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Luận văn Quản trị kinh doanh: Improving the performance managementin Techcombank : Luận văn ThS. Kinh doanh và Quản lý: 60 34 05
Nhà xuất bản: Đại học Quốc gia Hà Nội
Ngày: 2007
Chủ đề: Kinh tế tài chính
Ngân hàng
Quản lý kinh doanh
Miêu tả: 91 p. + CD-ROM
Luận văn ThS. Quản trị kinh doanh -- Khoa Quản trị kinh doanh. Đại học Quốc gia Hà Nội, 2007
TABBLE OF CONTENTS
ACKNOWLEDGEMENTS ........................................................................................ i
ABSTRACT............................................................................................................... ii
TÓM TẮT ................................................................................................................. iv
LIST OF FIGURES................................................................................................... iii
INTRODUCTION.....................................................................................................1
1. Objectives and aims.............................................................................................1
2. Research questions ..............................................................................................1
3. Scope of work......................................................................................................1
4. Data source and processing .................................................................................1
5. Methods ...............................................................................................................1
6. Significance .........................................................................................................2
7. Limitations...........................................................................................................2
8. Expected results...................................................................................................2
9. Outline of thesis...................................................................................................2
CHAPTER 1: THEORETICAL FOUNDATION..................................................4
1.2. Benefits of performance appraisal....................................................................6
1.2.1. Benefits to the organization:......................................................................6
1.2.2. Benefits to supervisors...............................................................................7
1.2.3. Benefits to employees................................................................................8
1.3. Performance appraisal system:.........................................................................9
1.4. Performance measures criteria .......................................................................11
1.5. Errors should be avoided in performance evaluation:....................................13
1.6. Performance appraisal methods......................................................................14
1.6.1. Attribute approaches................................................................................14
1.6.2. The behavioral approach..........................................................................18
1.6.3. The results approach ................................................................................21
CHAPTER 2: FINDINGS ......................................................................................24
2.1. Macro analysis................................................................................................24ii
2.2. Techcombank introduction.............................................................................25
Figure 2-1: Some Main Figures of Techcombank.............................................26
2.3. SWOT Analysis..............................................................................................29
2.3.1. Strengths ..................................................................................................29
2.3.2. Weaknesses..............................................................................................31
2.3.3. Opportunities ...........................................................................................32
2.3.4. Threats .....................................................................................................33
2.4. Survey analysis...............................................................................................33
2.4.1. The model of the survey ..........................................................................33
2.4.2. The survey’s content................................................................................34
CHAPTER 3: RECOMMENDATIONS...............................................................68
3.1. Bank's defined target of work performance appraising.................................68
3. 2. Completion of job descriptions .....................................................................68
3.2.1. Job descriptions: ......................................................................................68
3.2.2. Set up a performance appraisal criteria system: ......................................70
3.3. Selection of appraisal methods........................................................................70
3.4. Build-up of multi-way appraisal system .........................................................71
3.5. Complete the interview of performance appraisal ..........................................72
3.6. Training provided to those who take charge of performance appraisal ..........73
3.7. Strengthening use of performance appraisal results to operations of human
resource work of the Bank......................................................................................74
3.8 Researching and strengthening deployment of personnel rotation ..................75
3.9 Build-up of business' atmosphere and culture..................................................76
3.10. Action plans...................................................................................................78
CONCLUSION........................................................................................................81
REFERENCE............................................................................................................82
APPENDIX A: Questionnaire...................................................................................84
APPENDIX B: Job description of an accountant and requirements.........................88
APPENDIX C: Method of giving mark to employees’ performance appraisal........93
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LIST OF FIGURES
Figure 2 – 1: Some Main Figures of Techcombank..............................................26
Figure 2 – 2: Number of seniority in Techcombank.............................................34
Figure 2 – 3: Percent of seniority in Techcombank ..............................................35
Figure 2 – 4: Number of current title......................................................................35
Figure 2 – 7: Percent of education level.................................................................37
Figure 2 – 8: Number and percent of Reasonableness of salary in TCB ...........38
Figure 2 – 9: Number and percent of Fair in compensation policy ....................39
Figure 2 – 10: Number and percent of reward based on results of performance
.....................................................................................................................................39
Figure 2 – 11: Number and percent of timely praised when perform well........39
Figure 2 – 12: Number of participate in short courses .........................................40
Figure 2 – 13: Percentage of participate in short courses.....................................41
Figure 2 – 14: Number of participate in long courses ..........................................42
Figure 2 – 15: Percentage of participate in long courses .....................................42
Figure 2 – 16: Number of satisfaction level with compensation policy.............43
Figure 2 – 17: Percentage of satisfaction level with compensation policy........43
Figure 2 – 18: Number and percentage of clearness for making plan and
announcing to staffs ..................................................................................................44
Figure 2 – 19: Number and percentage of work suits with capacity ..................45
Figure 2 – 20: Number and percentage of employees’ strengths are used and
developed....................................................................................................................45
Figure 2 – 21: Number and percentage of encouraged and oriented to develop
career...........................................................................................................................45
Figure 2 – 22: Number and percentage of rotation through other positions......46
Figure 2 – 23: Number and percentage of challenging with higher positions...46
Figure 2 – 24: Number and percentage of sufficiently informed about human
policies........................................................................................................................46iv
Figure 2 – 25: Number of complain with colleagues............................................47
Figure 2 – 26: Percentage of complain with colleagues.......................................48
Figure 2 – 27: Number of complain with managers .............................................48
Figure 2 – 28: Percentage of complain with managers ........................................49
Figure 2 – 29: Number of administration’s reaction.............................................50
Figure 2 – 30: Percentage of administration’s reactions ......................................50
Figure 2 – 31: Number and percentage of people like working atmosphere .....51
Figure 2 – 32: Number and percentage of employees’ ideas are listened..........52
Figure 2 – 33: Number and percentage of employees’ creativeness is
encouraged .................................................................................................................52
Figure 2 – 34: Number and percentage of people feel their job is challenging,
interesting ...................................................................................................................52
Figure 2 – 35: Number of the relationship with Techcombank...........................53
Figure 2 – 36: Percentage of the relationship with Techcombank......................54
Figure 2 – 37: Number of satisfaction with current job .......................................54
Figure 2 – 38: Percentage of satisfaction with current job...................................55
Figure 2 – 39: Number of motivation to perform assignments ...........................55
Figure 2 – 40: Percentage of motivation to perform assignments.......................56
Figure 2 – 41: Number of employees’ expectations .............................................57
Figure 2 – 42: Percentage of employees’ expectations ........................................57
Figure 2 – 43: Number of managers’ reactions .....................................................58
Figure 2 – 44: Percentage of managers’ reactions ................................................59
Figure 2 – 45: Number of employees’ trend..........................................................60
Figure 2 – 46: Percentage of employees’ trend .....................................................60
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INTRODUCTION
1. Objectives and aims
There are three objectives of this thesis when mentioning to performance
appraisal activities, include gathering theories related to appraising performance
(both concepts and models). A case study of Techcombank will be examined in
order to gain a Clear understanding about the process of appraising performance in
Techcombank then find out the exist issues in the process of appraising
performance in Techcombank
Finding out all the problems in the process of performance appraisal in
Techcombank, the student has some aims include: Suggest some solutions to
improve the process of appraising performance, human resource policies. If these
issues are improved, they will contribute to increase the effects of employees’
working and reinforce the loyalty of employees
2. Research questions
Two research questions are applied when examining the Techcombank’s case
study are: How does the process of appraising performance in Techcombank
deploy? And Is the process of appraising performance in Techcombank effective?
3. Scope of work
Scope of work is from 2005 to 2006 and the conducted area is departments in
head office of Techcombank.
4. Data source and processing
The data is collected from two sources: Primary (information is conducted
directly from interview and survey to find out the employees’ opinion on the current
performance appraisal of Techcombank) and Secondary (study documents related to
appraising performance activities of banking sector; evaluation reports)
5. Methods
The method will be based on researching real case study of Techcombank and
use questionnaire (Questionnaire is built based on theory, From the result of
questionnaire the student then turn back to the reality of appraising the employees’2
performance to improve the process of Techcombank). Interview or focus group
will also be used when necessary.
6. Significance
The student hopes that, the thesis will contribute significant meanings: (i)
Study deeply about the process of appraising performance activities in
Techcombank and improve the process; (ii) Assessing the employees’ performance
activities at their true worth; (iii) Encourage and strengthen the loyalty and the
relationship between the employees and Techcombank
7. Limitations
Because the time limitation, the thesis can not avoid mistakes. Case study is
only conducted in Head Office so it cannot reflect all the opinions of
Techcombank’s employees. The survey’s results are provided by Human resource
department, therefore some sensitive information are biased, so the accuracy of
questionnaire is not absolutely accurate.
8. Expected results
Firstly, the student hope to find out the existing issues in the process of appraising
performance in Techcombank then apply the theory of human resource management
to contribute useful solutions to improve the practices of performance management
in Techcombank.
9. Outline of thesis
The thesis includes three chapters:
Chapter 1 - Theoretical foundation: This section will summarize the theories
of performance appraisal. It will give the readers an overview of performance
activities from clearly definition to the benefits of using performance
management, the criteria used in performance appraisal as well as the
performance appraisal models and their advantages, disadvantages of using
them
Chapter 2 - Findings: After analyzing the current position of Techcombank
(SWOT analysis), the survey’s results and the data collected form secondary
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source, the thesis will point out the findings about the existing problems in
Techcombank from policies to practice of deploying performance appraisal.
