Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
A Project Report
Prepared By
CCHRM/14/SA/08/01
August, 2014
1
INSTITUE OF PERSONNEL MANAGEMENT SRI LANKA (INC)
Contents
Acknowledgement Pg 03
Executive Summary Pg 04
1.11 INTRODUCTION
4.1 Methodology
4.2 Analysis
5. FINDINGS (KEY ISSUES)
List of References
2
Acknowledgement
On the very outset of this project, I would like to extend my sincere & heartfelt obligation
towards all the persons who have helped me in this endeavor. Without their active
guidance, help, cooperation & encouragement, I would not have made headway in the
project. I am grateful to Mr.LEO, LEADS HR Manager for conscientious guidance and
encouragement to accomplish this assignment.
I extend my gratitude to IPM for giving me this opportunity. I also acknowledge with a
deep sense of reverence, my gratitude towards my parents, who have always supported
me morally.
Last but not least, my sincere gratitude to all of my friends who directly or indirectly
helped me to complete this project report.
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Executive Summery
The main purpose of this study was to “assess the role of work motivation on
employee performance”. This study in an assessment of this purpose used deductive
approach in which a quantitative survey was carried out among the employees of the
Organization. The survey was intended to get their responses on what they feel about the
existing performance review of the organization, their motivation to work and their job
satisfaction. The analysis from the empirical finding show that many motivating factors
in the performance appraisal system are not included in the existing process.
Since this is a study to help improve the existing system, suitable recommendations are
given according to the survey data.
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Chapter: 1
INTRODUCTION
The main objective of this project will be to accomplish a study on the existing
performance evaluation system and to recommend needed changes to the
organization. Employee appraisal is a method by which the job performance of
an employee is documented and evaluated.
Definition
5
Performance appraisal could be defined as a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the subordinate is examined and
discussed, with a view to identifying weaknesses and strengths as well as opportunities
for improvement and skills development. Performance appraisal, also known as employee
appraisal, is a method by which the job performance of an employee is evaluated
(generally in terms of quality, quantity, cost and time). Performance appraisal is a part of
career development.
Every organization has been established to achieve certain objectives. These objectives
can be achieved by utilizing the resources like men, machines, materials and money. All
these resources are important but of these, manpower is the most important. It plays an
important role in performing tasks for accomplishing the goals.
Performance is often defined simply in output term that is needed for achievement of
predefined goals. Performance concerns what job is done, how it is done and what has
been achieved. The Oxford English Dictionary confirms this by including the phrase
“carrying out” in its definition of performance: ‘The accomplishment, execution, carrying
out, working out of anything ordered or undertaken.’ High performance is the outcome
for positive behaviors, proper use of knowledge, skills, ability, capability and
competencies.
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Purpose
7
LEADS is a community development organization passionate and purposeful about
reaching the most vulnerable and poor in Sri Lanka. LEADS is a group of people who
work nationwide to empower the poor and their families in transforming their
communities, to advocate and inform on behalf of the voiceless and to provide care for
people and communities experiencing emergency physical harm and long term neglect.
LEADS has been responding to the needs of Sri Lankan communities for over 25 years
from the disaster caused by the cyclone on the east coast in 1978, to tsunami relief work
in 2005, to prevention of child sexual abuse to drug rehabilitation and many other
programs. LEADS received two awards of appreciation in 2004-2005 from former
President Chandrika Kumaranatunge for tsunami relief and shelter work and for
noteworthy work in development and relief from then Minister of Agriculture
Development & Chairman Hambantota District Coordination Committee, Chamal
Rajapakshe.
Although initially birthed as the Relief and Development arm of the Evangelical Alliance
of Ceylon (EAC, presently known as the National Christian Evangelical Alliance, Sri
Lanka - NCEASL)., with its own Board of Directors, LEADS now functions as an
autonomous organization. In 1984, the agency was registered as a Social Service
Organization (Registered Social service Organization No: 11/41/407/84). Subsequently
LEADS received charity status by an act of Parliament (Approved Charity Gazette No:
370 of 04.10.85) and is now a fully registered NGO with the government (Reg. No. L
11401/2000), with an annual audited statement of accounts.
