Research Project

Participant interview #2

Q: We have a simple interview, as well as the beginning of your father, introducing us to yourself, the salary, and what exactly he works.

A: Y.Y. A generating station of forty-six rank operators of steam units.

Q: How many years have you been working and so?

A: Ten years.

Q: We have simple questions about performance evaluations. God willing, they are light. Take your time, I mean, and you go on. Of course, no one is going to look at the recording. I only start with the name of God. The first question, in your opinion, why do companies and organizations develop a performance evaluation system?

A: As an incentive for the employee, but the system is somewhat unfair.

Q: No, I do not mean this. I mean, as the performance appraisal system, what is the purpose of it? I mean, according to your understanding.

A: According to what distinguishes the distinguished, he gives the distinguished his due and the diligent.

Q: Ok, I have a second question, what are the specifications of a fair performance appraisal, in your view? Or the mechanism that makes it a fair system?

A: A just system is one that gives fixed lineages, and the distinguished one is distinguished, and the lineages are fixed for all.

Q: How can you be like this, for example?

A: We give, for example, four percent to everyone, and whoever is distinguished is distinguished, I give him seven or eight, the same system, and whoever is bad, I give him bad, but that the system is unified.

Q: Do you think that unifying the regime is a fair thing?

A: A fair thing, yes, because everyone works, everyone works, and everyone spends a full year. It is forbidden to go to such and such injustice while he works.

Q: Well, what are the specifications of an effective and efficient performance appraisal system that serves, motivates, and raises productivity? You, as an employee, know, I mean, how do I see that this system is efficient or that it can motivate me to work and raise my productivity, and I can feel that I am performing my work?

A: If there is an incentive that if you work more, you will get an increase. For example, it means four percent. If you work in such and such a year, I will give you five percent. My heart fears that he will give me so little.

Q: Let's go to the next question, what is the method used to evaluate your performance and how is that done? What is the method that you are using, the company follows, that they evaluate your performance, and how is it?

A: Their method says that they give you points or tasks that you try to accomplish, for example, such as safety equipment, that you are committed to safety equipment, for example, that you perform daily duties, for example, Shift item and readings.

Q: To what degree does the performance appraisal system help you understand your need for training and development?

A: Zero

Q: What helps you definitively?

A: Never

Q: Why?

A: It is not in it that they tell you that there is development, but they do not apply it. If it was applied, there would be development.

Q: I mean, do you see that something is being applied?

A: No, it is not applied if the system is applied. For example, it is originally from performance evaluation. You have courses that do not have courses. If there was a course, it would have been a development. The performance would have been clear.

Q: Well, the second question is related to the first question that preceded it, so it tells you to what degree does the performance appraisal system help you to strengthen effective communication with the supervisor and with the management?

A: What is the performance system?

Q: Did this evaluation system help you? It means that your communication with the administration is stronger, or is it a denial?

A: The current system is not good. Communication means that if the system is fair, communication would be good, but now it is difficult.

Q: Not with Musharraf or with?

A: Neither with Musharraf nor with others, Impossible Impossible

Q: What do you mean, what I understood is that the performance appraisal system has communication with the employee quarterly every quarter of the year and so on every three months. Correct me if I am not wrong?

A: It does not apply. I mean, if it was implemented, it would have been possible if every boss sat with every employee. There would be communication, but it is difficult and difficult, and no one listens to anyone.

Q: Ok, tell you to what degree do you think that your performance evaluation is fair and why?

A: How?

Q: To what degree do you think that your performance evaluation is fair?

A: You mean it!

Q: You see your performance evaluations, not the evaluations of your performance evaluations during the ten years. God willing, God willing, they are fruitful, God willing. To what degree do you see that your evaluations are fair and why?

A: It is fair, no, by God, it is not fair, but!

Q: What is fair?

A: No

Q: Sweet, why?

A: I mean, what is the same performance that you perform from my point of view, for myself?

Q: Sweet, we want your point of view

A: Now, I see myself that I deserve more. He tells you that everyone says so, but I see that I deserve more because I used to mean that I graduated from one position to another and strive, but there is no motivation in it. This is what.

Q: So, you see yourself now in your current area, what do you see as a fair evaluation for you?

A: No

Q: For you and what gives you your right

A: If you work in one place, you must work in your place and work in the second place and work in all of the two places and an evaluation from the same previous evaluation. This is injustice.

Q: To what degree does the performance appraisal system help to understand where your strengths and weaknesses are? The performance appraisal is now an annual appraisal of performance appraisals. During this year, I have rated excellent, very good, good, satisfactory, God forbid and not forbid. To what degree do you think it helps you? By God, I understand that I have a shortage or need in this and that need, and I am trying hard.

