Research Project

Q: In your opinion, why do companies and organizations develop a performance appraisal system?

A: As for setting it, the goal is to improve the performance quality of the company itself. This goal is the main thing. The second thing is to make it possible for the employees. It means that they can differentiate and innovate so that their merits are created. I mean, do not leave all of them in one row. Those who work and those who do not work together. No, those who do not work must be distinguished. For people who have shortcomings as they develop because you know investing in the human element in companies is the most important thing because he is the one who gives you all the entrances

Q: Very sweet, good, my love, my soul, Abu Ammar. The next question tells you what are the specifications of the fair performance appraisal system from your point of view?

A: The specifications, I see that the program, i.e., an evaluation program, is applied to the goal that exists for it without specifying any percentages. I mean, we have the company that gives me goals and its merits. If I achieve my goals, my rights are good, according to what they say. If you pass it in a big way, you will be exceptional now, which was excellent previously. Either you give me merits and give me a program, and in the end, you tie it to a certain percentage, which I think is a fair thing.

Q: What are the specifications of an effective and efficient performance appraisal system that serves, motivates, and raises productivity? Did you understand the question.

A: Yes, I understood the system when it is motivating, and so when you give me a system, you adhere to the standards in it regardless of other aspects. I mean, for example, I in the system have a person who is evaluated at the end of the year according to his merits and goals. He needs a lot of things, so that I raise his performance so that I can appreciate when a person rises above me in many things in the establishment, but unfortunately the system exists and the people who are evaluated are supposed to be excluded. He does not need regular training. He needs professional training. This is exceptional for you, for example, unlike the people who are under receiving it. It is the same as the one who is not sick. You get it in everything also. It means that it has training interest. It has interest in developing competences. It has discussion. I mean, the goals that exist are not applied.

Q: Very sweet. Well, this question is directed at you. It tells you what is the method used in evaluating your performance, and how is that done?

A: The method for me currently is the one who is walking with me. As for me, I see my goals as much as I can. I work on my goals and increase them. Why are my goals because tomorrow after that, according to what they say, I took something other than good? Simple or anything else, for example, any other reason outside of performance evaluation. My right is something personal or so-and-so. So how do I need it when I have not completed my goals? No, I am working on the goals that come to me now. It has become only a quarter of me. I am keen that I always implement the goals that are written and the recommendations that are written for me in merit. Keen to perform it and wade over it so that I overstep my plan.

Q: I mean, then you are the method that is followed with you, they set goals and merits for you, that you achieve them

A: Yes

Q: Sweet, well, very well. It tells you to what degree the performance appraisal system helps you to understand your need for evaluation and development.

A: To the present time, I see that for the degree of evaluation, we say 6 7 out of 10 because there is no compatibility between training and the performance management system with departments. I mean, in short, there is a big gap between departments and human resources, which is training management in human resources with people. Workers, I mean, if you come to measure, I mean, you can get a technical course for someone on the 50th rank, not the 50th rank. For example, he needs skills, financial courses, courses. He has taken many technical courses, and now he does not need technical courses to develop him technically. I mean, for example, he has a rank of 50. Technical development, what did you benefit from it? For example, in the lower ranks in the past years, there is a big gap. I mean, you don't know where the defect is exactly. Is it in the departments? But in the end, I blame it on the training department, which is responsible first and foremost for these issues. They are supposed to have a clear program, although they have a plan now and they have programs, but actually in practice, we do not see it implemented.

Q: This is for the plan that hit the development center

A: The development plan is, look now, I see ACPP. The idea is nice. The employee sits with his manager and discusses with him what technical courses he needs, what courses he needs. Technically nominate technical courses. The program is now possible. I mean, I didn’t hide you two days ago. We have in the department. They gave me a file for the whole department. It gives priorities for the courses over the same ones in the development plan. He sat with an employee with his supervisor or manager, but it is also limited. No, you evaluated the employee I have. Those who have, have you studied and reflected in the development plan, unfortunately, no, because the development plan raises the beginning of the year, and the evaluation comes down to the month of 2 or the month of 3, so you settle a plan after the evaluation, that is, before the evaluation, so this is the gap that has become.

Q: To what degree does the performance appraisal system help you to strengthen effective communication with the supervisor or management?

A: According to the prevailing thought and the prevailing situation, five out of ten, because it alienates more than it binds people, no matter how much, even if there is a grievance, it tries to communicate. There is no system in which there is no communication in the first place, which means that there is no chance for people to sit down, but after the world calms down, some managers can. He tries to sit with the employees, tries to listen, but in the end, the second evaluation comes.

Q: Sweet and kind words tell you to what degree do you think that your performance evaluation is fair and why?

A: Look from year to year it makes a difference

Q: I mean, you talk about the evaluation in general, do you see that it is fair, that you have taken your right to the evaluations?

