Performance Appraisal System

Introduction: This study examines the impact of Human Resource Management (HRM) policies on the integration of administrative structures within Greek universities. The research focuses on how key HRM practices contribute to administrative cohesion, coordination, and organizational effectiveness in higher education institutions. Methods: A cross-sectional survey research design was employed. Data were collected from 334 participants, including university administrators, HR professionals, and faculty members. The study investigated the relationship between administrative integration and four major HRM practices: recruitment and selection, training and development, performance appraisal, and communication and employee participation. Results: The findings indicate that all four HRM practices positively and statistically significantly influence administrative integration. Among them, communication and employee participation emerged as the strongest predictors of effective coordination and collaboration within administrative systems. However, several challenges were identified, including limited diversity in recruitment procedures, insufficient access to digital training opportunities, and inconsistencies in performance appraisal and reward systems. Discussion: The study highlights the importance of aligning HRM policies with institutional strategic goals in order to develop a more efficient, flexible, and integrated administrative environment within Greek universities. The findings suggest the need for modernization of recruitment procedures, enhancement of staff development initiatives, strengthening of the link between performance appraisal and reward systems, and promotion of participatory communication practices. These improvements are essential for enhancing organizational effectiveness and supporting long-term administrative integration in higher education institutions.

The purpose of this paper is to explore the current state of the performance appraisal process of public servants. The paper focuses on the degree to which performance appraisal outcomes are utilised for individualised employee development compared to other uses of performance appraisals. A concurrent mixed-methods design has been employed. The findings indicate that in the year 2024, there were 1040 employees out of 1560 who were appraised in six ministries under the hand of 184 appraisers. Out of 1040, just over n = 1040 (66.6%) were actually appraised. Further, of the 1040, n = 182 (17.5%) had a shortfall in some knowledge and skills during the appraisal and were recommended for individualised employee development, and this individualised, tailored development ought to have been done before the next appraisal. Nonetheless, a paltry n = 24 (13.1%) out of 182 had an opportunity to have an individualised tailored development before the next appraisal. Performance appraisals are predominantly annualised. It can be posited that the expected functions of performance appraisal have neglected one imperative of the many and this relates to employee development when employees have minimally attained the set targets... Inadequate attention has been given to the human resource dynamics of human resource reforms aimed at enhancing employee value. The conclusion from this paper is that very little effort is being made in the public sector regarding employee development following performance appraisal. The findings offer practical insights for policy and performance management improvement, especially building skills and knowledge among employees who "just meet the targets. " The way forward is to ensure that the public sector units mainstream employee development programmes to enhance optimal utilisation of human resources while at the same time ensuring that all employees are appraised when due.

The purpose of this paper is to profile the constraints linked to employee performance in Zambia's public sector. The paper applied Goldratt's theory of constraints linked with existential phenomenology as its theoretical lens. A concurrent mixed-methods design is used to profile the constraints. Quantitative data were collected using a survey questionnaire from 84 supervisors across six ministries, whereas qualitative data was derived from 11 experts in policy and decision-making positions. The findings reveal that the application of public sector reforms relating to performance appraisal has been rather unsuccessful in enhancing the knowledge and skills of employees who have failed to meet the expected thresholds. There are financial as well as performance management processes acting as constraints. Actors tend to approach performance-based determined training in the same way they treat mainstream career-based development, which is not informed by any form of performance appraisal. The Public Service Management Division's championing of New Public Management reforms has largely been ineffective in this area. These findings offer practical insight to ameliorate the current performance management practices and enhance individual employee performance in Zambia’s public sector. First for the Public Sector Management Division, the findings could be applied to refine the public sector performance appraisal framework by ensuring that employees who have been recommended for individualised training are actually trained. Second, for the Ministry, the findings could be applied to plan for in-house staff development training