All the problems of Techcombank will be analyzed in the aspect of
performance management.
Chapter 3 - Recommendations: Continue to the analyzed findings from
chapter 2, this section will suggest some solutions and how to apply the
performance appraisal methods in Techcombank. The student hopes that, all
the recommendations will be useful and effective for not only Techcombank
but also for other commercial joint stock banks which have the same issues
like Techcombank.4
CHAPTER 1: THEORETICAL FOUNDATION
Organizations that seek to gain competitive advantage through their workers
must be able to manage the behavior and results of all employees. One of the most
important challenges managers face is managing the performance of those over
whom they have authority. (1)
Performance management is defined as the means through which mangers
ensure that employees’ activities and outputs are congruent with the organization’s
goals. Performance management is central to gaining competitive advantage. (2)
Performance management system has three parts: defining performance,
measuring performance, and feeding back performance information.
A performance management system specifies which aspects of performance
are relevant to the organization, primarily through job analysis. It measures those
aspects of performance through performance appraisal, which is only one method
for managing employee performance. It provides feedback to employees through
performance feedback sessions so that they can adjust their performance to the
organization’s goals.
Every employee works in an organization has different background,
knowledge, attitude, motives, personal characteristics, skills, and so on which affect
their performance at work.
In order to facilitate excellence in the performance of the employees in the
organization, organization is required to identify right person for right job and
ensure their contribution to the organization’s objectives
Giving performance feedback and providing remuneration and reward based
on contribution are two methods for facilitating better performance of the
employees. Employee performance appraisal provides a basis for providing
(1), (2) Noe Hollenbeck Gerhart Wright. “Human resource management”, Second edition 1996, p.196
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feedback and for deciding remuneration and reward for contribution and
performance
1.1. Definition of performance appraisal
Performance appraisal is a process that involves communicating to an
employee how well the employee is performing the job and involves establishing a
plan for improvement. (1)
Performance appraisals are used for many purposes are wage and salary
administration, promotions or demotions, transfers, layoffs, discharges, counseling
with employees, and human resources planning.
Performance appraisal systems have three principal purposes: To improve
employee performance in the present job; to prepare employees for future
opportunities that may arise in the organization and to provide a record of employee
performance that can be used as a basis for future management decisions (2)
Performance appraisals are handled in most organizations in one of two ways:
Informal appraisal and formal appraisal.
Informal appraisal occurs in all organizations. Under such a system no
formal procedures, methods, or times are established for conducting
performance appraisals. For example, when a supervisor conducts
appraisals informally, the employee will be given a general impression of
how the supervisor feels about their performance. In many cases, when
employee make a mistake, such appraisals are conducted. As a result,
employee often develop negative feelings about this type of performance
appraisal
The other way of handling performance appraisals is to have a formal
appraisal system. Under such a system, procedures, methods, and times are
established for conducting appraisals.
(1) Leslie W. Rue and Lloyd L.Byars, “Supervision: key link to productivity”, Fifth edition 1996, p.205
(2) Leslie W. Rue and Lloyd L.Byars, “Supervision: key link to productivity”, Fifth edition 1996, p.2086
It is important to note that, formal appraisal systems contain an informal
element. For example, general comments that a supervisor makes about an
employee’s performance are a type of informal performance appraisal.
Supervisors must realize that any comment made by a supervisor about an
employee’s performance is viewed by the employee as a form of
performance appraisal. Thus, the supervisor must use informal reviews to
reinforce good performance and discourage poor performance.
1.2. Benefits of performance appraisal
A sound performance appraisal systems does not only bring benefits for the
organization, but also for the managers and employees.
1.2.1. Benefits to the organization:
Provides an evaluation of the organization’s human resources: In an
organization’s performance appraisal system, the managers can evaluate
the performance of employees and supervisors. Thus, the managers can
know the capacity of human resources through the results of the
performance appraisal system.
Gives the organization a basis for making future human resources
decisions: Based on the results of performance appraisal, the managers can
give out appropriate decisions about human resources such as training,
promoting, developing, compensating, so on. More over, the results of
performance appraisal reflect the success of functional activities of human
resource department in recruiting, selecting, orienting, promoting and other
activities. Then the managers will set up plan for adjusting and developing
in future.
Increases the potential of the organization’s present human resources
for meeting the present and future needs of the organization: the
capacity of employees and even supervisors are reflected in the results of
performance appraisals. Therefore, the human resource department can
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easily make decisions on human resource plans like applying rotation
policy, doing training programs to enhance the skills for employees,
promoting people in higher position, carrying out special recruiting actions
to select qualified employees for meeting the needs of the organization’s
development
Improves employees morale: The rationality and accuracy of using
appraisal tools and feedback information have the effect to the employees
in building and developing their morale, their atmosphere of working
environment and their attitude. When the employees feel that they are
appropriately evaluated, they will try their best to work more effectively
and contribute much to the organization.
1.2.2. Benefits to supervisors
Provides the supervisor with a clearer picture of the employee
understands of what is expected to the job: Any business organization
exists to serve identified needs of the society. Employees working in the
organization are responsible for effectively serving those needs as per the
assigned responsibilities. So with specific job, employee always receive
the guidance and the job’s requirements. When comparing the employees’
results from the performance appraisal with the requirements, the
supervisors can evaluate the level of the employees’ understanding the
requirements of their job. The managers should link employee activities
with the organization’s goals.
Gives the supervisor input into each employee’s development: There is
a widespread belief that the purpose of employee performance appraisal is
deciding salary increments and promotions. However, performance
appraisal can serve variety of organizational needs very effectively like
developing employees who are effective at their jobs. When employees are
not performing as well as they should, performance management seeks to
improve their performance. The feedback given during a performance8
evaluation process often pinpoints the employee’s weaknesses. Ideally, the
performance management system identifies not only the aspects of the
employee’s performance that are deficient but also the causes of these
deficiencies. Then the supervisor can Giúp the employee make an
appropriate development plan.
Improves the productivity of morale of the supervisor’s employees:
When the performance appraisal is conducted in fair and transparent
manner, employee will feel satisfied. They know that if they work morally,
the supervisor will evaluate them appropriately through a fair assessment.
The accuracy of employee’s performance appraisal is reflected in the result
Giúp them to identify opportunities for improvement and it motivate the
productivity of employees’ morale
Helps the supervisor identify capable replacements for higher-level
jobs within the supervisor’s work unit: When conducting performance
appraisal, the supervisors’ duties of supervisor are not only assess the
employees but also assess other supervisors. The results can be used in the
supervisors’ s work unit for replacements for higher level jobs.
1.2.3. Benefits to employees
Allows the employee to present ideas for improvement: The
performance appraisal is conducted in fair and transparent manner will
provide a bilateral communication between the supervisor (appraisor) and
the employee (appraisee). The feedback given during a performance
evaluation process often pinpoints the employee’s weaknesses, the level of
reasonability of supervisor’s remark. It makes the people in different
position in an organization become closer. The bilateral communication
during the performance appraisal makes everything clearer so employee
will actively find out the ideas to improve both the system and themselves.
Provides the employees with an opportunity to change his or her
behavior: The performance appraisal helps employees themselves evaluate
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their capacity, realize their importance level in organization, identify
opportunities for improvement. To achieve higher promotions, the
performance appraisal helps employees find what requirements they need
to improve such as: knowledge and experience, skills and morale, working
attitude and contribution to the organization, so on. A fair and transparent
appraisal with the advice of supervisors will motivate employees try their
best to reach the future opportunities.
Lets the employee know how the supervisor feels about his or her
performance: During the performance appraisal, the employee will have
chance to discuss with the supervisor and may recognize the feeling of the
supervisor about employee’s work. At the end of appraisal process, the
supervisor will give the result to the employee includes the supervisor’
comments and advice. The feeling of the supervisor about employee’s
work makes the employee feel that their contribution is acknowledged, the
fairness in evaluating performance between members in organization is
equal (Each employee will receive different comment from the supervisor)
so employee will be encouraged to perform better in their work.
1.3. Performance appraisal system:
In order to do appraising work, the organization need to set up a performance
appraisal system includes three fundamental elements:
The requirements and criteria for performance appraisal: The
appraisor use several evaluating methods to measure the employees’
performance by comparing the result with the expected result; The
requirements to do the job is a criteria system to perform the work includes
both qualitative and quantitative requirements; The requirements need to
built based on objectivity, reasonability and they can reflect which
behaviors are necessary to perform the work well10
Measure the employee’s performance based on standard criteria: It is
a process and in this step, the manager need to have administrative
evaluations whether the employee’s performance is good or not. The
process of employee appraisal begins with formal commnunication of
appraisal framework and program to the employees. Deciding operating
goals for each of the employee is also a step in the process of appraisal as
the appraisal is conducted with respect to set operating goals. The process
of performance appraisal includes 4 steps:
(i) Pre interview preparation: Appraiser should collect the information
for the appraisal period in respect of the appraisee: assigned job
responsibilities; specific assignments; programs participated;
projects handled; events participated; nature of relationships
established with seniors, colleagues, juniors, partners and
customers; nature of interactions with seniors, colleagues, juniors,
partners and customers; achievements and recognitions; failures and
punishments; issues arisen or handled; complaints received
(ii) Familiarization with operating situation and environment: In the
beginning of the appraisal interview, the appraiser should clearly
and formally state the objectives of the appraisal and explain the
process. The appraiser initiate the conversation to create confidence
in the mind of the appraisee. Before beginning of the actual
appraisal the appraiser ask the questions to understand the working
conditions and environment being encountered by the appraisee for
example: What is the most difficult operating problem you have
faced? Which clients/ customers/ business partner/ executives you
find most difficult to handle? Where do you think organization
should concentrate for improvements? Answers to these and similar
questions reflect the information on the working environment of the
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employees. This information is useful to weigh the gathered
evidence
(iii) Evidence gathering: After the appraiser has clear idea of the
appraisee’s operating environment, appraiser shall begin the formal
appraisal by gathering the evidence needed for evaluating the
employee’s performance
(iv) Evidence grading: Comparing the performance of employee in the
fact with the expected result based on the requirements and standard
criteria, the appraiser will conclude how well the employee has
done in their working performance.