A: For me, two people, praise be to God, maybe the last three years, I mean completely satisfied. I mean, if you ask me this question 7, 8 years ago, I am not satisfied because I am doing tasks greater than my rank 47, and I am doing a pink supervisor and taking a good one and others, I mean, taking the whole cake while you are sitting and smelling, but Currently, in recent years, it is true that fatigue is great and a lot of time has been drained from work, but praise be to God, which means there is a good return

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

A: Look, I tell you that if it was applied, it might give me 8 or 9 out of 10, but in the current situation, I say seven because it was good. He was a four-year-old, so he started writing for me all the needs for the past three months. What is required of me, and I try to implement it, so there is an effect that has an effect?

Q: Sweet, very sweet. Ok, and tell you to what degree did the performance appraisal system help you to develop and make a development plan for your career path?

A: A developmental plan, I mean, we also say seven out of 10, roughly, so that with discussion, I mean, as I told you in general, for most you can't give a high score for me. I see it as 7 out of 10, I mean, because it is possible that we are few of us, and so is my direct communication with the manager, but the rest of the employees know. With the heads of shifts, mindful of what he discusses with them in their development plan. The same supervisor does not have the administrative skill, but he looks at the employee, where are the weak points, where are the strengths, where can I develop them, where is this, where is this, unlike the managers in their qualifications, courses, and engineering studies. Disperse with them, I mean, in the university, unlike when one studies intermediate. You know what we have, all of them are already technicians. This is a point.

Q: To what degree do you think that the performance appraisal system helped you motivate and be productive at work?

A: We say seven out of ten

Q: Sweet, why did you give him seven out of ten?

A: This is because they are not Activities once. I mean, you can give one to me. I don’t think about it, according to what they said. I mean, giving it is ignored.

Q: Why don't you think about it, I want to understand?

A: Because as I told you, I mean, what is the conviction in it that it performs the same purpose, but I am talking to you most likely telling you that I got an evaluation, I worked, I did not get an evaluation, I did not work. My personality is not of this type.

Q: To what degree do you think that the rewards associated with the performance appraisal system have an impact on the fair distribution of performance appraisals in the organization? He says to what degree do you see that the related rewards, whether financial rewards, which are the bonuses or an increase in the salary, have been achieved or increased through I give you the rewards, and so does this association of rewards influence the distribution of evaluations?

A: I see this as related. Perhaps on the administrative side, which are the higher ranks. As for the lower ranks, there is no connection between them, because the higher ranks are the matter and what is in it. For example, we do not give you as directors of departments. Likewise, it is what originally benefits from the issue of the bonus because his salary is fixed. He must take a rank and link it. He takes assessments, he takes such and such, so that he is not given two salaries with a bonus of three salaries like this. As for the toiling class, I mean once, the link to performance management with the bonus, I see it as a big mistake. In the end, you produced and achieved profits in the name of everyone. What are the people who are exceptional or superior? You do not even see the shareholder performing in that. You give everyone a unified salary, which means two salaries, like the other companies, and a case, for example, that links it to bonuses and promotions, for example, I agree with you, so that what is taken is unsatisfactory. What is good deserves a promotion, otherwise it affects you if you are not good or so?

Q: The next one tells you to what degree do you see the current performance appraisal system that measures the employee's real effort?

A: Five

Q: Why?

A: Why is it because the measurement is related to the percentage that is given to the administration? What is its correlation with the correct ratio? I mean, this is what is supposed to measure the employees and in the calibration process. That is why this number one has become number 3. I agree with you here, but unfortunately in the end you are the one who put it on the Excel sheet and put it in the good box. You lower his grades so that he becomes good, and this means injustice to him. Give me my evaluation and give me good. He says you have the Calibration. He says it is better to answer.

Q: What would you change or modify in the performance appraisal system, if possible? Do you have the current performance evaluation? What can I change in it? Can I make a change in it? I see that it should change. Do you understand me?

A: Not linking it in lineage means what is linked to lineage. I mean when you say he gave me three excellent and two and one such and such five of them are not related completely separate it from the issue of lineage so that it is actual. I mean I do not give people to evaluate their performance so that I can know the points of weakness points The strength is such that I can treat and motivate at the same time without linking it to any percentage at all. The second thing is how do I communicate it? I mean, can you link it to topics and separate it from topics, for example, separate it from the bonus on the second, leaving it, for example, linked as an evaluation, but the evaluation does not link it to the bonus, meaning the bonus, let it be grades You have something on a ladder and you walk on it so that people actually evaluate people. People care. People motivate based on something real.

Q: If the decision was in your hands, what would you add to the performance appraisal system that would raise and stimulate productivity? For employees, you know, a little while ago, we said, can you amend now?

A: What I see is that the system linked it to financial savings and creative processes. How about financial savings and creative processes, so I can make it clear to you. I have a performance department. You see, this is such and such. What is the goal that I told you a while ago? There is financial abundance, whether direct or indirect, direct, which is from the work itself, I mean keen on employment, as well as the indirect, which are the second operations that I told you, and the creative one, I mean, I am a person who presents me with creative ideas. He offers me ideas that answer and save my money. Outside, no, I leave it in the performance department itself, tied to a value. I mean, you opened it for me, for example. I mean, an example. I mean, there is an operator named one maintenance technician. I completed it and returned it. It is supposed to be returned within 10 hours. You returned it to me within four hours. You provided me with this. I am writing this financial saving. I calculate it as money and transfer it to you in the Performance Department.