Research Project

Participant interview #3

Q: Of course, our questions will be about performance evaluations, and what are performance evaluations? So, we start with the first question. We rely on God.

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

A: I expect that they set levels because it is impossible in any place for everyone to be at the same level. There must be excellent, good, and bad, as you say, in all institutions, whether companies or the public sector.

Q: Sweet, what are the specifications of the fair performance appraisal system, in your view, or the mechanism that makes it a fair system?

A: Always the observer means all the companies in which they evaluate the performance of the employee's performance. It is always measured, unfortunately. In some companies, it is measured only on attendance and departure. They are not measured. It is supposed that attendance and dismissal are measured for sure, of course, and the employee's performance during the year is the way the employee deals with the Like if he is in customer service with people, with the masses, with the same team who works with him, by the method of the employee himself. I mean, he takes the instructions and orders and performs them in a manner that is required and better than the required form. They are evaluating each employee based on his performance and the performance in what I mentioned before. Of course, this is supposed to be the case, and God willing, all companies apply the system.

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

A: The first thing in my opinion is that if I were, for example, a person with authority, the first thing I should do is define clearly what are the mechanisms for each employee, what is required of him, and set the ceiling. He says I worked an excellent job; you gave me a good one. This is one thing, and the second thing is that every person who works is supposed to take for his job, and unfortunately what is available is that it is a Quota number or other such words. It is enough to motivate all employees. If I get an excellent job, I am sure that I will get an excellent job, because most of the employees work an excellent job, and he is not sure that he will get an excellent job, so there is always a decrease in it. And one of the important things that raise productivity means, for me, I let the employee do his work in his own way. It is true that You must put a law in place and so on. OK, if the employee does not exceed the law that is supposed to be in the entire company. Let the employee take his rest in performing his work. I expect, and God knows best, that this will raise productivity.

Q: Very sweet, ok brother, what is the method used to evaluate your performance and how is that done?

A: The current performance now?

Q: How is your performance evaluated?

A: Now now?

Q: Yes, now

A: My performance is like my work. How do I work? Otherwise, how does he evaluate me?

Q: How do you rate how do they evaluate your work performance mean

A: By chance

Q: How lucky?!

A: And according to the mood, I mean, you mean you are my boss, how does he evaluate me right?

Q: Yes!

A: As I told you by luck and according to the mood

Q: How by luck?

A: If my luck comes and there is an increased number of them

Q: Sweet

A: Give me a good evaluation

Q: Sweet

A: And if my luck comes, the number is not increasing, I mean, for example, and the mood of the boss who will evaluate me is good, I will evaluate it well.

Q: Is this a well-known follower?

A: Unfortunately, what you see and what has happened is like this. I mean, they walk with nepotism, intermediaries, and mood. You like the boss. You take an evaluation. Or almost everyone will be equal in work. I mean, all of us, all the work that exists, we all do the same work for each other, and we all perform the same work for each other, but each one takes his evaluation, as I told you, according to the president's mood and luck.

Q: Sweet, sweet, ok, brother. Can he tell you to what degree the performance appraisal system will help you understand your needs for training and development?

A: Explain to me, simplify the question more

Q: The simplest question for you is, are you now a good evaluation?

A: Sweet

Q: After this evaluation, will you come back to see the evaluation as your right? By God, I need training and development, and by God, I need such and such, for example.

A: Ah, what are the points on which I took an evaluation? For example, we say good. What are the points that make me become excellent, right?

Q: No, this would have been in a second question, but I am talking about, for example, I need to train in such and such an entity to increase my productivity. I also need to develop myself in something like this, after I see the evaluations, for example, this year. I took the very good excellent because, for example, I had, for example, that I had to develop myself in this or that need, or that I train or take training in a training course.

A: I understand you, of course, I will talk to you now, not that if I settle it, I will take it as good or excellent, etc. If I settle it, I will settle it first for myself. This is first for me. As for it as an evaluation, it makes no difference. Of course, it will return to the previous answer.

Q: Ok sweet!