Measure the performance is the centre of performance appraisal.
Personal feedback and reporting: appraisers discuss the appraisal ratings
and reasons for the rating with individual employees. Appraisers also
record views of the employees in respect of the appraisal. The appraiser
should also discuss the steps that an individual employee can take to
improve their performance. Then the organization establishes proper
reporting on the outcome of appraisal exercise for the purpose of future
analysis and improvements in the system.
1.4. Performance measures criteria
Strategic congruence: Strategic congruence: is the extent to which the
performance management system elicits job performance that is congruent
with the organization’s strategy, goals, and culture (1). Strategic congruence
emphasizes the need for the performance management system to provide
guidance so that employees can contribute to the organization’s success.
Most companies’ appraisal systems remain constant over a long period of
time and through a variety of strategic emphases. However, when a
company’s strategy changes, its employees’ behavior needs to change, too.
(1), Noe Hollenbeck Gerhart Wright. “Human resource management”, Second edition 1996, p.20012
Validity: Validity is the extent to which the performance measure assesses
all the relevant and only the relevant aspects of performance. This is often
referred to as content validity. For a performance measure to be valid, it
must not be deficient or contaminated (1). Validity is concerned with
maximizing the overlap between actual job performance and the measure
of job performance. A performance measure is deficient if it does not
measure all aspects of performance. A contaminated measure evaluates
irrelevant aspects of performance or aspects that are not job related. The
performance measure should seek to minimize contamination, but its
complete elimination is seldom possible.
Reliability: Reliability refers to the consistency of the performance
measure. One important type of reliability is interrater reliability - the
consistency among the individuals who evaluate the employee’s
performance (2). A performance measure has interrater reliability if two
individuals give the same evaluations of a person’s job performance.
Evidence seems to indicate that most subjective supervisory measures of
job performance exhibit low reliability. With some measures, the extent to
which all the items rated are internally consistent is important (internal
consistency reliability). In addition, the measure should be reliable over
time (test-retest reliability). A measure that results in drastically different
ratings depending on the time at which the measures are taken lacks testretest reliability
Acceptability: Acceptability refers to whether the people who use the
performance measure accept it (3). Many elaborate performance measures
are extremely valid and reliable, but they consume so much of managers’
time that they refuse to use it. A system that is not accepted is almost
worse than no measure at all. This points to the need to involve both
(1), (2), (3) Noe Hollenbeck Gerhart Wright. “Human resource management”, Second edition 1996, p.201
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managers and employees in the development of performance measures.
Research has found that this increases the acceptability of the system.
Specificity: is the extent to which the performance measure gives specific
guidance to employees about what is expected of them and how they can
meet these expectations. Specificity is relevant to both the strategic and
developmental purposes of performance management (1). If a measure does
not specify what an employee must do to Giúp the company achieve its
strategic goals, it becomes difficult for it to achieve its strategic purpose.
Additionally, if the measure fails to point out an employee’s performance
problems, it is almost impossible for the employee to correct his or her
performance.
1.5. Errors should be avoided in performance evaluation:
Error of favoritism: This happens when the supervisor favor some body
than others. It will make the result of the performance evaluation incorrect.
Error of average tendency: The rater does not want to take offence or
displease others then he has tendency to evaluate employees a little higher
than average level.
Error of extreme: The supervisor prove to be so strict (manager gives low
ratings to all employees) or so easy (rater assigns high ratings to all
employees) in the process of performance evaluation. These error make
difficult to distinguish among employees rated by the same rater and create
problem in comparing the performance of individuals rated by different
raters.
Error of preconception caused by culture customs: The supervisor’s
opinion may be erroneous because of the supervisor’s culture habits
(1) Noe Hollenbeck Gerhart Wright. “Human resource management”, Second edition 1996, p.20114
Error of prejudice: The supervisor may dislike a group or a working class
then the evaluation about their performance can be subjective and
incorrect.
Error of the latest event’s influence: The supervisor’s opinion can be
affected by employees’ behaviors, attitudes have just occurred. This occurs
when one positive performance aspect causes the rater to rate all other
aspects of performance positively and in contrast, one negative aspect
results in the rater assigning low ratings to all the other aspects.
1.6. Performance appraisal methods
1.6.1. Attribute approaches
The attribute approach to performance management focuses on the extend to
which individuals have certain attributes (characteristics or traits) believed to be
desirable for the company’s success. The attribute approaches are used to mainly
measure characteristics an employee has which are important for evaluating
performance. The techniques that use this approach tend to define a set of traits such
as initiative, leadership, and competitiveness and evaluate individuals on them.
Graphic rating scales: The most common form that the attribute approach
to performance management takes is the graphic rating scale. Graphic
rating scales can provide the rater with a number of different points or with
a continuum along with the rater simply places a check mark. To use this
method, there are two important steps includes choosing the traits and
measuring the traits. The chosen traits are typically in two types: directly
related to job and indirectly related to job. With the graphic rating scale,
the supervisor is asked to evaluate an individual on such factors as
quantity, quality, initiative, dependability, cooperativeness and quality of
work. Using this approach, judgments about performance are recorded on a
scale. The scale is divided into categories.
Using graphic rating scales have some advantages such as:
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(i) Easy to understand
(ii) Comparatively simple to establish
(iii) Simple to use
(iv) Relatively inexpensive to develop
(v) Give the same information on all employees
(vi) Quantify the number of employee’ performance
However, this method contains some disadvantages like:
(i) The specific characteristics of each job may be ignored
(ii) This method is easily impacted by subjective errors. They can lead
to incorrect performance evaluation. (bias opinion, prejudice,
preconception, average tendency, leniency, so on)
(iii) Graphic rating scale method can generate problems if choosen
criteria are not suitable
(iv) Standards are may be unclear
(v) One of the biggest problems with graphic rating scale is that many
supervisors have a tendency to evaluate everyone a little above
average
(1)
.
Essay method: This method requires the supervisor to write a series of
statements about an employee’s performance, strengths and weaknesses,
potential for promotion as well as the rater’s suggestions,
recommendations for employee’s work. The essay can be written
according to different subjects such as: behavior on employee’s work, the
demand for training, opportunities for development
The advantages of this method include:
(i) Simple to use
(ii) Giúp to provide opportunity to point out the characteristics of
employee
(1) Leslie W. Rue and Lloyd L.Byars, “Supervision: key link to productivity”, Fifth edition 1996, p.21016
(iii) This method provide detail and useful feedback for employee (point
out strengths, weaknesses)
(iv) The employees can gain the right working orientation from the
suggestion and recommendation of their supervisor
The disadvantages of this method include:
(i) It is difficult to use narrative information in human resource
decision
(ii) The accuracy of narrative information much depends on the rater’s
writing ability
(iii) The length and the content of the of the written statement can vary
considerably from supervisor to supervisor (1)
(iv) It is difficult to compare essay appraisals made by different
supervisors
(v) Comparing essay evaluations might be difficult because no common
criteria exist
Check list: This method requires the supervisor design a list of statement
which describes about the employees’ behavior, attitude can occur during
their work. With the check list, the supervisor does not actually evaluate
but merely records performance. The supervisor checks yes or no
responses on a series of questions concerning the employee’s performance.
There are some advantages of check list method:
(i) It is easy to use
(ii) The scoring key for the check list is usually kept by the human
resources department, which computes the relative rating of the
employee.
(iii) Individuals with high scores are rated as better employees than those
with low scores
(iv) This method avoid average tendency or leniency
(1) Leslie W. Rue and Lloyd L.Byars, “Supervision: key link to productivity”, Fifth edition 1996, p.210
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The disadvantages exist in this method are:
(i) Supervisor are generally not aware of the values associated with
each question
(ii) The questions can be figured out the positive and negative aspects,
so bias can be introduced into the answers
(iii) Assembling the question is a difficult job
(iv) A different set of questions must be assembled for most job
categories
(v) General narrative statement can not reflect specific characteristics of
each job
Here is an example illustrated for check list method:
2.4.3.3. Well performed aspects
The result of the survey shows, performance efficient appraisal work of
Techcombank's employees is a compulsory procedure, related to reward
and punishment regulations of the Bank. This shows the work of
performance appraisal has been interested and appreciated. The result of
the performance appraisal is related to encouragement, commendation and
reward and disciplines shall be an impetus of speeding up labours to strive
to complete their tasks in the best way.
