications. What is the employee’s justification in this way?

Q: Almost the last question is related to the question before it. It is the same. This is something you can add to the system in order to raise and motivate employees. Is it possible to increase rewards or something, or do you feel that we need an amendment to the rewards?

A: I mean, now, first of all, the remuneration is not remunerative. Imagine now that the good, the good, that you are now in charge of the company’s business and doing an excellent job. He takes three percent now, the year in which there is four and a half percent. Imagine someone whose salary is five thousand riyals, who takes one hundred and fifty riyals as an annual increase in his salary. What incentive is this? What motivator, my brother, is an increase? You don't remember the increase. You don't remember all of it, even the excellent is eight percent, and nothing, and you don't settle for anything. After what appears to be sick, you don't get an increase. Imagine working for a whole year, not taking an increase.