Performance appraisal (PA) providing a formal mechanism for evaluating employee performance, offering feedback, and fostering development. In the context of Open and Distance Learning (ODL) universities, PA is significance due to the unique challenges faced by these institutions, such as diverse work environments, reliance on technology for online study, and the need to manage large numbers of part-time tutors, multi-administrative works and adult learners from nationwide. PA system used in such settings can significantly influence employee perceptions of fairness, accuracy, and satisfaction, which, in turn, can affect overall job performance. This study examines employees' perceptions of fairness, accuracy, received of outcome, and overall satisfaction with PA in an ODL University. Using a descriptive research approach, data were collected from 241 employees via a Google Form survey. The study focuses on four key objectives: (i) to evaluate employees' perceptions of the fairness of appraisal criteria, (ii) the accuracy of performance criteria, (iii) the received of appraisal outcomes, and (iv) overall satisfaction with the appraisal process. The findings reveal significant insights into employee attitudes towards the appraisal system. The findings show moderate satisfaction across all dimensions. The fairness of appraisal criteria scored 2.69, indicating limited confidence in the system's objectivity. The accuracy of performance criteria received a score of 2.76, reflecting moderate dissatisfaction. Similarly, the received of appraisal outcomes (2.68) highlights issues with feedback clarity. Overall satisfaction with the appraisal criteria scored lowest at 2.61, indicating general discontent with the system. These results suggest the need for management to enhance transparency, improve feedback mechanisms, and better align appraisal criteria with organisational objectives to foster greater employee trust and engagement. This study provides valuable insights for universities and other educational institutions seeking to refine their PA systems to ensure they are perceived as fair, accurate, and satisfactory by employees.

Performance appraisal is an essential management instrument that assesses the strengths and weaknesses of employees, collecting data to acknowledge and cultivate their abilities based on performance, thus assisting organisations in attaining their objectives through the development of a fulfilled workforce. This study aims to assess employees' input towards performance appraisal exercises in Open and Distance Learning (ODL) institutions in Malaysia. The study examines demographic variables such as gender, job category, job group, level of education, and years of employment in the performance appraisal system of ODL institutions in Malaysia. The research employed a descriptive methodology and a purposive sampling technique to collect primary data through a structured questionnaire distributed to ODL employees. The study findings reveal that employees' gender held different views regarding the performance appraisal system utilised inside their organisations. Moreover, the study explains supplementary factors, including age, job category and group, level of education, and years of employment that present the findings of different perceptions of performance appraisal exercises in ODL institutions. The findings of the study could provide valuable information for management, especially for ODL institutions, in designing and enhancing performance appraisal systems that are consistent with the evolving challenges and developmental requirements of employees in a variety of higher education fields.

This analysis focuses on procedures for performance appraisal of civil servants within the Montenegrin state administration system, given the importance of this mechanism in establishing a merit-based advancement system, and as a wider instrument of civil service reform. Performance appraisal should not only serve to reward or sanction employees, but rather to guide their performance towards achievement of key institutional objectives. However, as of mid-May 2025, when this analysis was finalised, only three ministries had published their annual work programmes, which illustrates how the absence of strategic objectives at the organisational level impedes monitoring of individual employee performance.

The appraisal system for civil servants and state employees has seen an increase in the number of employees appraised. The total number of appraisals rose from 3,522 in 2020 to 4,592 in 2024. Despite the said increase, a significant percentage of employees remain unevaluated – during the observed period, between 55% and 70% of civil servants and state employees were not included in the appraisal process.

The quantitative increase in appraisal coverage has not necessarily been
accompanied by a qualitative improvement of the appraisal process. An analysis of the rating structure reveals a marked and continuous increase in the proportion of employees rated with the highest mark, “Excellent”: from nearly 80% of all appraised employees in 2020 to over 90% in 2024. The rating “Unsatisfactory” was recorded in a negligible number of cases, with no more than six instances recorded in a single year (2022). Furthermore, heads of authorities are almost entirely excluded from evaluation, with zero recorded appraisals in 2024. For senior management, reliable data on appraisal procedures are lacking, despite the fact
that such individuals, along with the heads of authorities, should be subject to biannual performance evaluations.

As a result, performance appraisal has become irrelevant, as the prevalence of the highest ratings renders pointless any analysis of variance in employee performance. Additionally, appraisal decisions that were reviewed under this analysis reveal the use of generic input and poor justification for the grading, which do not provide sufficient guidance for professional development of employees or improvement of their overall performance.