Techcombank' s performance appraisal is assigned to every specific
employee. For official personnel and employees of the Bank, the appraisal
of their performance is made with two specific forms. For those who are in
the process of probation and apprenticeship, report of probation and
apprenticeship shall be applied. This report is taken down by probationers
and apprentices fully and in detail works they have done during the period
Approve the working plans,
evaluated the employees’
performance (midterm)
Evaluated the employees’
performance end of term)
Synthesize, process
appraisal’s information, data
Set up and implement
detailed working plans64
of probation and apprenticeship enclosed with the assessment of
instructing officers. Finally, it is leader's remark and proposal regarding if
salary of this employee is arranged and he/she is employed officially or
not.
Standard to make an appraisal is developed rather extensively; it is not
only including the targets of reflecting the quality of a labour but also
relating to behaviour, work attitude and style of personnel and employees.
General policies about personnel, planning and development targets are
communicated rather specific to employees. This helps them to know
thoroughly missions, visibility, core values and targets in the short-term
and long-term of the Bank.
Most employees think that their relationship to the Bank is good, they are
satisfied with their present works. In their works, they have impetus to
accomplish their tasks assigned wholeheartedly.
Two applied methods are graphic scale and behaviour observation, which
are simple, easy-to-do, easy-to-understand and convenient ones. They can
give mark easily and quantitize the situation of performing works of
labours by marks. Owing to this, they allows comparison of marks and are
convenient for making management decisions related to interests and
capability assessment of employees.
2.4.3.4. Restrictions:
Inorder to realize clearly the restrictions of Techcombank in implementing the
process of performance appraisal, the student will compare the process of
Techcombank with a general sequence process of performance appraisal.
The content of sequence’s performance appraisal
Step 1: Define the targets, basic requirements of performance appraisal
Step 2: Chose and decide a suitable method to evaluate
Step 3: Training for managers about evaluation’s skills
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Step 4: Managers discuss with employees about the content and scope of evaluation
Step 5: Implement the performance process according to the official model of
performance appraisal
Step 6: Managers discuss with employees about the performance evaluation’s
results
Step 7: Redefine new targets, objectives and responsibilities for employees. Set up
and adjust policies more suitably.
Base on the survey’s results, according to the regulations of Techcombank in
evaluating employees’ performance, the student find out many restrictions of
Techcombank in all steps.
Target of the performance appraisal of Techcombank is only merely
classification of works as a basis for salary raising. This shows leadership
does not make right appraisal of importance of the performance, does not
see fully interests and values of this work brought. (Step 1)
The job description is related closely to the performance appraisal.
However, it is still vague and unspecific. Characteristic and requirements
for works have not specific difference at departments and divisions of
different functions. (Step 1)
The process of the performance appraisal is carried out in two steps:
Employees self-evaluated, following re-evaluate made by leaders.
However, criterions, standards to give mark are not clear and laid down
particularly. Even the Bank has built a instruction table about the method
of giving marks but the content of the criterions is rather abstract and hard
to measure. Therefore, giving marks on the targets of employees and
leaders is based on feeling. Inequity has happened right from the first steps
of the performance appraisal. (Step 1)
Techcombank uses mainly two methods of graphic scales and behaviour
observation. Weakness of using these two methods is that it is easily
affected by faults caused by subjectiveness such as partiality, prejudice,66
preconception, medium or excessive tendency resulting in inaccurate
measurement. (Step 2)
Assessing work results are carried out every six months, the result is easy
to be affected by what done in the assessment month, but there is little
consideration to previous months. At the same time, the process of striving
of an employee prolongs in an interval of time without encouragement of
leaders or timely reward offered that is easy to result in mental
discouragement. (Step 3)
Labours themselves are not also aware of importance (work for form's
sake), not to develop full effect of this performance appraisal. (Step 4)
Carrying out the performance appraisal is still summary, done for form's
sake, some of employees do not have confidence in equality of the
performance appraisal and efficiency of the performance appraisal thus
they do not implement seriously. (Step 5)
Gap between remarks of superiors and ideas of inferiors: There have
always been differences between remarks of superiors for inferiors
compared with result of self-appraisal of inferiors about themselves. If this
gap is not removed, it shall be a major barrier in making performance
appraisals to employees; sometimes it causes dissatisfaction, which as a
result employees leave their organization as they think that "leader does
not understand them". Even after the leader comments on an employee,
consent or not consent of the leader for an employee is not exchanged.
This employee does not know what he/she is assessed. (Step 6)
Dialogue/ communicate with employees: Many managers always prove not
to like to have a direct dialogue to their employees due to a lack of time or
many other reasons. Openness in exchanging information between
managers and labour is weak, thus matter matters of labours are not settled
satisfactorily. At the same time, as the two-way of information exchange is
limited, managers shall not grasp thoroughly emerging matters in the Bank
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for immediate settlement. Besides, complaint among employees in the
working environment shall result in negative manifestations such as
attitude of lack of activeness in work, chain discouragement, metal
opposition to leaders etc. (Step 6)
About 50% of employees feel unsatisfied with their income, treatment
policies and timely acknowledgement as they accomplish well a task.
Expectation for salary rising is still main aspiration of Techcombank' s
employees. Level of satisfaction about salary is still basic issue. This
shows competitiveness of salary level in the filed of banking of
Techcombank is not in fact attractive for labour. (Step 7)
Demand for training of employees is very significant, including short-term
and long-term courses. Level of distributing training is just focusing on
some divisions. (Step 7)
Aspiration rotated to positions is not disseminated. (Step 7)
Most employees find their works not to have challenge, not to develop
their efforts as well as impetus to do their best. (Step 7)68
CHAPTER 3: RECOMMENDATIONS
3.1. Bank's defined target of work performance appraising
In an organization, making a performance appraisal has a significance as it
serves the target of management and direct impact to both labour and the
organization. Techcombank is a bank that is in the impetus of powerful
development, more and more expanding operation network with increased quantity
of employees. Therefore, the performance appraisal is considered a necessary and
important personnel management work. Thus, leadership needs full awareness of its
sense and importance. To build a standard performance appraisal procedure, the
leadership of the Bank needs further determining the following targets during the
appraisal.
Making a appraisal of work efficiency is to determine works needed to add
during the performance.
Creating motivation to personnel and employees to continue striving as the
results of the appraisal are used in commendation and reward and
promotion regulation.
Satisfying requirements of employees' works, promotion desires,
assumption of higher positions, greater challenge or move to other
positions more suitable with ability, professional skills and working
experience.
The target of the performance appraisal aims also to Giúp the Bank to
check up quality of their human resources.
3. 2. Completion of job descriptions
3.2.1. Job descriptions:
To build standards for a job description, the first is a need to build a job
description. Job analysis is information about a position to be filled that helps to
identify the major job requirements and links them to skills, education, training,
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etc., needed to successfully perform the functions of that job. The purpose of the job
analysis is to identify the experience, education, training, and other qualifying
factors, possessed by candidates who have the potential to be the best performers of
the job to be filled. It includes questions as follows:
What duties does an employee carry out?
When shall duty be accomplished?
Where is duty done?
How does that employee do that duty?
Why must that duty be carried out?
What standards of level are necessary to carry out that duty?
So how to write a job analysis and job description in Techcombank? Begin by
understanding the requirements of the job being filled. What kind of personality,
experience and education are needed? To determine these attributes, do a job
analysis covering the following areas:
The mental/physical tasks involved (ranging from judging, planning and
managing to cleaning, lifting and welding)
How the job will be done (the methods and equipment to be used)
The reason the job exists (including an explanation of job goals and how
they relate to other positions in the company)
The qualifications needed (training, knowledge, skills and personality traits
Basically, a job description at Techcombank includes relatively full necessary
contents: brief works, main tasks and responsibilities, internal and external relations
of the bank, authority as carrying out a task, indices for assessing a task and
requirements for degree, experience, professional skills, knowledge, attitude and
behaviour. However, indices for assessing a task are very difficult to measure.
Besides, explaining requirements for tasks is not in high convincement. There are
requirements for quality of labour for a job but finally, the labour does not know
why that quality is needed in the job. With divisions that do the same their works
everyday, there is not regulation for arranging time how to get the best efficiency in70
a job description. Conditions for works are not mentioned. (An illustration about a
job description of an accountant can be seen in the appendix B)
3.2.2. Set up a performance appraisal criteria system:
Performance appraisal criteria is a system of targets and criterions that reflect
requirements of quantity and quality regarding the level of completing duties stated
in job descriptions. Therefore, the first thing for deploying appraisal is to
supplement methods for more perfect and specific criteria performance appraisal;
Building the performance standards for every working group has to suitable to
requirements and targets of management; Ensuring consistency of the appraisal.
While building the performance appraisal standards, they should not be based on
subjective opinions of several individuals, but should discuss to inferiors.
Appraisal Council should distinguish difference between levels such as
excellent, good, progressive etc., as the standards which are not clear shall result in
the same work performance level, but employees of a division are given higher
assessment than those of other divisions. Besides, feeling and subjective factors for
the assessment of managers and Appraisal Council's members should be rejected to
avoid phenomenon of entire different assessment opinions about the result of the
work performance towards to the same employee. (An example of matrix table of
performance criterion mark giving methods can be seen in appendix C)
3.3. Selection of appraisal methods
Management by Objectives:
Managers shall rely on the Bank's business schedule, working schedule of
their divisions and job analysis table as well as assigned duties to build a
performance schedule in a certain period.
Ending the period of the appraisal, managers shall compare their actual
results they achieved with targets put forward before in order to conclude
levels of their completion.