A: If you applied for the quarterly assessment every quarter of the year, you would know what the deficiency is so that you can fix it in the next quarter, but you do not apply the quarterly assessments, and the text is annual.

Q: Currently, your point of view means in the current situation, do you see that it applies to you?

A: No, everything asks me. Every time he comes, he tells you, for example, a rehearsal for evaluating a quarter of the year. You see the weak points that he laid down. You read them. You come to apply for them.

Q: I mean, you can't understand your strengths and weaknesses?

A: Start with the system, which is difficult. If you actually applied the quarterly system, you would know and avoid it.

Q: Ok, tell you to what degree does the performance appraisal system help you to develop and make a development plan for your career path? I mean, from the beginning of your entry into the company and the first from the beginning of the first evaluation to the current period now, did the evaluation help you see your career path, and through which you were able to settle for yourself a plan and a specific path for you?

A: Never help you with anything. You settle a plan for yourself, and the opposite of the plan is your right.

Q: Why?

A: Because you, for example, want to specialize in something or go for something, and it really is. Even if he gives you one course per year, it will be the opposite of the course that you are asking for from the beginning of the year. This is the problem.

Q: Does it mean?

A: I mean, you will now work in the site abroad and he will give you the right course, for example, to control what you benefit from. What is the benefit of it?

Q: mean?

A: What helps you never develops you

Q: It means far from development

A: Yes

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

A: Hmmmm as motivation

Q: I mean, you went through periods like this, you took an excellent, you got a very good, did it motivate you?

A: I did not take excellent and very good, after which I could not swallow the question

Q: (Laughter) Ok, let's talk about the point well, so did it motivate you to work more and so?

A: I am telling you that if you work during your day, you are a full day at the end of the day. Your manager will thank you. You will be motivated for the next day to do something. Let alone the right of a full year. There may be motivation, and we have not experienced the feeling.

Q: I mean, now you haven't experienced the feeling that motivates you

A: It remains

Q: The question itself tells you, did the evaluation system help you to motivate?

A: It helps you, for example, that you are trying to reach higher than what you are currently in, which motivates you, but in the end, you do not get what you want. I mean, it is important that you are motivated, no matter how hard you work, no matter how hard you push yourself and what you get.

Q: I mean, in the end, what is the outcome?

A: What is the return?

Q: God is the helper, well, he tells you to what degree do you think that the performance appraisal system helps you?

A: What are the rewards?

Q: Rewards are related to performance evaluations. Do you see that they are related to the process of distributing evaluations?

A: She has a role, but I see her as unjust. It is assumed that she is not linked to it. She is currently linked to it, but I do not wish her to be linked to it, because you evaluate him for a full year and give him a reward for a full year, and he is possible in the year he can settle half of it. You give him a poor evaluation until he is rewarded for what he receives. It is assumed that the reward is not linked to the evaluation.

Q: Is it sweet, do you see that her connection is unilaterally, by discrimination on her own, and so on?

A: Yes

Q: It is not linked to evaluations and has no interference

A: Right

Q: Sweet, can he tell you to what degree do you see that the current performance appraisal system measures the employee's real effort?

A: It measures the real effort, no, no, it is wrong. This is not measured at all. I mean, if each person is evaluated according to the evaluation he deserves, it is correct, but currently not.

Q: Do you see that it does not measure what?

A: Never

Q: Why doesn't it measure?

A: For example, it comes to you, for example, that you work and are honored, and they give you, for example, a poor rating, for example, or good, unlike the rest. There is something in it that has a job.

Q: Sweet, sweet, ok, what would you change or amend in the performance appraisal system if you could? I mean, the current system, and what can I change, amend, and adjust it like this?

A: I told you to prove the annual increase, prove it

Q: Ok, there are two questions related to each other. Let me give you all of them at once, so that you can go further in them. He also tells you, if the decision is in your hands, what can you add to the performance appraisal system that would raise and stimulate the employee's productivity? Here, what can you change in the current system, and what can you add in a way that gives motivation and productivity to the employee? You as a person, for example, are responsible for the performance appraisal system and want to develop it.

A: Fix it. I see that the percentage is confirmed so that everyone works. What does it mean for them? For example, I worked at the end of the year. Did he get a poor assessment? Fix the percentage, and whoever is distinguished, give it because everyone works, but there is a special person. This means that you give him, but you want to improve. I mean, there are incentives for him, for example. As I told you a while ago, if it was, for example, four or three percent, it is fixed, and I came up with a distinguished example. I gave it to him, for example. Leaves