LEADS boast of a rich and vibrant history, spanning almost 35years. When the 1978
cyclone battered the shores of the Eastern Province of Sri Lanka, leaving a trail of
death and destruction in its wake, a few members of the Evangelical Fellowship of
Ceylon (now National Christian Evangelical Alliance of Sri Lanka- NCEASL) was
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triggered to action. With the limited resources at their disposal and with the assistance
of few volunteers, they provided shelter and medical care to those that were affected.
With renewed conviction in the social responsibility of the church towards the
country during this national calamity, these individuals were motivated to establish a
relief and development arm of the NCEASL. This was the birth of Lanka Evangelical
Alliance Development Service (LEADS) in March 1983. The organization was
registered as a social service organization in 1984, after which it was granted with
Charity Status by an Act of Parliament in 1985.The organization is now registered as
an NGO.
The mainly relief- oriented work of LEADS started picking up momentum and
visibility and numerous informal collaborations were formed with other like-minded
organizations and churches. The escalation of communal tension culminated in the
1983 July riots that lead to the civil war which saw LEADS entering the foray of
reconstruction, resettlement and livelihood development. By 1990, LEADS created an
identity for itself as a cost-effective shelter provider and an organization adept at
responding swiftly to national disasters. Its reputation and credentials prompted even
the Government to partner with LEADS on various projects\
Mission:
“The mission of LEADS is to be a compassionate, educative and active Christian
resource agency, working with the neglected, vulnerable and disadvantaged in
community transformation, reconciliation and restoration in a journey towards the
achievement of fullness of life.”
Vision
“For Sri Lankan communities in need to experience the love of God demonstrated
through our compassionate and active service.”
9
Statement of Values
10
Process of the organization
DONOR
(funds)
FINANCE DEPARTMENT
(Finance managementt and
Financial reporting)
11
12
1.3 Service Profile
The work which originally began in the North/East spread to areas such as Avissawella,
Kurunegala and Kandy with time. It was during this period that LEADS helped to set-up
several Community Based Organizations (CBOs) in Jaffna for the easy implementation
of projects. This distinct footprint later became one of the key strategies of the
organization.
The booming tourism of 90’s brought with it a fresh threat to Sri Lanka’s shores: child
prostitution. LEADS responded to the increase of child abuse cases by establishing
ESCAPE (Eradicating Sexual Child Abuse Prostitution and Exploitation) in 1995, which
was instrumental in setting up of the NCPA (National Child Protection Authority). The
Executive Director of LEADS at the time had the distinct honour of serving on the
original board of the NCPA. LEADS was able to reach out and create a positive social
reformation through their programmes which were set into motion during the decade that
followed the turn of the century. The ceasefire agreement between the Government and
the LTTE presented LEADS with the opportunity to engage in the area of reconciliation.
LEADS’ representation in the Secretariat for Coordinating the Peace Process (SCOPP)
was a significant achievement for the organization in its field presence.
The advent of the new Government in 2005 also saw the rapid escalation of the war
culminating with the decimation of the LTTE in May 2009. Subsequently advanced
security measures were imposed by the Government with NGOs being closely scrutinized;
this resulted in restricting the freedom of NGOs to operate in the country. This rapidly
changing post war scenario posed a fresh set of challenges to LEADS to strengthen its
presence in the country. Presently LEADS’ work covers 13 districts in Sri Lanka namely:
Jaffna, Mannar, Colombo, Matara, Hambantota, Ampara, Trincomalee, Killinochchi,
Mullaithivu, Kandy, Kurunegala, Ratnapura and Badulla. With a staff of over 80
dedicated individuals, LEADS’ work includes, inter alia community development,
livelihood development, relief and reconstruction, prevention of child abuse and
rehabilitation and disaster response and mitigation. All of these activities are undertaken
with a focus on eradicating poverty and human suffering and improving the quality of life
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of disadvantaged groups of society.
Community Development
Rehabilitative Community
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In this, LEADS minister to individuals who are marginalized as a
result of disabilities, substance abuse, Sexual Child Abuse, & Prisons &
caste/social structures. Presently, the greatest amount of work in this area is done
through the ministry of ESCAPE (Eradication of Sexual Child Abuse, Prostitution
& Exploitation).