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Luận văn Quản trị kinh doanh: Improving the performance managementin Techcombank : Luận văn ThS. Kinh doanh và Quản lý: 60 34 05
Nhà xuất bản: Đại học Quốc gia Hà Nội
Ngày: 2007
Chủ đề: Kinh tế tài chính
Ngân hàng
Quản lý kinh doanh
Miêu tả: 91 p. + CD-ROM
Luận văn ThS. Quản trị kinh doanh -- Khoa Quản trị kinh doanh. Đại học Quốc gia Hà Nội, 2007
TABBLE OF CONTENTS
ACKNOWLEDGEMENTS ........................................................................................ i
ABSTRACT............................................................................................................... ii
TÓM TẮT ................................................................................................................. iv
LIST OF FIGURES................................................................................................... iii
INTRODUCTION.....................................................................................................1
1. Objectives and aims.............................................................................................1
2. Research questions ..............................................................................................1
3. Scope of work......................................................................................................1
4. Data source and processing .................................................................................1
5. Methods ...............................................................................................................1
6. Significance .........................................................................................................2
7. Limitations...........................................................................................................2
8. Expected results...................................................................................................2
9. Outline of thesis...................................................................................................2
CHAPTER 1: THEORETICAL FOUNDATION..................................................4
1.2. Benefits of performance appraisal....................................................................6
1.2.1. Benefits to the organization:......................................................................6
1.2.2. Benefits to supervisors...............................................................................7
1.2.3. Benefits to employees................................................................................8
1.3. Performance appraisal system:.........................................................................9
1.4. Performance measures criteria .......................................................................11
1.5. Errors should be avoided in performance evaluation:....................................13
1.6. Performance appraisal methods......................................................................14
1.6.1. Attribute approaches................................................................................14
1.6.2. The behavioral approach..........................................................................18
1.6.3. The results approach ................................................................................21
CHAPTER 2: FINDINGS ......................................................................................24
2.1. Macro analysis................................................................................................24ii
2.2. Techcombank introduction.............................................................................25
Figure 2-1: Some Main Figures of Techcombank.............................................26
2.3. SWOT Analysis..............................................................................................29
2.3.1. Strengths ..................................................................................................29
2.3.2. Weaknesses..............................................................................................31
2.3.3. Opportunities ...........................................................................................32
2.3.4. Threats .....................................................................................................33
2.4. Survey analysis...............................................................................................33
2.4.1. The model of the survey ..........................................................................33
2.4.2. The survey’s content................................................................................34
CHAPTER 3: RECOMMENDATIONS...............................................................68
3.1. Bank's defined target of work performance appraising.................................68
3. 2. Completion of job descriptions .....................................................................68
3.2.1. Job descriptions: ......................................................................................68
3.2.2. Set up a performance appraisal criteria system: ......................................70
3.3. Selection of appraisal methods........................................................................70
3.4. Build-up of multi-way appraisal system .........................................................71
3.5. Complete the interview of performance appraisal ..........................................72
3.6. Training provided to those who take charge of performance appraisal ..........73
3.7. Strengthening use of performance appraisal results to operations of human
resource work of the Bank......................................................................................74
3.8 Researching and strengthening deployment of personnel rotation ..................75
3.9 Build-up of business' atmosphere and culture..................................................76
3.10. Action plans...................................................................................................78
CONCLUSION........................................................................................................81
REFERENCE............................................................................................................82
APPENDIX A: Questionnaire...................................................................................84
APPENDIX B: Job description of an accountant and requirements.........................88
APPENDIX C: Method of giving mark to employees’ performance appraisal........93
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LIST OF FIGURES
Figure 2 – 1: Some Main Figures of Techcombank..............................................26
Figure 2 – 2: Number of seniority in Techcombank.............................................34
Figure 2 – 3: Percent of seniority in Techcombank ..............................................35
Figure 2 – 4: Number of current title......................................................................35
Figure 2 – 7: Percent of education level.................................................................37
Figure 2 – 8: Number and percent of Reasonableness of salary in TCB ...........38
Figure 2 – 9: Number and percent of Fair in compensation policy ....................39
Figure 2 – 10: Number and percent of reward based on results of performance
.....................................................................................................................................39
Figure 2 – 11: Number and percent of timely praised when perform well........39
Figure 2 – 12: Number of participate in short courses .........................................40
Figure 2 – 13: Percentage of participate in short courses.....................................41
Figure 2 – 14: Number of participate in long courses ..........................................42
Figure 2 – 15: Percentage of participate in long courses .....................................42
Figure 2 – 16: Number of satisfaction level with compensation policy.............43
Figure 2 – 17: Percentage of satisfaction level with compensation policy........43
Figure 2 – 18: Number and percentage of clearness for making plan and
announcing to staffs ..................................................................................................44
Figure 2 – 19: Number and percentage of work suits with capacity ..................45
Figure 2 – 20: Number and percentage of employees’ strengths are used and
developed....................................................................................................................45
Figure 2 – 21: Number and percentage of encouraged and oriented to develop
career...........................................................................................................................45
Figure 2 – 22: Number and percentage of rotation through other positions......46
Figure 2 – 23: Number and percentage of challenging with higher positions...46
Figure 2 – 24: Number and percentage of sufficiently informed about human
policies........................................................................................................................46iv
Figure 2 – 25: Number of complain with colleagues............................................47
Figure 2 – 26: Percentage of complain with colleagues.......................................48
Figure 2 – 27: Number of complain with managers .............................................48
Figure 2 – 28: Percentage of complain with managers ........................................49
Figure 2 – 29: Number of administration’s reaction.............................................50
Figure 2 – 30: Percentage of administration’s reactions ......................................50
Figure 2 – 31: Number and percentage of people like working atmosphere .....51
Figure 2 – 32: Number and percentage of employees’ ideas are listened..........52
Figure 2 – 33: Number and percentage of employees’ creativeness is
encouraged .................................................................................................................52
Figure 2 – 34: Number and percentage of people feel their job is challenging,
interesting ...................................................................................................................52
Figure 2 – 35: Number of the relationship with Techcombank...........................53
Figure 2 – 36: Percentage of the relationship with Techcombank......................54
Figure 2 – 37: Number of satisfaction with current job .......................................54
Figure 2 – 38: Percentage of satisfaction with current job...................................55
Figure 2 – 39: Number of motivation to perform assignments ...........................55
Figure 2 – 40: Percentage of motivation to perform assignments.......................56
Figure 2 – 41: Number of employees’ expectations .............................................57
Figure 2 – 42: Percentage of employees’ expectations ........................................57
Figure 2 – 43: Number of managers’ reactions .....................................................58
Figure 2 – 44: Percentage of managers’ reactions ................................................59
Figure 2 – 45: Number of employees’ trend..........................................................60
Figure 2 – 46: Percentage of employees’ trend .....................................................60
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INTRODUCTION
1. Objectives and aims
There are three objectives of this thesis when mentioning to performance
appraisal activities, include gathering theories related to appraising performance
(both concepts and models). A case study of Techcombank will be examined in
order to gain a Clear understanding about the process of appraising performance in
Techcombank then find out the exist issues in the process of appraising
performance in Techcombank
Finding out all the problems in the process of performance appraisal in
Techcombank, the student has some aims include: Suggest some solutions to
improve the process of appraising performance, human resource policies. If these
issues are improved, they will contribute to increase the effects of employees’
working and reinforce the loyalty of employees
2. Research questions
Two research questions are applied when examining the Techcombank’s case
study are: How does the process of appraising performance in Techcombank
deploy? And Is the process of appraising performance in Techcombank effective?
3. Scope of work
Scope of work is from 2005 to 2006 and the conducted area is departments in
head office of Techcombank.
4. Data source and processing
The data is collected from two sources: Primary (information is conducted
directly from interview and survey to find out the employees’ opinion on the current
performance appraisal of Techcombank) and Secondary (study documents related to
appraising performance activities of banking sector; evaluation reports)
5. Methods
The method will be based on researching real case study of Techcombank and
use questionnaire (Questionnaire is built based on theory, From the result of
questionnaire the student then turn back to the reality of appraising the employees’2
performance to improve the process of Techcombank). Interview or focus group
will also be used when necessary.
6. Significance
The student hopes that, the thesis will contribute significant meanings: (i)
Study deeply about the process of appraising performance activities in
Techcombank and improve the process; (ii) Assessing the employees’ performance
activities at their true worth; (iii) Encourage and strengthen the loyalty and the
relationship between the employees and Techcombank
7. Limitations
Because the time limitation, the thesis can not avoid mistakes. Case study is
only conducted in Head Office so it cannot reflect all the opinions of
Techcombank’s employees. The survey’s results are provided by Human resource
department, therefore some sensitive information are biased, so the accuracy of
questionnaire is not absolutely accurate.
8. Expected results
Firstly, the student hope to find out the existing issues in the process of appraising
performance in Techcombank then apply the theory of human resource management
to contribute useful solutions to improve the practices of performance management
in Techcombank.
9. Outline of thesis
The thesis includes three chapters:
Chapter 1 - Theoretical foundation: This section will summarize the theories
of performance appraisal. It will give the readers an overview of performance
activities from clearly definition to the benefits of using performance
management, the criteria used in performance appraisal as well as the
performance appraisal models and their advantages, disadvantages of using
them
Chapter 2 - Findings: After analyzing the current position of Techcombank
(SWOT analysis), the survey’s results and the data collected form secondary
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source, the thesis will point out the findings about the existing problems in
Techcombank from policies to practice of deploying performance appraisal.
All the problems of Techcombank will be analyzed in the aspect of
performance management.
