|M.Sc Student||Oren Israelson|
|Subject||Departmental Attribution and the Factors Influencing Ratees|
Satisfaction from Performance Appraisal Process
|Department||Department of Industrial Engineering and Management||Supervisor||Ms. Haramati Hadas|
|Full Thesis text - in Hebrew|
Throughout the last decade, many organizations have adopted the Performance Appraisal Process as one of the main procedures used for business performance improvement. A direct outcome of that massive adoption was the recognition and understanding of the dependency between accuracy, effectiveness, quality of the Performance Appraisal Process and organizational human resource development.
The purpose of the following research was to examine the inter-relations between employee's departmental attribution (working within a core business department or in supportive department) to the level of satisfaction expressed from the organizational performance appraisal process.
The basic assumption of the following research, claims that due to a build-in differentiation of ~30% between the Core department and the Support department salary matrix, against the support department (comparing same professions employees), the equity equation of those employees will be imbalanced, and the immediate outcome will be a significant difference in the perceived justice of the performance appraisal process within the organization.
In comprehending these outcomes and its basis, organizations can create an advantage by suiting the appraisal processes to the different populations assembled, and increase the employee’s performance and motivation. This may help the organization to increase its capability and competitiveness.
The research tool was the “Individual Performance questionnaire”, designed by Cook and Crossman (2004), which examines the perceived components of satisfaction out of the performance appraisal process
The research results indicated no intrinsic difference in satisfaction level linked to the departmental attribution in all of the satisfaction components (DJ, SPJ and PPJ). One of the topics discussed as a possible explanation for the results, was the secrecy policy at The hi-tech company regarding the salary. That policy may increase the uncertainty between the employees regarding their salary. It crosses departments and takes out the comparative factor of the equity equation
It was also found that with contradiction to the latest studies, there was an intrinsic difference in satisfaction level between different role carriers in the process. It may be explained as an outcome of the pre process preparation being made in the organization and the Implications on the satisfaction level. Each year at the hi-tech company the managers participate in a refresher session to remind them of the process rational and back round. The employees that are not taking a part as appraises in the process must take the session only once before their first appraisal process as new members of staff.