A QUALITATIVE ANALYSIS REPORT ON AN EMPLOYEE’S VIEW OF PERFORMANCE APPRAISAL
Performance management aims to create a direct link between an individual’s goals, the department’s purpose and the objectives of the organization (Marchington et al, 2008). However, in most present day organizational settings, this direct link seems non- existent and this is becoming more and more apparent to the workforce. Lawler (1994, p.17) identified lack of skill on the part of the line manager in accurately rating their subordinates as a problem of performance appraisal; whilst other problems identified revolve around validity and conflict of purpose (Marchington et al, 2008). The pls write the full word and put the IDP into bracketIDP survey of 1997 reported by Armstrong et al (1998) revealed that more employees have a positive view of performance appraisal, that is, they believe it is important but may not be effective if not properly executed. We are now in 2010 and the likelihood that this view is still relevant can be confirmed by taking a dipstick into an organization and sampling an employee’s opinion.
The purpose of this research is to assess an employee’s perception and experience of performance management. A report of this activity has been generated and is structured thus: the first section briefly summarizes the data collection process, the second section describes the data analysis process, the third section presents findings whilst the fourth section mentions addresses difficulties encountered by the researcher in carrying out the research. The report concluded with a learning review whichreview, which is basically a personal reflection on the entire study and also reveals the researcher’s view of the role of qualitative research in a business and management context.
1. DATA COLLECTION
The data collection method employed took the form of was a semi-structured interview with just one employee. According to Cousin (2009), semi-structured interviewing appeals to researchers because it allows for a development of an in-depth account of the experiences and perceptions of individuals.
In this research, the purpose of gathering data by means of a semi-structured interview was to gain an insight into the perception of the respondent on performance appraisals. As suggested by Cassell et al (2004) an interview guide was developed which included information-seeking questions (which were both events based and theoretically based) followed up by secondary probes employed to explore the interviewee’s views and experiences in more depth. The respondent was selected based on two out of the three criteria’s given by Rubin et al (1995), the first being knowledge about the situation or experience being studied as the respondent has been working for a little over 3 years and has been participating in performance appraisals. The second criterion is simply the willingness of the respondent to talk and indeed participate in the interview whichinterview, which was verified at the commencement of the interview.
The respondent was not interviewed face to face, rather theThe interview was held online, in real time using yahoo messenger. This means has come to be known as an electronic interview by some and online interviewing by others in several qualitative research literatures where electronic communication facilities such as emails are used to access and communicate with respondents or participants (Cassell et al, 2004). The interview lasted 57 minutes despite the promise of 25-30 minutes made to the respondent as evident in the interview schedule and transcript in appendix 1 and 2 respectively.
See Appendix 1 for Interview schedule used for interviewing respondent.
Also see Appendix 2 for the interview transcript.
2. DATA ANALYSIS
According to Rubin et al (1995), the data analysis stage is the final stage in the process of listening to hear the meaning of what is being said. Typically, the steps in...
References: Armstrong, M. and Baron, A. (1998), Performance management: The new realities. London CIPD
Cassell, C. and Symon G. (2004), Essential Guide to Qualitative Methods in Organisational Research, London. Sage
Lawler, E. E. (1994), ‘Performance management: the next generation’, Compensation and Benefits Review, May – June, pp 16 – 28
Marchington and Wilkinson, (2008)
Miles, M. B. and Huberman, A. M. (1984). Qualitative Data Analysis: A Sourcebook of New Methods. Beverly Hills, CA: Sage.
Rubin, H.J and Rubin, I.S. (1995), Qualitative interviewing: The art of hearing data. Thousand Oaks, CA: Sage
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