Chapter 3 - Recommendations: Continue to the analyzed findings from
chapter 2, this section will suggest some solutions and how to apply the
performance appraisal methods in Techcombank. The student hopes that, all
the recommendations will be useful and effective for not only Techcombank
but also for other commercial joint stock banks which have the same issues
like Techcombank.4
CHAPTER 1: THEORETICAL FOUNDATION
Organizations that seek to gain competitive advantage through their workers
must be able to manage the behavior and results of all employees. One of the most
important challenges managers face is managing the performance of those over
whom they have authority. (1)
Performance management is defined as the means through which mangers
ensure that employees’ activities and outputs are congruent with the organization’s
goals. Performance management is central to gaining competitive advantage. (2)
Performance management system has three parts: defining performance,
measuring performance, and feeding back performance information.
A performance management system specifies which aspects of performance
are relevant to the organization, primarily through job analysis. It measures those
aspects of performance through performance appraisal, which is only one method
for managing employee performance. It provides feedback to employees through
performance feedback sessions so that they can adjust their performance to the
organization’s goals.
Every employee works in an organization has different background,
knowledge, attitude, motives, personal characteristics, skills, and so on which affect
their performance at work.
In order to facilitate excellence in the performance of the employees in the
organization, organization is required to identify right person for right job and
ensure their contribution to the organization’s objectives
Giving performance feedback and providing remuneration and reward based
on contribution are two methods for facilitating better performance of the
employees. Employee performance appraisal provides a basis for providing
(1), (2) Noe Hollenbeck Gerhart Wright. “Human resource management”, Second edition 1996, p.196
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feedback and for deciding remuneration and reward for contribution and
performance
1.1. Definition of performance appraisal
Performance appraisal is a process that involves communicating to an
employee how well the employee is performing the job and involves establishing a
plan for improvement. (1)
Performance appraisals are used for many purposes are wage and salary
administration, promotions or demotions, transfers, layoffs, discharges, counseling
with employees, and human resources planning.
Performance appraisal systems have three principal purposes: To improve
employee performance in the present job; to prepare employees for future
opportunities that may arise in the organization and to provide a record of employee
performance that can be used as a basis for future management decisions (2)
Performance appraisals are handled in most organizations in one of two ways:
Informal appraisal and formal appraisal.
Informal appraisal occurs in all organizations. Under such a system no
formal procedures, methods, or times are established for conducting
performance appraisals. For example, when a supervisor conducts
appraisals informally, the employee will be given a general impression of
how the supervisor feels about their performance. In many cases, when
employee make a mistake, such appraisals are conducted. As a result,
employee often develop negative feelings about this type of performance
appraisal
The other way of handling performance appraisals is to have a formal
appraisal system. Under such a system, procedures, methods, and times are
established for conducting appraisals.
(1) Leslie W. Rue and Lloyd L.Byars, “Supervision: key link to productivity”, Fifth edition 1996, p.205
(2) Leslie W. Rue and Lloyd L.Byars, “Supervision: key link to productivity”, Fifth edition 1996, p.2086
It is important to note that, formal appraisal systems contain an informal
element. For example, general comments that a supervisor makes about an
employee’s performance are a type of informal performance appraisal.
Supervisors must realize that any comment made by a supervisor about an
employee’s performance is viewed by the employee as a form of
performance appraisal. Thus, the supervisor must use informal reviews to
reinforce good performance and discourage poor performance.
1.2. Benefits of performance appraisal
A sound performance appraisal systems does not only bring benefits for the
organization, but also for the managers and employees.
1.2.1. Benefits to the organization:
Provides an evaluation of the organization’s human resources: In an
organization’s performance appraisal system, the managers can evaluate
the performance of employees and supervisors. Thus, the managers can
know the capacity of human resources through the results of the
performance appraisal system.
Gives the organization a basis for making future human resources
decisions: Based on the results of performance appraisal, the managers can
give out appropriate decisions about human resources such as training,
promoting, developing, compensating, so on. More over, the results of
performance appraisal reflect the success of functional activities of human
resource department in recruiting, selecting, orienting, promoting and other
activities. Then the managers will set up plan for adjusting and developing
in future.
Increases the potential of the organization’s present human resources
for meeting the present and future needs of the organization: the
capacity of employees and even supervisors are reflected in the results of
performance appraisals. Therefore, the human resource department can
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easily make decisions on human resource plans like applying rotation
policy, doing training programs to enhance the skills for employees,
promoting people in higher position, carrying out special recruiting actions
to select qualified employees for meeting the needs of the organization’s
development
Improves employees morale: The rationality and accuracy of using
appraisal tools and feedback information have the effect to the employees
in building and developing their morale, their atmosphere of working
environment and their attitude. When the employees feel that they are
appropriately evaluated, they will try their best to work more effectively
and contribute much to the organization.
1.2.2. Benefits to supervisors
Provides the supervisor with a clearer picture of the employee
understands of what is expected to the job: Any business organization
exists to serve identified needs of the society. Employees working in the
organization are responsible for effectively serving those needs as per the
assigned responsibilities. So with specific job, employee always receive
the guidance and the job’s requirements. When comparing the employees’
results from the performance appraisal with the requirements, the
supervisors can evaluate the level of the employees’ understanding the
requirements of their job. The managers should link employee activities
with the organization’s goals.
Gives the supervisor input into each employee’s development: There is
a widespread belief that the purpose of employee performance appraisal is
deciding salary increments and promotions. However, performance
appraisal can serve variety of organizational needs very effectively like
developing employees who are effective at their jobs. When employees are
not performing as well as they should, performance management seeks to
improve their performance. The feedback given during a performance8
evaluation process often pinpoints the employee’s weaknesses. Ideally, the
performance management system identifies not only the aspects of the
employee’s performance that are deficient but also the causes of these
deficiencies. Then the supervisor can Giúp the employee make an
appropriate development plan.
Improves the productivity of morale of the supervisor’s employees:
When the performance appraisal is conducted in fair and transparent
manner, employee will feel satisfied. They know that if they work morally,
the supervisor will evaluate them appropriately through a fair assessment.
The accuracy of employee’s performance appraisal is reflected in the result
Giúp them to identify opportunities for improvement and it motivate the
productivity of employees’ morale
Helps the supervisor identify capable replacements for higher-level
jobs within the supervisor’s work unit: When conducting performance
appraisal, the supervisors’ duties of supervisor are not only assess the
employees but also assess other supervisors. The results can be used in the
supervisors’ s work unit for replacements for higher level jobs.
1.2.3. Benefits to employees
Allows the employee to present ideas for improvement: The
performance appraisal is conducted in fair and transparent manner will
provide a bilateral communication between the supervisor (appraisor) and
the employee (appraisee). The feedback given during a performance
evaluation process often pinpoints the employee’s weaknesses, the level of
reasonability of supervisor’s remark. It makes the people in different
position in an organization become closer. The bilateral communication
during the performance appraisal makes everything clearer so employee
will actively find out the ideas to improve both the system and themselves.
Provides the employees with an opportunity to change his or her
behavior: The performance appraisal helps employees themselves evaluate
Ket-noi.com kho tai lieu mien phi Ket-noi.com kho tai lieu mien phi9
their capacity, realize their importance level in organization, identify
opportunities for improvement. To achieve higher promotions, the
performance appraisal helps employees find what requirements they need
to improve such as: knowledge and experience, skills and morale, working
attitude and contribution to the organization, so on. A fair and transparent
appraisal with the advice of supervisors will motivate employees try their
best to reach the future opportunities.
Lets the employee know how the supervisor feels about his or her
performance: During the performance appraisal, the employee will have
chance to discuss with the supervisor and may recognize the feeling of the
supervisor about employee’s work. At the end of appraisal process, the
supervisor will give the result to the employee includes the supervisor’
comments and advice. The feeling of the supervisor about employee’s
work makes the employee feel that their contribution is acknowledged, the
fairness in evaluating performance between members in organization is
equal (Each employee will receive different comment from the supervisor)
so employee will be encouraged to perform better in their work.
1.3. Performance appraisal system:
In order to do appraising work, the organization need to set up a performance
appraisal system includes three fundamental elements:
The requirements and criteria for performance appraisal: The
appraisor use several evaluating methods to measure the employees’
performance by comparing the result with the expected result; The
requirements to do the job is a criteria system to perform the work includes
both qualitative and quantitative requirements; The requirements need to
built based on objectivity, reasonability and they can reflect which
behaviors are necessary to perform the work well10
Measure the employee’s performance based on standard criteria: It is
a process and in this step, the manager need to have administrative
evaluations whether the employee’s performance is good or not. The
process of employee appraisal begins with formal commnunication of
appraisal framework and program to the employees. Deciding operating
goals for each of the employee is also a step in the process of appraisal as
the appraisal is conducted with respect to set operating goals. The process
of performance appraisal includes 4 steps:
(i) Pre interview preparation: Appraiser should collect the information
for the appraisal period in respect of the appraisee: assigned job
responsibilities; specific assignments; programs participated;
projects handled; events participated; nature of relationships
established with seniors, colleagues, juniors, partners and
customers; nature of interactions with seniors, colleagues, juniors,
partners and customers; achievements and recognitions; failures and
punishments; issues arisen or handled; complaints received
(ii) Familiarization with operating situation and environment: In the
beginning of the appraisal interview, the appraiser should clearly
and formally state the objectives of the appraisal and explain the
process. The appraiser initiate the conversation to create confidence
in the mind of the appraisee. Before beginning of the actual
appraisal the appraiser ask the questions to understand the working
conditions and environment being encountered by the appraisee for
example: What is the most difficult operating problem you have
faced? Which clients/ customers/ business partner/ executives you
find most difficult to handle? Where do you think organization
should concentrate for improvements? Answers to these and similar
questions reflect the information on the working environment of the
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employees. This information is useful to weigh the gathered
evidence
(iii) Evidence gathering: After the appraiser has clear idea of the
appraisee’s operating environment, appraiser shall begin the formal
appraisal by gathering the evidence needed for evaluating the
employee’s performance
(iv) Evidence grading: Comparing the performance of employee in the
fact with the expected result based on the requirements and standard
criteria, the appraiser will conclude how well the employee has
done in their working performance.
