The development and process evaluation of performance appraisal system for a shipping company

• Main Author: Mole, Ma. Carla D.
• Format: text
• Published: Animo Repository 1999
• Subjects: Performance; Employees > Rating of; Work measurement; Efficiency; Industrial; Management; Shipping; Business Administration, Management, and Operations; Educational Assessment, Evaluation, and Research; Performance Management; Training and Development
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/1954
• Institution: De La Salle University

The output of this paper is a Customized Performance Appraisal System (PAS) both for professional and managerial incumbents of a shipping company. Utilizing an applied research that is descriptive in approach, the elements of the appraisal system were identified. The entire population of company A comprising of 175 managers and professional staff have corroborated in this undertaking. Its documentation was organized in a PAS manual and was approved by the company A management for pilot administration. The participants of the trial program were selected through purposive sampling on the basis of workload and the availability of the group during the dry-run. Consequently, 27 job holders who underwent appraisal interviews, performance rating, and goal-setting served as respondents. The process evaluation involved the assessment of the PAS interview, evaluation design, information collection plan, analysis and interpretation plan, reporting plan, and management plan. It employed some assessment methods such as (a) direct observation and examination of the accomplished rating forms, (b) loosely structured focused group discussion about the experiences in the pilot study, (c) management feedback, and program calibration. Quantitative methods were also adapted like frequency count, percentage distribution, average and ranking. The key informants or process evaluators consisted of the 4 in-house HR specialists, the HR consultant, and the 27 participants from the pilot administration. The process evaluation findings revealed favorable ratings and recommendation for PAS implementation. Some concerns were raised for further attention prior to the system's application. These included further PAS-related training for raters and ratees and specification of appraisal coverage. Submission of accomplishment report instead of critical incident techniques as supplementary information about performance output was also recommended. Timeless, proper scheduling of evaluation period, and regular submission of annual workplan and program budget for management feedback were likewise suggested. For future research, HR practitioners were advised to undergo need assessment prior to the program intervention. The trust and commitment of the management group should also be achieved to gain full cooperation of the entire workforce. One should also realize that the implementation of the PAS may apparently create changes among other independent components of HR. Hence, necessary information may be initiated and sub-goal-realignment.