Essays on Performance Appraisal and Incentive Systems for Business Success Research Paper

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The paper “ Performance Appraisal and Incentive Systems for Business Success” is a meaningful variant of research paper on human resources. Organizations of respondents with less than 250 employees were slightly higher (51 percent) while those with more than 250 employees were at 49 percent. Organizations with a high number of employees tend to have complex management structures and entrenched values, beliefs, and attitudes. The levels of management are also many involving many middle level managers in the functional structure but maximizes on teamwork to achieve its goals and objectives.

The organization may also experience high turnover due to poor remuneration, inability to recognize talent, personal contribution to the organization and biased appraisal systems (Bhattacharyya, 2009). Duration in current role Table 7: Duration in current role   Years 1-5 6-10 11-15 16-20 Over 21 Duration in Current Role 57 51 10 1 1 Figure 7: Duration in the current role More than 90 percent of the respondents had occupied their current roles for less than 10 years with the majority 47 percent of it being in the roles for less than 5 years. This shows that the level of experience is still low and many are learning through on-the-job training and undertaking professional courses.

The organization also uses a lot of resources in employee training and learning to ensure adherence to the systems, drive organizational goals and objectives and to steer its mission and vision. The organization will still need to be closer in monitoring their employees to ascertain good performance and productivity. Duration in Employment Table 8: Duration in employment of respondents   Years 1-5 6-10 11-15 16-20 Over 21 Duration in Employment 61 42 14 1 2 Figure 8: Duration in employment of respondents As mentioned in the duration of the current role of employees above, the pattern in their year in the current role also resemble the entire time they have spent in employment.

More than 50 percent of the respondents have worked for less than 10 years. This indicates that many respondents may not have switched jobs and the ones they are currently holding are their first roles in their employment life. Employers have to spend more on training, motivation, teamwork and remuneration to maintain them in their current roles. Percentage time spent on IT (Computer and Internet) Table 9: Percentage time spent on IT   Less than 50% 51-79% More than 80% % Time spent of IT 4 19 97 Figure 9: Percentage time spend on IT About 81 percent of the respondents spend more than 80 percent of their time on computer and the internet.

This could mean greater access to information necessary for organizational growth since informed employees are more efficient and productive. The use of emails will ease and reduce the cost of communication in the organization as well as increased the frequency and response time for interdepartmental and line communication. However, the access to internet and social media all the time may reduce the productivity of employees as many spend their employers’ time surfing the internet, sharing on Facebook or following twitter (Kessler, 2003). Justice and Fairness Distributive Justice Table 10 (i): Respondent opinions on Distributive Justice   Fair Work Schedule Fair Pay Fair Workload Fair Rewards Fair Job Responsibility Average 4.72 4.64 4.72 4.63 4.74 Figure 10 (i): Respondent opinion of distributive justice A greater proportion of respondents were of the opinion that their jobs exhibited fairness on their job responsibilities, workloads and work schedule.

The count on rewards and pay were lower (less than 4.65) compared to responsibility, workload and work schedule (over 4.7). Procedural Justice Table 10 (ii): Respondent opinion on Procedural Justice   Fair Managerial Job Decisions Fair Managerial Employee Concerns Managerial Clarification of decisions Consistent Job Decisions on all areas Negotiations and Appeals on Job decisions Average 4.66 4.58 4.68 4.7 4.75 Figure 10 (ii): Respondent opinion on Procedural Justice

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