Measure the performance is the centre of performance appraisal.
Personal feedback and reporting: appraisers discuss the appraisal ratings
and reasons for the rating with individual employees. Appraisers also
record views of the employees in respect of the appraisal. The appraiser
should also discuss the steps that an individual employee can take to
improve their performance. Then the organization establishes proper
reporting on the outcome of appraisal exercise for the purpose of future
analysis and improvements in the system.
1.4. Performance measures criteria
Strategic congruence: Strategic congruence: is the extent to which the
performance management system elicits job performance that is congruent
with the organization’s strategy, goals, and culture (1). Strategic congruence
emphasizes the need for the performance management system to provide
guidance so that employees can contribute to the organization’s success.
Most companies’ appraisal systems remain constant over a long period of
time and through a variety of strategic emphases. However, when a
company’s strategy changes, its employees’ behavior needs to change, too.
(1), Noe Hollenbeck Gerhart Wright. “Human resource management”, Second edition 1996, p.20012
Validity: Validity is the extent to which the performance measure assesses
all the relevant and only the relevant aspects of performance. This is often
referred to as content validity. For a performance measure to be valid, it
must not be deficient or contaminated (1). Validity is concerned with
maximizing the overlap between actual job performance and the measure
of job performance. A performance measure is deficient if it does not
measure all aspects of performance. A contaminated measure evaluates
irrelevant aspects of performance or aspects that are not job related. The
performance measure should seek to minimize contamination, but its
complete elimination is seldom possible.
Reliability: Reliability refers to the consistency of the performance
measure. One important type of reliability is interrater reliability - the
consistency among the individuals who evaluate the employee’s
performance (2). A performance measure has interrater reliability if two
individuals give the same evaluations of a person’s job performance.
Evidence seems to indicate that most subjective supervisory measures of
job performance exhibit low reliability. With some measures, the extent to
which all the items rated are internally consistent is important (internal
consistency reliability). In addition, the measure should be reliable over
time (test-retest reliability). A measure that results in drastically different
ratings depending on the time at which the measures are taken lacks testretest reliability
Acceptability: Acceptability refers to whether the people who use the
performance measure accept it (3). Many elaborate performance measures
are extremely valid and reliable, but they consume so much of managers’
time that they refuse to use it. A system that is not accepted is almost
worse than no measure at all. This points to the need to involve both
(1), (2), (3) Noe Hollenbeck Gerhart Wright. “Human resource management”, Second edition 1996, p.201
Ket-noi.com kho tai lieu mien phi Ket-noi.com kho tai lieu mien phi13
managers and employees in the development of performance measures.
Research has found that this increases the acceptability of the system.
Specificity: is the extent to which the performance measure gives specific
guidance to employees about what is expected of them and how they can
meet these expectations. Specificity is relevant to both the strategic and
developmental purposes of performance management (1). If a measure does
not specify what an employee must do to Giúp the company achieve its
strategic goals, it becomes difficult for it to achieve its strategic purpose.
Additionally, if the measure fails to point out an employee’s performance
problems, it is almost impossible for the employee to correct his or her
performance.
1.5. Errors should be avoided in performance evaluation:
Error of favoritism: This happens when the supervisor favor some body
than others. It will make the result of the performance evaluation incorrect.
Error of average tendency: The rater does not want to take offence or
displease others then he has tendency to evaluate employees a little higher
than average level.
Error of extreme: The supervisor prove to be so strict (manager gives low
ratings to all employees) or so easy (rater assigns high ratings to all
employees) in the process of performance evaluation. These error make
difficult to distinguish among employees rated by the same rater and create
problem in comparing the performance of individuals rated by different
raters.
Error of preconception caused by culture customs: The supervisor’s
opinion may be erroneous because of the supervisor’s culture habits
(1) Noe Hollenbeck Gerhart Wright. “Human resource management”, Second edition 1996, p.20114
Error of prejudice: The supervisor may dislike a group or a working class
then the evaluation about their performance can be subjective and
incorrect.
Error of the latest event’s influence: The supervisor’s opinion can be
affected by employees’ behaviors, attitudes have just occurred. This occurs
when one positive performance aspect causes the rater to rate all other
aspects of performance positively and in contrast, one negative aspect
results in the rater assigning low ratings to all the other aspects.
1.6. Performance appraisal methods
1.6.1. Attribute approaches
The attribute approach to performance management focuses on the extend to
which individuals have certain attributes (characteristics or traits) believed to be
desirable for the company’s success. The attribute approaches are used to mainly
measure characteristics an employee has which are important for evaluating
performance. The techniques that use this approach tend to define a set of traits such
as initiative, leadership, and competitiveness and evaluate individuals on them.
Graphic rating scales: The most common form that the attribute approach
to performance management takes is the graphic rating scale. Graphic
rating scales can provide the rater with a number of different points or with
a continuum along with the rater simply places a check mark. To use this
method, there are two important steps includes choosing the traits and
measuring the traits. The chosen traits are typically in two types: directly
related to job and indirectly related to job. With the graphic rating scale,
the supervisor is asked to evaluate an individual on such factors as
quantity, quality, initiative, dependability, cooperativeness and quality of
work. Using this approach, judgments about performance are recorded on a
scale. The scale is divided into categories.
Using graphic rating scales have some advantages such as:
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(i) Easy to understand
(ii) Comparatively simple to establish
(iii) Simple to use
(iv) Relatively inexpensive to develop
(v) Give the same information on all employees
(vi) Quantify the number of employee’ performance
However, this method contains some disadvantages like:
(i) The specific characteristics of each job may be ignored
(ii) This method is easily impacted by subjective errors. They can lead
to incorrect performance evaluation. (bias opinion, prejudice,
preconception, average tendency, leniency, so on)
(iii) Graphic rating scale method can generate problems if choosen
criteria are not suitable
(iv) Standards are may be unclear
(v) One of the biggest problems with graphic rating scale is that many
supervisors have a tendency to evaluate everyone a little above
average
(1)
.
Essay method: This method requires the supervisor to write a series of
statements about an employee’s performance, strengths and weaknesses,
potential for promotion as well as the rater’s suggestions,
recommendations for employee’s work. The essay can be written
according to different subjects such as: behavior on employee’s work, the
demand for training, opportunities for development
The advantages of this method include:
(i) Simple to use
(ii) Giúp to provide opportunity to point out the characteristics of
employee
(1) Leslie W. Rue and Lloyd L.Byars, “Supervision: key link to productivity”, Fifth edition 1996, p.21016
(iii) This method provide detail and useful feedback for employee (point
out strengths, weaknesses)
(iv) The employees can gain the right working orientation from the
suggestion and recommendation of their supervisor
The disadvantages of this method include:
(i) It is difficult to use narrative information in human resource
decision
(ii) The accuracy of narrative information much depends on the rater’s
writing ability
(iii) The length and the content of the of the written statement can vary
considerably from supervisor to supervisor (1)
(iv) It is difficult to compare essay appraisals made by different
supervisors
(v) Comparing essay evaluations might be difficult because no common
criteria exist
Check list: This method requires the supervisor design a list of statement
which describes about the employees’ behavior, attitude can occur during
their work. With the check list, the supervisor does not actually evaluate
but merely records performance. The supervisor checks yes or no
responses on a series of questions concerning the employee’s performance.
There are some advantages of check list method:
(i) It is easy to use
(ii) The scoring key for the check list is usually kept by the human
resources department, which computes the relative rating of the
employee.
(iii) Individuals with high scores are rated as better employees than those
with low scores
(iv) This method avoid average tendency or leniency
(1) Leslie W. Rue and Lloyd L.Byars, “Supervision: key link to productivity”, Fifth edition 1996, p.210
Ket-noi.com kho tai lieu mien phi Ket-noi.com kho tai lieu mien phi17
The disadvantages exist in this method are:
(i) Supervisor are generally not aware of the values associated with
each question
(ii) The questions can be figured out the positive and negative aspects,
so bias can be introduced into the answers
(iii) Assembling the question is a difficult job
(iv) A different set of questions must be assembled for most job
categories
(v) General narrative statement can not reflect specific characteristics of
each job
Here is an example illustrated for check list method:
2.4.3.3. Well performed aspects
The result of the survey shows, performance efficient appraisal work of
Techcombank's employees is a compulsory procedure, related to reward
and punishment regulations of the Bank. This shows the work of
performance appraisal has been interested and appreciated. The result of
the performance appraisal is related to encouragement, commendation and
reward and disciplines shall be an impetus of speeding up labours to strive
to complete their tasks in the best way.