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Advocacy and Social Harmony
It was Niemoller who said when I looked for someone “..to speak for me, there
was none” . LEADS believes that the voice of the voiceless is the responsibility of
those with a voice. Rather than cursing the darkness LEADS seeks to light a
candle of hope. We understand that poverty alleviation does not simply stop at
provision of services but also has to address the root causes of poverty that often
lie with inadequate policy or rights denied. In the midst of many issues and rights
denied to vulnerable communities LEADS picks issues of advocacy with care.
Issues related to basic rights and cross cutting issues (ex HIV/Aids) are key areas
we seek involvement. Given the results of 30 year long ethnic conflict that has
further contributed to poverty and come as an obstacle to development, LEADS
also engages in grass root level peace building initiatives and mid-level
interventions to facilitate this process.
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1.4 Organization Structure
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Chapter :2
purposes developed for this thesis is to assess the factors that motivate employees
18
Chapter: 3
Review Of Literature
19
Various other studies have reported their findings about the purposes of performance
appraisal in organizations. Levin (1986), found the most common uses of performance
appraisal to be one of determining employee training needs, merit review and salary
administration. Thomas and Bretz (1994) reported from their study that performance
appraisal information is most likely to be used for employee development or to
administer merit pay. Thomas and Bretz (1994) identified the main developmental uses
as improving work performance, communicating expectations, determining employee
potential and aiding employee counseling. Apart from administering merit pay, other
administrative uses are promotions, layoffs, transfers, termination, and validation of
hiring decisions.
People are the company's most valuable asset. While most assets
depreciate over time, people, viewed as assets, may actually appreciate. One of the
manager's major responsibilities is to improve and update the knowledge and skills of
employees -- appreciation of assets. Performance appraisal plays a significant role as a
tool and technique of organizational development and growth. In essence, effective
appraisal systems provide both evaluation and feedback. The main aim of the evaluation
is to identify performance gaps. When performance does not meet the organizational
standards, feedback is necessary to inform employee about those performance gaps.
From the employee's perspective, performance appraisal informs them about what is
required of them in order to do their jobs, it tells them how well they have achieved those
objectives and helps them take corrective action to improve their performance, and,
finally, it may reward them for meeting the required standards.
The firm, on the other hand, needs a performance appraisal system in order to establish
principles of managerial accountability. Clearly, where employees are given
responsibilities and duties, they need to be held accountable. One of the functions of
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performance appraisals is to ensure that people are accountable for their organizational
responsibilities.
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Chapter: 4
Analysis
4.1 Methodology
4.1.1 Techniques
A questionnaire is essentially a structured technique for collecting primary data. The
researcher has chosen the Primary data collection method using a questionnaire and
interview techniques. The questionnaire was built on in three main categories, which are,
The researcher believes that the above categories helped the respondents understand
better and the researcher to analyze the topic.
4.12 Participants
The participants were selected from persons falling under the category of “Employees
working with LEADS for one year or more” because 75% of the employees have joined
recently due to the sudden expansion of the organization. The respondents were selected
under purposive sampling. 20 respondents were selected from the whole of 50
employees of the organization under purposive sampling method.
Respondents Number
Line manager 01
Support manager 01
Programs staff 02
ESCAPE staff 12
HR staff 01
Logistics 02
Finance staff 02
Total 20
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List of Illustrations
Illustration No:1
Motivation Factor
The above chart states that the majority of the Respondents (30%) consider
Responsibilities as a major motivating factor.
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Illustration No: 2
8
7
6
5
4 Selected Employees
3
2
1
0
Good Satisfied Unsatisfied
The above illustration shows that a number of Respondents (13) are satisfied with the
grievance handling of the employer.
Illustration No: 3
20
15
Number of
10 Employees
0
Yes No
The selected number of Respondents (19) shows that the existing appraisal system of
LEADS does not encourage further studies.
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Illustration No: 4
12
10
6 Number of employees
0
Very Good Satisfied Unsatisfied
A significant number of Respondents (11) stated that they are satisfied with the
relationship with the immediate superior.
Illustration No: 5
10%
Yes
No
90%
The above chart shows that, a significant number of Respondents (90%) are not satisfied
with the current system of LEADS.