Assignment of employees within a public institution should be conditioned upon performance appraisal; however, in practice, it is difficult to establish a link between appraisal and rewards. Illustrative examples from practice show that employees who did not receive top ratings nonetheless received variable pay – a type of performance bonus – while those repeatedly rated with top marks did not receive similar recognition. Finally, existing regulations governing appraisals do not require prior definition of performance outcomes, nor does it prescribe a discussion of appraisal ratings.

The lack of transparency in public institutions is concerning. Most refused or ignored our requests for free access to information. Out of 25 ministries, only the Ministry of Energy submitted the requested appraisal decisions for its civil servants and state employees. The legal framework permits partial disclosure of such decisions, if necessary to protect personal data, thereby eliminating any justification for the near-complete opacity of institutions on this matter.

The dominance of top ratings is a clear indication that the appraisal process does not function in practice. Taken at face value, these results would suggest that the average public administration employee delivers above-average performance. For example, over 4,200 civil servants received the rating “Excellent” in 2024. These inconsistencies point to the need for a thorough re-examination of the appraisal system, through a process that would include direct involvement of both managers and employees familiar with the current procedures. Legislative amendments should mandate clear communication of performance expectations to employees subject to appraisal, as well as provision of feedback during performance monitoring.

Improved reporting on appraisals of senior management is also needed, which would facilitate assessing the justification for frequent evaluation of employees in these positions – up to twice per year.

Considerable attention has been given to the identification of key drivers of Employee engagement and its linkage to the financial results. For this purpose following study is an endeavor to investigate the Factors Persuading Employee Engagement and Linkage of EE to Personal & Organizational Performance in banking sector of Pakistan. A quantitative approach based survey in form of close ended structured Five Point Likert-scale questionnaires was designed and used to implore the response. The data collected from 250 employees in Private commercial banks of Pakistan was analyzed through structural Equation Modeling and independent sample t-tests using AMOS/SPSS software. Outcome epitomizes that following factors influence the Employee Engagement which are: Decision Making / Co-ordination, Employee Performance Appraisals, Performance Reward Systems, Employee Involvement, Training and Career Development, and Human Resource Practices. The results show that there is significant relationsh...

Human Resource Management is the most crucial element that ensures the systematic operations of any organization. This study highlights the importance of HRM in universities as to why the HR department needs improvement. Education attributes to the personality improvement, skill development, and progress of any organization. It defines the attitude and approach of any individual toward economic, social, and personal matters. Thus, any compromise on the management of educational institutions means we are putting the organization's future at stake. This study employs a survey technique using a close-ended questionnaire. The data has been collected randomly selected sample of 502 employees of three higher education institutes of Karachi. This paper discusses the implication of some of the HR policies and practices (training and development, performance evaluation, and career growth) on the performance of public sector universities. The finding indicates that HR practices are not properly implemented in higher education institutes. This ignorance leads to the disengagement of employees. The study ends up with some policy recommendations for the higher education institutes of Karachi to improvise their HRM practices.

Purpose The objective of the study is to investigate whether the performance appraisal system used is in Majan Electricity Company, (Oman), measures the employees’ performance accurately and to ensure motivation and satisfaction of its employees. Design/methodology/approach  The study was conducted with 106 employees from all the departments of the main office of the company located at Sohar, who were selected on stratified random sampling basis and were contacted through a well-defined questionnaire.  Findings The study reveals that even if there is a problem with the accuracy of performance appraisal system in measuring the performance accurately, or due to rater error in the evaluation process, the employees’ performance appraisal is not affected by them and has got positive impact on employees’ motivation and satisfaction. Practical Implications The study demonstrates that there is a strong association between the (i) performance appraisal system and (ii) motivation of the emplo...