Techcombank' s performance appraisal is assigned to every specific
employee. For official personnel and employees of the Bank, the appraisal
of their performance is made with two specific forms. For those who are in
the process of probation and apprenticeship, report of probation and
apprenticeship shall be applied. This report is taken down by probationers
and apprentices fully and in detail works they have done during the period
Approve the working plans,
evaluated the employees’
performance (midterm)
Evaluated the employees’
performance end of term)
Synthesize, process
appraisal’s information, data
Set up and implement
detailed working plans64
of probation and apprenticeship enclosed with the assessment of
instructing officers. Finally, it is leader's remark and proposal regarding if
salary of this employee is arranged and he/she is employed officially or
not.
Standard to make an appraisal is developed rather extensively; it is not
only including the targets of reflecting the quality of a labour but also
relating to behaviour, work attitude and style of personnel and employees.
General policies about personnel, planning and development targets are
communicated rather specific to employees. This helps them to know
thoroughly missions, visibility, core values and targets in the short-term
and long-term of the Bank.
Most employees think that their relationship to the Bank is good, they are
satisfied with their present works. In their works, they have impetus to
accomplish their tasks assigned wholeheartedly.
Two applied methods are graphic scale and behaviour observation, which
are simple, easy-to-do, easy-to-understand and convenient ones. They can
give mark easily and quantitize the situation of performing works of
labours by marks. Owing to this, they allows comparison of marks and are
convenient for making management decisions related to interests and
capability assessment of employees.
2.4.3.4. Restrictions:
Inorder to realize clearly the restrictions of Techcombank in implementing the
process of performance appraisal, the student will compare the process of
Techcombank with a general sequence process of performance appraisal.
The content of sequence’s performance appraisal
Step 1: Define the targets, basic requirements of performance appraisal
Step 2: Chose and decide a suitable method to evaluate
Step 3: Training for managers about evaluation’s skills
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Step 4: Managers discuss with employees about the content and scope of evaluation
Step 5: Implement the performance process according to the official model of
performance appraisal
Step 6: Managers discuss with employees about the performance evaluation’s
results
Step 7: Redefine new targets, objectives and responsibilities for employees. Set up
and adjust policies more suitably.
Base on the survey’s results, according to the regulations of Techcombank in
evaluating employees’ performance, the student find out many restrictions of
Techcombank in all steps.
Target of the performance appraisal of Techcombank is only merely
classification of works as a basis for salary raising. This shows leadership
does not make right appraisal of importance of the performance, does not
see fully interests and values of this work brought. (Step 1)
The job description is related closely to the performance appraisal.
However, it is still vague and unspecific. Characteristic and requirements
for works have not specific difference at departments and divisions of
different functions. (Step 1)
The process of the performance appraisal is carried out in two steps:
Employees self-evaluated, following re-evaluate made by leaders.
However, criterions, standards to give mark are not clear and laid down
particularly. Even the Bank has built a instruction table about the method
of giving marks but the content of the criterions is rather abstract and hard
to measure. Therefore, giving marks on the targets of employees and
leaders is based on feeling. Inequity has happened right from the first steps
of the performance appraisal. (Step 1)
Techcombank uses mainly two methods of graphic scales and behaviour
observation. Weakness of using these two methods is that it is easily
affected by faults caused by subjectiveness such as partiality, prejudice,66
preconception, medium or excessive tendency resulting in inaccurate
measurement. (Step 2)
Assessing work results are carried out every six months, the result is easy
to be affected by what done in the assessment month, but there is little
consideration to previous months. At the same time, the process of striving
of an employee prolongs in an interval of time without encouragement of
leaders or timely reward offered that is easy to result in mental
discouragement. (Step 3)
Labours themselves are not also aware of importance (work for form's
sake), not to develop full effect of this performance appraisal. (Step 4)
Carrying out the performance appraisal is still summary, done for form's
sake, some of employees do not have confidence in equality of the
performance appraisal and efficiency of the performance appraisal thus
they do not implement seriously. (Step 5)
Gap between remarks of superiors and ideas of inferiors: There have
always been differences between remarks of superiors for inferiors
compared with result of self-appraisal of inferiors about themselves. If this
gap is not removed, it shall be a major barrier in making performance
appraisals to employees; sometimes it causes dissatisfaction, which as a
result employees leave their organization as they think that "leader does
not understand them". Even after the leader comments on an employee,
consent or not consent of the leader for an employee is not exchanged.
This employee does not know what he/she is assessed. (Step 6)
Dialogue/ communicate with employees: Many managers always prove not
to like to have a direct dialogue to their employees due to a lack of time or
many other reasons. Openness in exchanging information between
managers and labour is weak, thus matter matters of labours are not settled
satisfactorily. At the same time, as the two-way of information exchange is
limited, managers shall not grasp thoroughly emerging matters in the Bank
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for immediate settlement. Besides, complaint among employees in the
working environment shall result in negative manifestations such as
attitude of lack of activeness in work, chain discouragement, metal
opposition to leaders etc. (Step 6)
About 50% of employees feel unsatisfied with their income, treatment
policies and timely acknowledgement as they accomplish well a task.
Expectation for salary rising is still main aspiration of Techcombank' s
employees. Level of satisfaction about salary is still basic issue. This
shows competitiveness of salary level in the filed of banking of
Techcombank is not in fact attractive for labour. (Step 7)
Demand for training of employees is very significant, including short-term
and long-term courses. Level of distributing training is just focusing on
some divisions. (Step 7)
Aspiration rotated to positions is not disseminated. (Step 7)
Most employees find their works not to have challenge, not to develop
their efforts as well as impetus to do their best. (Step 7)68
CHAPTER 3: RECOMMENDATIONS
3.1. Bank's defined target of work performance appraising
In an organization, making a performance appraisal has a significance as it
serves the target of management and direct impact to both labour and the
organization. Techcombank is a bank that is in the impetus of powerful
development, more and more expanding operation network with increased quantity
of employees. Therefore, the performance appraisal is considered a necessary and
important personnel management work. Thus, leadership needs full awareness of its
sense and importance. To build a standard performance appraisal procedure, the
leadership of the Bank needs further determining the following targets during the
appraisal.
Making a appraisal of work efficiency is to determine works needed to add
during the performance.
Creating motivation to personnel and employees to continue striving as the
results of the appraisal are used in commendation and reward and
promotion regulation.
Satisfying requirements of employees' works, promotion desires,
assumption of higher positions, greater challenge or move to other
positions more suitable with ability, professional skills and working
experience.
The target of the performance appraisal aims also to Giúp the Bank to
check up quality of their human resources.
3. 2. Completion of job descriptions
3.2.1. Job descriptions:
To build standards for a job description, the first is a need to build a job
description. Job analysis is information about a position to be filled that helps to
identify the major job requirements and links them to skills, education, training,
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etc., needed to successfully perform the functions of that job. The purpose of the job
analysis is to identify the experience, education, training, and other qualifying
factors, possessed by candidates who have the potential to be the best performers of
the job to be filled. It includes questions as follows:
What duties does an employee carry out?
When shall duty be accomplished?
Where is duty done?
How does that employee do that duty?
Why must that duty be carried out?
What standards of level are necessary to carry out that duty?
So how to write a job analysis and job description in Techcombank? Begin by
understanding the requirements of the job being filled. What kind of personality,
experience and education are needed? To determine these attributes, do a job
analysis covering the following areas:
The mental/physical tasks involved (ranging from judging, planning and
managing to cleaning, lifting and welding)
How the job will be done (the methods and equipment to be used)
The reason the job exists (including an explanation of job goals and how
they relate to other positions in the company)
The qualifications needed (training, knowledge, skills and personality traits
Basically, a job description at Techcombank includes relatively full necessary
contents: brief works, main tasks and responsibilities, internal and external relations
of the bank, authority as carrying out a task, indices for assessing a task and
requirements for degree, experience, professional skills, knowledge, attitude and
behaviour. However, indices for assessing a task are very difficult to measure.
Besides, explaining requirements for tasks is not in high convincement. There are
requirements for quality of labour for a job but finally, the labour does not know
why that quality is needed in the job. With divisions that do the same their works
everyday, there is not regulation for arranging time how to get the best efficiency in70
a job description. Conditions for works are not mentioned. (An illustration about a
job description of an accountant can be seen in the appendix B)
3.2.2. Set up a performance appraisal criteria system:
Performance appraisal criteria is a system of targets and criterions that reflect
requirements of quantity and quality regarding the level of completing duties stated
in job descriptions. Therefore, the first thing for deploying appraisal is to
supplement methods for more perfect and specific criteria performance appraisal;
Building the performance standards for every working group has to suitable to
requirements and targets of management; Ensuring consistency of the appraisal.
While building the performance appraisal standards, they should not be based on
subjective opinions of several individuals, but should discuss to inferiors.
Appraisal Council should distinguish difference between levels such as
excellent, good, progressive etc., as the standards which are not clear shall result in
the same work performance level, but employees of a division are given higher
assessment than those of other divisions. Besides, feeling and subjective factors for
the assessment of managers and Appraisal Council's members should be rejected to
avoid phenomenon of entire different assessment opinions about the result of the
work performance towards to the same employee. (An example of matrix table of
performance criterion mark giving methods can be seen in appendix C)
3.3. Selection of appraisal methods
Management by Objectives:
Managers shall rely on the Bank's business schedule, working schedule of
their divisions and job analysis table as well as assigned duties to build a
performance schedule in a certain period.
Ending the period of the appraisal, managers shall compare their actual
results they achieved with targets put forward before in order to conclude
levels of their completion.
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