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List Of Tables
Table No: 1
A proportionate number of Respondents (10) don’t agree that the current appraisal system
of LEADS is time consuming
Table No: 2
A fair number of Respondents(09) agree that it is not difficult to get the managers to
complete the appraisal form.
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Table No:3
Table No : 4
A proportionate number of respondents (14) agree that the appraisals once completed
are just put aside.
27
Table: 5
A significant number of Respondents (17) says that evidence is not gathered throughout
the year.
Table : 6
A proportionate number of Respondents (12) says that the ratings are seen as based on
subjective judgment.
28
Table : 7
A fair number of Respondents (09) say that all responsibilities of the appraisal lie with
the manager.
Table : 8
A significant number of Respondents (14) say that the quality of personal objective in the
appraisal system is poor.
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Table: 9
A significant number of Respondents (14) say that the team objective does not exist in
the performance appraisal system
Table: 10
A significant number of Respondents (15) say that there is no process exists for cascading
personal objectives.
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Table No: 11
There are no reminders for the forth coming quarter completion dates
A significant proportion of Respondents (14) say that there is no reminder for the forth
coming quarter completion dates.
Table No : 12
The evaluation process does not support our cultural change over time
A fair number of Respondents (12) say that the current evaluation process does not
support our cultural change over time.
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Table No: 13
Table No: 14
32
Table No: 15
A proportionate number of Respondents (13) state that there is no evidence that project
work is included in the performance appraisal process.
Table No: 16
A proportionate number of respondents (11) say that the feed back on good or poor
progress is not saved up to the end of the year.
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Table No: 17
A significant number of respondents (14) say the success of the employee is rarely
recorded in the performance evaluation process.
Table No: 18
A proportionate number of respondents (13) say that the low performance is not
highlighted and that development support is also given when needed.
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Table No:19
A significant number of respondents (16) say that the personal development plans for
the Respondents does not exist.
Table NO : 20
A proportionate number of respondents (11) say that high performing staff are not easily
identified.
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Table No: 21
A proportionate number of respondents (13) state that the participation level is not at the
required level.
Table No: 22
No 07
Total 20
A proportionate number of respondents (13) say that there is no direct link to the relevant
HR processes.
36
Table No: 23
LEADS do not have the facility to provide automated performance appraisal system
A significant number of respondents (15) say that LEADS do not have the facility to
provide automated performance appraisal system.
4.2 Analysis
37
8. Table No: 3 shows that a fair number of Respondents(11) agree that
there is a difficulty in getting meetings to discuss each process.
9. Table No: 4 shows that a propionate number of respondents (14) agree
that the files once completed are just kept aside after appraisal.
10. Table No:5 shows that significant number of Respondents (17) say that
evidence is not gathered throughout the year.
11. Table No:6 shows that a fair number of Respondents(12) say that the
ratings are seen as based on subjective judgment.
12. Table No: 7 shows that a fair number of Respondents (09) say that all
responsibilities of the appraisal lie with the manager.
13. Table No: 8 shows that a significant proportion of Respondents (14) say
that the quality of personal objectives in the appraisal system is poor
14. Table No: 9 shows that a proportion of Respondents (14) say that the
team objective does not exist in the performance appraisal system
15. Table No:10 shows that a significant number of Respondents (15) say
that there is no process exists for cascading personal objectives.
16. Table No:11 shows that a significant proportion of Respondents (14) say
that there is no reminder for the forth coming quarter completion dates.
17. Table No:12 shows that a fair number of Respondents (12) say that the
current evaluation process do not support cultural change over time.
18. Table No: 13 shows that a significant number of Respondents (15) say
that there is no evidence in competency development is included in the
performance appraisal process.
19. Table no: 14 shows that significant number of Respondents (15) state that
there is no evidence on progress towards qualifications is included in the
current appraisal process.
20. Table No: 15 shows that a proportionate of Respondents (13) state that
there is no evidence that the project work is included in the performance
appraisal process.
38
21. Table No:16 shows that a proportionate number of respondents(11) say
that the feed back on good or poor progress is not saved up to the end of
the year.
22. Table No: 17 shows that a significant number of respondents (14) say that
the success of the employee is rarely recorded in the performance
evaluation process.