A: It is for me

Q: As a personal development considered

A: What is for personal development that I learn self-teaching, which means to operate or fully control the unit, whether in the control room or on the site itself

Q: Sweet

A: This is what I need to develop in, I mean, as a person

Q: And you are sitting in it, I mean, or not?

A: I am currently in the lock ok, but I try as much as possible to stay away from running from the control room or the control room to prevent collision and to prevent a lot of talking. At the same time, our colleagues who are now in the control room do not take what they give. The thing that motivates me more is that I will become like them one day.

Q: Sweet, do you mean now also the evaluation system, meaning to help you understand the need, or not?

A: Yes

Q: Absolutely?

A: Absolutely

Q: OK, would it tell you to what degree does the performance appraisal system help you to strengthen effective communication with the supervisor and management? He tells you to ask again.

A: What?

Q: To what degree does the performance appraisal system help you to strengthen effective communication with your supervisor and management? The evaluation system, how can it help you? It is communication with the supervisor who evaluates you and with your evaluation department. Communication with them is more and stronger, as well.

A: Honestly, I am in contact, for example, with the supervisor who will evaluate me directly. When I communicate with him, he knows my performance, excellent performance, and very good performance, but he always says a word that if you take a good thank you Lord and he always has a saying: Do an excellent job in order to take the good, as there is no communication between the employee as an employee and the superiors and supervisors.

Q: What do you think is the degree of assistance to the system that it is in communication?

A: There is no help

Q: Sweet, okay, let's go to the next one, and he tells you to what degree do you think that your performance evaluation is fair? And why?

A: As for me, I do not see any evaluation. I am fair, frankly, because everyone evaluates himself.

Q: Sweet

A: Right?

Q: Right

A: I evaluate myself. I will not tell you that my evaluation is excellent according to the evaluation scale. The right of the company is that the excellent has other ideas and I do not know what it brought, etc. etc. Frankly, I did not accomplish it, but I did a very good job. This is what I did, and I am sure that I did I passed the good that my evaluation now filled with comfort, according to my performance during the whole year and your safety

Q: Sweet, may God bless you and keep you. We have the next question that tells you to what degree does the performance appraisal system help you to understand where your strengths and weaknesses are?

A: In the event that I was evaluated correctly and given the weaknesses on which I was evaluated based on this, I know what I am weak in, what I fall short in, or I have not reached the point where I strengthen myself, but unfortunately we have a vague system that evaluates and you only get your evaluation Superior, which is four, and the general evaluation is 2. I mean, you take four, four, four, and in the end the sum is two. I mean, who exactly evaluated me? I don't know what the problem is. I don't know.

Q: Sweet, this is also related to the fact that there is no communication with the manager. I know in the system that there is a quarterly one.

A: It is supposed to be quarterly, and you can see the presidents' comments that it was done. I mean, for example, on the notes, the notes were found, the problems were dealt with, and so on. These are the president's words.

Q: Sweet

A: He does not need to speak with the president because the president wrote what exactly is my performance? Indeed, he is the writer of my performance exactly, so he does not need me to go and communicate with him, but at the end of the year I am surprised that I have taken all year long, very good. At the end of the year, I am surprised that I am taking good or taking acceptable, why? I don't know, I swear.

Q: God is the helper, well, tell you to what degree did the performance appraisal system help you to develop and make a development plan for your career path? This is not about developing and training your career path, for example, from the day you entered the company, you have a specific goal and a path that you want to follow, how did the performance appraisal system help you, that you draw the career path that is your right? I mean, how did the system help you to determine your career path?

A: In fact, Khaled, this is me. I do not know what the exact answer is to give you, but what is correct about it? I don't know where is my path, where am I walking and on the pond, why? Because originally, according to what is now in the company with us, as I told you, the president agrees with you. He likes you. Your job performance has become, Sheikh. They take you from an operator to a shift supervisor in three years. They change you. On the career path, you turn on a turbo. Shift In charge, but if the last of your name is something, otherwise you are in the mood of some people, otherwise you do not know what your path is exactly

Q: I mean, what helped the system finally create an opportunity for it?

A: Never, and I expect that the company themselves will put a system that they do not know how to operate

Khaled: Oh, the protection of God, the helper, well, brother, can he tell you to what degree do you think that the performance appraisal system helped you to motivate and produce you at work?