Performance appraisal is a crucial way of evaluating the performance of any task or job assigned in human life. In every situation and decision people evaluate individuals, regardless of whether the examinees are popularly deemed worthy or not. Human nature tends to evaluate individuals, either through appropriate actions or without the use of specific appraisal techniques. As a result, many appraising errors are seen in the performance appraisal procedure like: halo and horn errors, first impression and recency errors, leniency and severity errors, spillover and past-record anchoring errors, clone and bias errors, contrast effect errors, prejudice and stereotyping errors, distributional tendency etc. These appraisal errors include a variety of common mistakes that the performance evaluator or appraiser may encounter intermittently. When considering a method to measure a student's performance, viva-voce serves as a common and useful approach. However, this approach is also prone to appraisal errors in Bangladeshi tertiary levels. In this study, the researchers aim to demonstrate the prevalence of appraisal errors that tertiary-level teachers/examiners often overlook when assessing a student's/an intern's/an employee's performance during a viva voce evaluation and the consequent impact of the errors on the examinees morale as well as future performance. The researchers collected data from a number of tertiary-level students in Bangladesh using a structured questionnaire. The SMART PLS software was used for data analysis to measure the dominance ofperformance appraisal errors during viva-voce.

The authors of this article attempted combining the two methodologies of gamification and resource pooling with a view to derive the maximum productivity from the organization drawing certain significant commonalities. Another biggest motive behind the authors for combining these two techniques is the fact that eCommerce is a business vertical or a market place where people from all walks of life participate in online purchases. eCommerce is not a market place where it is restricted to one particular community, region, age, colour etc., So to interact, involve and conduct the business operations with an inclusive mindset, the authors thought that it would be appropriate to gamify and pooling the resources such that there would be a perfect blend of resources with utmost motivation to serve all the stakeholders, irrespective of their age, gender, community, region, economic status, in ecommerce. It turned out to be a practical solution as it proved to be promoting an atmosphere that fosters friendship and loyalty, and these close-knit relationships motivate employees; align them to work much harder, cooperate and be supportive to each other. This is possible because every individual possesses diverse talents, weaknesses, communication skills, strengths, habits, and hence it is optimally balanced out. Gamification is a method to enhance employee engagement, behavioral change and motivation. Application of gamification is not limited to eCommerce business models, but can be applied to various other business models in the sectors like education, research, healthcare etc. So also, the human resource pooling is building and grouping of human resources for best use to improve the operational efficiency and reduce the costs. The human resource pooling can happen during fine tuning of a cultural fit, organization mergers, change in organization structure, technological changes and on acquiring new technology. In this study we have considered a group of 120 employees who were further divided to 6 functional groups, having 20 employees in each functional

The authors of this article attempted combining the two methodologies of gamification and resource pooling with a view to derive the maximum productivity from the organization drawing certain significant commonalities. Another biggest motive behind the authors for combining these two techniques is the fact that eCommerce is a business vertical or a market place where people from all walks of life participate in online purchases. eCommerce is not a market place where it is restricted to one particular community, region, age, colour etc., So to interact, involve and conduct the business operations with an inclusive mindset, the authors thought that it would be appropriate to gamify and pooling the resources such that there would be a perfect blend of resources with utmost motivation to serve all the stakeholders, irrespective of their age, gender, community, region, economic status, in ecommerce. It turned out to be a practical solution as it proved to be promoting an atmosphere that fosters friendship and loyalty, and these close-knit relationships motivate employees; align them to work much harder, cooperate and be supportive to each other. This is possible because every individual possesses diverse talents, weaknesses, communication skills, strengths, habits, and hence it is optimally balanced out. Gamification is a method to enhance employee engagement, behavioral change and motivation. Application of gamification is not limited to eCommerce business models, but can be applied to various other business models in the sectors like education, research, healthcare etc. So also, the human resource pooling is building and grouping of human resources for best use to improve the operational efficiency and reduce the costs. The human resource pooling can happen during fine tuning of a cultural fit, organization mergers, change in organization structure, technological changes and on acquiring new technology. In this study we have considered a group of 120 employees who were further divided to 6 functional groups, having 20 employees in each functional

The authors report the results of an empirical research study carried out, how the employee competencies will effect Performance Management System in IT Enabled Service companies. A survey of 900 employees working in IT Enabled Service companies around Hyderabad Metro consisting of 550 men and 350 women employees using a structured questionnaire was carried out. The study empirically measured the effect of four independent variables, the employee competencies-personal competencies, knowledge level competencies, job-related competencies and communication and interpersonal competencies on a dependent variable performance management system in IT Enabled Services companies. The reliability of the survey instrument and internal consistencies were measured using reliability statistic Cronbach alpha and the Cronbach alpha values ranged between 0.70 to 0.86 for men and 0.67 to 0.82 for women. The results of the multiple regression analysis reveal statistically significant differences indicating that four independent variables are significant predictors of performance management system. Statistically significant gender differences were observed and men and women employees are significantly influencing performance management system in IT Enabled companies, however there are no statistically significant different among the different age groups of employees.