23. Table No: 18 shows that a proportionate number of respondents (13) say
that the low performance is not highlighted but the development support
is also given when needed.
24. Table No:19 shows that a significant number of respondents(16) say that
the personal development plans for the Respondents does not exists.
25. Table No: 20 shows that a proportionate number of respondents (11) say
that high performing staff are not easily identified.
26. Table No:21 shows that a proportionate number of respondents (13) state
that the participation level is not at the required level.
27. Table No: 22 shows that a proportionate number of respondents (13) say
that there is no direct link to the relevant HR processes.
28. Table No: 23 shows that a significant number of respondents (15) say that
LEADS does not have the facility to provide automated performance
appraisal system
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CHAPTER : 5
Findings
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CHAPTER : 6
Recommendations
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List OF References
Books
3. Bretz, Jr. R. D., Milkovich, G. T., & Read, W. (1992). The current state
of performance appraisal practice: concerns, directions, and implications.
Journal of Management Studies. Cornell Uni.
4. Bernardin, J. H., & Klatt, L. A (1985), Managerial Appraisal Systems:
Has practice caught up to the state of the art? Personnel Administrator,
November, 79-82, 84-86.
5. Cleveland, J. N., Murphy, K. R. & Willams. R. E. (1989). Multiple Uses
of Performance Appraisal:
6. Cummings, L. L., & Schwab, D. (1973). Performance in organizations:
Determinants and Appraisals.
7. Glenview, Illinois: Scott Foresman,Grint, K. (1993) What’s wrong with
performance appraisals? A critique and a suggestion.
8. Human resource Management Journal-Levine, H. Z. (1986) Performance
Appraisal at work. Personnel.
9. Smith, B. N., Hornsby, J. S., & Shirmeyer, R., (1996). Current trends in
performance appraisal: and examination of managerial practice. SAM
Advance Management Journal.
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Websites
http://www.scribd.com/doc/50116108/Literature-Review-on-Performance-
Appraisal#force_seo
http://topacademicpapers.blogspot.com/2011/02/performance-appraisal-literature-
review.html
http://www.assignmentpoint.com/business/human-resource-management/project-
report-on-performance-appraisal-and-its-process-of-employees-of-social-
investment-bank-ltd.html
http://www.flexstudy.com/catalog/schpdf.cfm?coursenum=94060
https://www.google.lk/url?sa=t&rct=j&q=&esrc=s&source=web&cd=10&cad=rja&
uact=8&ved=0CF4QFjAJ&url=http%3A%2F%2Forgs.bloomu.edu%2Fgasi%2F20
11%2520pdfs%2FGizaw.pdf&ei=KfqMVLixHpfdav6hgaAM&usg=AFQjCNHhoW
p-Oc4BLOyAzLQvIwMcgc7UtA&sig2=EqZ_NELyp_t4hsV-
FtIa4w&bvm=bv.81828268,d.d2s
https://www.google.lk/url?sa=t&rct=j&q=&esrc=s&source=web&cd=7&cad=rja&u
act=8&ved=0CEsQFjAG&url=http%3A%2F%2Fwww.ftms.edu.my%2Fpdf%2FD
ownload%2FUndergraduateStudent%2FIOP%2520STUDENT%2520ARTICLES
%2Fperformance%2520measurement%2520and%2520management%2520literatu
re%2520review.pdf&ei=KfqMVLixHpfdav6hgaAM&usg=AFQjCNG_fm7sXE1YE
dU9TRq5_vtafKSLlg&sig2=L4t8mc15u21zkX_TStzvkA&bvm=bv.81828268,d.d2s
https://www.google.lk/url?sa=t&rct=j&q=&esrc=s&source=web&cd=8&cad=rja&u
act=8&ved=0CFEQFjAH&url=http%3A%2F%2Fwww.fgm.usj.edu.lb%2Ffiles%2
Fa12008.pdf&ei=KfqMVLixHpfdav6hgaAM&usg=AFQjCNF8qo4RgmVU1GjFhF
DGuCVbjdhaSw&sig2=ss7e7RxW4o02vYDPJOCXLQ&bvm=bv.81828268,d.d2s
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