A: Look at my motivation and productivity at work, frankly, not at my performance. I do something I love to do first. I am at work. I feel that this is my right place for me to work. I am sitting, motivating myself and achieving for myself. At the same time, my continuity in production requires two things. For you, I love my work, and the second thing is that I receive a salary, and I must give in return for my salary that I receive, either as a performance or as an appraisal. Honestly, I know my performance is good, and I am performing well, and I know that my evaluation will not be the same as my performance. performance evaluation

Q: Absolutely?

A: Never!

Q: God is the helper. Well, the question here, God willing, is that you understand it, God willing. He 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 evaluation in the organization?

A: You mean the annual increase? Or the bonus?

Q: Like the annual increase in bonuses for things that are attached to the performance appraisal system, do you think it has an income in fair distribution to some extent?

A: To some extent, I mean, of course, I am not going to talk to you about numbers. Exactly. I am talking to you. For example, the excellent one takes a remunerative thing. What is true, but as numbers, for example, as percentages? No, because it is like the Saudi Electricity Company. You see, it is not a small company, my brother. The water I take is very good, otherwise it is excellent. You give me four percent. Eight percent. This Saudi Telecom Company gives me more of it.

Q: It's sweet, but the goal

From my question, does the reward influence the distribution of evaluations?

A: I expect yes

Q: From what side?

A: Will you ask me how?

Q: Yes!

A: There are some people or there is some position in our country that does not need an evaluation because they reached the high level, which means the last level. If you give him excellent or give him poor, it does not make any difference with him, but he always takes the excellent, why? Because of the rewards, some of them take it based on remuneration, but they do not take it on another basis. From this point of view, I tell you that it is not fair, and on the other hand, you must give every employee an incentive or something as appreciation. If he talks about appreciation, you are this amount. No, I am telling you, no, this is not appropriate and unfair, because when you come to link everything to his quota, for example, and you know that my performance is higher than my evaluation, and you link my rewards to the evaluation that you know is not less than my performance, then you are sitting unfair to me.

Q: I mean, from your words now, for example, if you say that he reached a high level and took it, could his boss, for example, evaluate him, or the president, for example, evaluate him and give him the excellent with a goal?

A: This is the one who changed his name without mentioning names. He continued to the last level. I mean, if he took the excellent, otherwise he took Maqbool as a name. I mean, as a name, it would not differentiate with him. I mean, there are no promotions after promotions, and his salary will not increase more than this. So that is why he takes the excellent to double the salary, so he does not think that, for example, he takes a good one. He takes, for example, one salary and gives the excellent his right “a.” His right is the ratio.

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

A: Zero. If it was from one to ten, I give it zero. Otherwise, it is forbidden. It is forbidden. I give you zero, because frankly, some people worked. For ten, say three and a half.

Q: To this extent, as if the system measures a simple need

A: Very much. I mean, if we came from a person out of ten and came to evaluate them, for example, we say that out of ten people we should give, we give them their right. Out of the ten who take their right, three and seven take less than their right. I mean, saying that four take less than their right, and the remaining three take from less than less than. their right

Q: Ok, this leads us to the next question: What would you change or modify in the performance appraisal system if you could?

A: Two things

Q: Sweet

A: Not looking at names on the grounds that there is no favoritism, friendship, etc. in them. The second need is to give everyone who deserves his rights, which means raising the quota. By God, I have today, for example, this year. But for ten, for example, I have fifteen employees and the quota, and all of them worked excellently. There is no one among them. I mean, it is not good. Instead, I am the darkest of people. Why did I raise the quota this year? It is necessary that next year, next month, we must be in the first and the last. We must be human. No one makes mistakes, and everything is calculated on us. Take from here and give from here.

Q: Sweet words, well, this also leads us to the last question, and it is almost tied to the questions before. He tells you, if the decision is in your hands, what can you add to the performance appraisal system that would raise and stimulate employee productivity?

A: Take every employee, i.e., every employee's data, every employee's performance, take it, i.e., his dismissal, in detail

Q: Sweet, how is that possible?