This paper examines the efficiency of post-earthquake rescue studies in Turkey. The study analyzes the rescue efforts in Turkey after several major earthquakes to determine the effectiveness of the rescue operations. Based on a review of literature, including academic articles, government reports, and news sources, the data collected was analyzed using qualitative research methods to identify common themes and patterns. The study found that early response is a critical factor in the success of rescue operations. Quick response times can greatly increase the chance of saving lives and reducing the damage caused by earthquakes. Effective communication and coordination among rescue teams and with other organizations, such as hospitals and government agencies, is also critical for successful rescue operations. The study highlights the importance of having the necessary equipment and using it properly. Having the proper equipment, such as search and rescue dogs, hydraulic breakers, cranes, air cushions, and medical devices, can greatly improve the success of rescue operations. It is also important that the equipment is used properly and by trained personnel. Proper training for rescue teams is another important factor in the efficiency of post-earthquake rescue studies. Training should include topics such as emergency management, rescue techniques, the use of search and rescue dogs, and first aid. Additionally, rescue teams should be prepared to provide emotional and psychological support to rescued individuals. In conclusion, this study emphasizes the importance of effective rescue efforts in the aftermath of earthquakes. Early response, effective communication and coordination, availability and proper use of equipment, and proper training for rescue teams are all critical factors in the efficiency of post-earthquake rescue studies in Turkey. The results of this study can be used to inform future rescue efforts in Turkey and other earthquakeprone regions.

The purpose of current study is to analyze the impact of intrinsic and extrinsic rewards on the banking employee’s performance in the banking sector of Pakistan, and to assess the relationship between the banker’s satisfaction and on their performance. This study also examines the relationship between the intrinsic and extrinsic rewards and Broom’s expectation theory. With respect to fulfill the objective of this research, the deep review of literatures and especially most of studies were related to rewards subject, were investigated and linked with this research. Further, a cross-sectional study method was used which is depend on the short-form Minnesota Satisfaction Questionnaires (MSQ) questioner as the purpose of this instrument was to achieve the desired outcomes of the study. To analyze the impact of intrinsic and extrinsic rewards on employee’s performance a sample of 139 respondents (baking employees) were collected out of 200 distributed questionnaires. SPSS software was used to analyze the impact of these rewards on employees’ performance through data which was gathered from questionnaires, by using the various scales. For this purpose, the means and standard deviations were computed and importantly interpreted. Pearson r tool was used to check that if there is positive correlation between the each reward and employee performance. Hence, after interpreting the data the study results showed that there is a significant relationship between the intrinsic and extrinsic rewards and employees’ performance, and also these rewards are very important for the management and for employees’ performance simultaneously, and for banking employees’ both rewards exert a great impact on their satisfaction and performance.  In the perspective of management, none alone rewards system is sufficient to fulfill the good level of satisfaction and performance or to encourage the employees in their respective work, so management should give the equal importance to the both types of rewards to achieve the desired outcomes and same time to increase the opportunities to reach the highest level of employees’ performance. However, the study results showed that both type rewards have significantly correlated with the overall performance of employees. Furthermore, this will help-out the managers in government and non-government organizations about the importance of effective implementation of training schedules appraisal policies for human resources.