A: I have ten employees. It is impossible for ten employees to give the same performance. I mean, for example, one person understands, understands, but does not memorize. One memorizes but does not understand completely. I mean, one knows how to speak perfectly, but does not know how to work with his hand. This is what I should focus on, for example, meeting the public, customer service, and whoever knows how to work. In his hand, but he doesn't know how to speak. Put it in his specialty, open and close people.

Q: How is the issue related to the change in the performance appraisal system?

A: This is given, I mean salvation, I knew this where

Q: What do you mean to define principles?

A: Yes, I mean, you put every person, I mean every person, I mean everyone in his right place

Q: What is appropriate?

A: I mean, salvation, I walk every path, every one gives him his right path, not like now, now the current situation now comes to you, for example, someone does not know, meaning he does not understand, or understanding is slow, and send him or give him tasks that he needs quick understanding and realization, and he must take quick action in the appropriate place and put one What this background has in the end is reflected in his performance

Q: Ok, this is possible. It means that you link it to me, I mean, to design a performance appraisal system to increase the incentive to distribute the distribution of sweets, and at the same time I see the points from which I can measure the system.

A: You have light

Q: Ok, sweet, so give me, what are the incentives that you can add?

A: Incentives as incentives, of course, are the most important incentive, and what we as employees work on is the financial incentive. This is the most important incentive. The financial incentive is one of the second incentives. Giving courses. I will return to the first point to see the people who are in specializations. What are they lacking? English Learn English an anime in which the need is already present in it. This is the second point, the third point, and the last point. I provide them with a comfortable work environment. I mean, especially if you spend half or not half of your life. Why don't I let you come to work, breathe yourself? I mean, you meet, you meet your colleagues, you meet, you settle the job that you love, you sit down, why don't I make the work environment a little comfortable? And the same thing but let the work environment be a little more comfortable.

Q: Ok, sweet, but I am telling you that we are far from the idea of evaluation. This is a complete development process for the system. I want to reach an idea, for example, if I talk about material incentives, for example, what are the material incentives that can be added or what are the second incentives that can also be added in the same performance appraisal system? Away from the amendment Away from me?

A: Far from changing with structuring

Q: Structure, yes

A: I mean, in terms of material incentives, I mean, the highest percentages, which means OK, all of course, all employees or all companies, etc., all of them have a salary scale, so it is not normal that you have a salary scale, for example, we say six thousand, and you take the salary of five thousand and nine hundred, this is what it is Logically, I raise your salary in terms of salaries. The salary that is available to the company is handed over according to the position you are in. The second thing in terms of this is in terms of how the material is, and the second thing in terms of performance is as a performance for those who want to settle. I want to settle. It suits us and we are going to it now. No, now it happened according to their mood. I mean, in the first and last, according to their mood. Why don't you leave me, for example, OK? I specialize in turbines. Hey brother, give me a course on turbines, will you come to do a turbine course for me online? How? I mean, a turbine, my work is all manual, you say to me, no, I will prepare for you online, I will prepare a PowerPoint for you, and I don't know what it has to do with it. Their goal is to save at the expense of the employee.

Q: I mean, if you are interested now in the developmental aspect as well, that you are tied to the same evaluations, I mean, I evaluate you for evaluations like this, and we look at the points you have, and based on them, I give you, for example, the financial incentive to raise it, for example, I show you the courses that are suitable for this.

A: Ah, yes

Q: Ok, sweet, do you have something you want to add that you can, I mean, away from the questions

A: Honestly, I have some ideas

Q: Related to the evaluation system?

A: I have some ideas, frankly. Of course, it is always for those who evaluate us. We go and tell them why you evaluated us with this evaluation. Their response is always one response. By God, I have a specific number of quotas. It is noticeable that you have a specific number of quotas. I mean, of course, I am sitting talking. I am sitting talking now, presumably, as a station manager. Say, I have a specific number of quotas. Well, if you see who took the good evaluations, you will see that he is the head of the department. And the manager is graduating them from the quota completely. They have nothing to do with this quota. He distributed the quota to those who are doing the work. The one who is busy is standing on their shoulders in the first place. Let them have this quota on her own. They have nothing to do with the quota.