Organizations are acknowledging the importance of employee performance appraisals as an important measure for enhancing productivity in an organization. To evaluate the impact of performance mechanism for measuring employee performance was the main objective of this study, with a focus on Pakistan Telecommunication Limited (PTCL). The independent variable in this research is the Performance appraisal system, and the dependent variable is employee productivity. The research design used in this study was a descriptive survey. The structured questionnaires for this study were adapted and developed on a five-point Likert scale and distributed randomly to non-managerial employees. The number of respondents in this research study is 210 non-managerial employees and their responses are analyzed in Smart PLS 3 software. The study concluded that an effective performance appraisal system allows employees to share their thoughts and expectations for achieving the company's strategic goals. The ability of a company to achieve its objectives and improve its workers' productivity is influenced by its performance appraisal system. Employee productivity may increase if evaluation feedback is effective. Both measurement and structural model assessments and P-values are considerable, and the results demonstrate significant and favorable results so the study concluded that an effective performance appraisal system improves employee productivity in an organization.

Purpose The objective of the study is to investigate whether the performance appraisal system used is in Majan Electricity Company, (Oman), measures the employees’ performance accurately and to ensure motivation and satisfaction of its employees. Design/methodology/approach  The study was conducted with 106 employees from all the departments of the main office of the company located at Sohar, who were selected on stratified random sampling basis and were contacted through a well-defined questionnaire.  Findings The study reveals that even if there is a problem with the accuracy of performance appraisal system in measuring the performance accurately, or due to rater error in the evaluation process, the employees’ performance appraisal is not affected by them and has got positive impact on employees’ motivation and satisfaction. Practical Implications The study demonstrates that there is a strong association between the (i) performance appraisal system and (ii) motivation of the emplo...

Human resource management (HRM) is identified as the productive use of people in achieving the organization's strategic objectives. Human resource is required for an organization to conduct different business activities and they need to be used very efficiently. The main objective of this research was to discover the impact of HRM practices on the organizational performance of the Small Scale Industries. The research used a structured questionnaire to collect the data. Target population of this study was the employees of small scale units of Hyderabad district. Quantitative data analysis was analyzed by using SPSS (Version. 23). The findings of the study showed that HRM practices have significant impact on the organization performance of the small scale industries of Hyderabad district. This research also shows that employees' absenteeism has reduced and sales growth if the organization has improved due to the positive perception of employees regarding HRM practices.

Over the years, manual method of appraisal exercise has been used and it have proven to be tedious, inefficient, time consuming, introduces partiality, and causes delay in the yearly staff performance appraisal exercise in many organizations. This brought about the emergence of this paper “Online Staff Appraisal System Based on Behavioral Anchored Rating Scale (BARS)”. This involves conducting the appraisal exercise online appraisal system and designed to help organizations to identify the strengths and weaknesses of employees and letting employees know the level of their job performance as well as any expectations the organizations may require from them. The design approach adopted was Structured System Analysis and Design Methodology (SSADM). PHP programming language was used for the Server-Side Scripting; MySQL was used for the database back-end development while HTML, CSS and Bootstrap were used for the front-end development. A BARS based online appraisal system handles all the appraisal process making it more efficient, accessible and transparent compared to manual method. The Online Staff Appraisal System Based on BARS was used to rate staff performance in an appraisal year, create database structure to store their performance details in the database and finally create a reporting platform for all appraised staff for each to access their appraisal status at the end of the appraisal exercise.

The purpose of this study was to investigate the influence of procedural justice perceptions on organizational commitment of employees working with Health Non-Governmental Organizations in Kenya. The study adopted descriptive and correlational research designs with a statistical sample of 195 employees responsible for key result areas in 17 health sector non-governmental organizations. Data was collected using a structured questionnaire. Procedural justice perceptions were measured using Colquitt's model while organizational commitment was measured through Meyer's three component model comprising of affective, continuance and normative commitment. Survey data was analyzed using descriptive and inferential statistics with the aid of IBM Statistical package for social sciences (SPSS) version 20 for descriptive statistics and factor analysis and Stata version 12.0 for hypotheses testing using ordered logistic regression technique. Qualitative data was analyzed through the use of questionnaires. Results of the study show a low positive significant relationship between procedural justice perceptions and affective commitment (Pseudo R 2 = 0.0470

T his paper aims to analyse the Montenegrin police officers' perception of gender equality. The findings are based on comprehensive empirical research of the perception of both male and female police officers in Montenegro, carried out in May 2020 in the form of an online questionnaire survey, and the collected data was subsequently analysed using statistical methods. The research results have indicated the key challenges faced by women in the Montenegrin police force: the perception that women should primarily perform administrative rather than managerial jobs, insufficient opportunities for career advancement, poor attitudes of executives towards women, and incidents of sexual harassment. The paper also attempts to shed light on a broader social 1

This study aims to determine how the implementation of the Performance Appraisal System (SIPK) in assessing the performance of Indonesian Police Personnel, especially in the Mataram City Police environment. This research uses descriptive research methods with a qualitative approach. Data were collected through observation, interviews, and documentation. The informants in this study were 3 people, namely the appraisers, data input, and operators of the Performance Appraisal System (SIPK) at the Mataram City Police, this was done so that the results of this study could be triangulated. The results show that the first aspect of perceived usefulness shows that SIPK has a crucial role in the effectiveness of system implementation, especially in the context of Polri personnel performance data input, initial training, and socialization, while guidance is considered important in improving understanding and utilization of SIPK by POLRI members. The second aspect, perceived ease of use, highlighted that SIPK provides advantages in terms of user-friendliness compared to the previous system (SMK). The simple menu design, hands-on guidance, and centralized management from Mabes Polri make SIPK a more effective and efficient solution for Polri personnel in carrying out their administrative tasks. As for the third aspect, attitudes towards the use of SIPK in the Indonesian police environment are considered positive, especially by Polri personnel and the Human Resources Department (HRD). This positive attitude arises because SIPK is considered a necessity and obligation stipulated in Indonesian National Police Regulation No. 2/2018. Furthermore, for the fourth aspect, behavioral interest in using SIPK is shown through the desire or interest of police members in carrying out administrative tasks using the SIPK system. Although there are challenges, such as passing the Analysis of Evaluation (ANEV) list, SIPK is still considered a relevant instrument in the performance management and career development of police officers.

Aims: Healthy economic development requires properly managing the banking industry of any country. Along with state-owned banks, private banks play a critical role in the country's economy. Managers in all types of banks now confront the same challenge: how to get the utmost output from their employees. Therefore, Performance appraisal appears to be inevitable since it set the standard for comparing actual performance to established objectives and recommending practical solutions that help the organization achieve sustainable growth. Therefore, the purpose of this research is to determine the effect of performance appraisal on employee motivation and retention. Place and Duration of Study: The study was conducted in the private banking industry of Bangladesh between November 01, 2022, to March 30, 2023. The study duration was determined based on the scope of the research project and the availability of time and resources to complete it within the designated timeframe. Methodolog...

Retention means retaining or holding the competent employee within the organization so that he doesn't shift to another organization. Retention of excellent employees is one of the most important challenges in organizations today. Retention of skilled personnel is a major issue for recruiters and employers of the manufacturing companies. The departure of an employee not only means the loss of personnel, knowledge, skill but also the loss of business opportunities. The objective of this study is to know the reasons that affect the employee retention and to have a comparative analysis between Companies. In this research work the primary data is collected by the help of questionnaire and Companies data have been collected for comparative analysis. Descriptive research design is been used to find out the characteristic features of the respondents. The hypotheses are framed on the basis of work life balance, retention policies and relationship between the boss/peers/subordinate as these are considered more sensitive. The findings from this study are that the employees in the organizations are very much satisfied with the working environment and the infrastructure of the organization which is acting as a retention cause. So the conclusion is that the companies are having a great responsibility towards its employees as employees are the real wealth and assets of the organization and the organization should try to retain them.

The purpose of this paper is to explore the four key characteristics (fairness perception, fulfillment of training and development needs, feedback and grievance mechanism) of the performance appraisal system and to know the relationship of these attributes with three outcome variables including overall performance appraisal satisfaction, work motivation and turnover intention. Respondents were the employees of a commercial bank in Pakistan and data was collected through questionnaire. Results of the stepwise multiple regression reveals that fairness perception and grievance mechanism are the most important predictors of overall performance appraisal satisfaction and turnover intention. Fulfillment of training and development needs and feedback were the important predictors of work motivation. The paper highlights the importance of an effective performance appraisal system and the outcomes associated with it. The findings may help the management in devising an effective performance appraisal system.