Chapter V
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CHAPTER V: FINDING AND ANALYSIS FINDING
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS V.1 Introduction In this study, 21 staffs in Concorde Auto Accessories (S) Pte Ltd were surveyed. All the questionnaire and interview questions were focused on the objectives of this study.
V.2 Findings and Analysis 1.Ownership of Company Type 1 2 3
Total
Government/ statutory board Multi- national Local company
% 0
0
0
0
21 21
100 100
From the survey finding, research question number 1 was regard to ownership of the company, 100% respondents though that their company is a local company. 2. Which following industries your Company is involved in? Type 1 2 3 4 5 6 7
Total
Government/statutory Board Manufacturing Construction/ engineering Transportation/logistics Banking/ finance/insurance Retail/ trade/tourism Import/ export
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
% 0
0
13
24.5
0
0
0
0
0
0
19
35.8
21 53
39.6 100
V-1
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Industries that the Company is involved in % 50 40 30 20 10 0 Series1:%
1 0
2 24.5
3 0
4 0
5 0
6 7 35.8 39.6
Type
Looking at the table and the chart above with regard to which industries that the company is involved in, there is a main portion of respondents who thought that the company is not only an import/ export company (39,6%), that is a trading company (35.8%). In addition, that is 24, 5% of the total respondents who thought that the company also is a manufacturing company. Comments: With the ideas above, the company is a company that has some main activities such as import/export oversea goods and trading goods in local country. Moreover, the manufacturing activities are only some small works such as packaging the goods after import or before export/ sales; and producing a small part of finished goods.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-2
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
3. Average number of Departments in your Organization? Type 1 2 3 4 5
Less than 3 3- 5 6- 10 10-20 Above 20
% 120.0 100.0 80.0 60.0 40.0 20.0 0.0
Total
%
0
0.0
0
0.0
21
100.0
0
0.0
0 21
0.0 100
Average number of Departments 100.0%
0.0% 1
0.0% 2
0.0% 4
3
0.0% 5
Type
The table above gives more details about the average number of departments in the Concorde Auto Accessories Pte Ltd. There are 100% of respondents who responded that average number of departments is about 6 –10 departments in the company. 4. Total number of Employees in the Department Type 1 2 3 4 5 6 7
Total
Less than 5 5–9 10 – 19 20 –29 30 – 39 40 – 49 Above 50
% 7
33.3
3
14.3
11
52.4
0
0.0
0
0.0
0
0.0
0 21
0.0 100
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-3
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Total number of Employees in the Department
4-5-6-7 0% 1 33.3% 3 53.3% 2 14.3%
The large number of respondents (52.4%) was working in their department which includes about 10–19 employees. On the other hand, there are 33.3% respondents working in their department which includes less than 5 employees. There are a small number of respondents (14.5%) working in their department which includes about 5 to 9 employees. Comment: The company is a small to medium scale organization. 5. The Staff Turnover rate in your Organization? Type 1 2 3 4
A little bit Not so significant Significant Very significant
Total 13 8 0 0 21
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
% 61.9 38.1 0.0 0.0 100
V-4
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
The Staff Turnover
%
70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0
61.9% 38.1%
0.0% 1
2
3
0.0% 4
Type
There are 61.9% respondents who responded that the staff turnover is a little bit. A maintainable number of respondents (38.1%) responded that the staff turnover is not so significant. Comments: The most of employees wanted to stay at long-term period and be loyalty with the company. However, there are a little bit employees who wanted to leave the company. So that, their director/managers should find the reasons why some employees wanted to quit the current jobs or leave the company and try to keep more and more good employees.
6. Reasons for Staff Resignation? The three most significant Reasons Type (2) (1) Incapable of handing job 1 Incapable of producing acceptable standards of works 2 Lack of job knowledge 3 Lack of cooperation in solving problem 4 Communication problem within the colleagues and/ or superiors 5 Dissatisfied with the management 6 Change of the working environment 7 Lack of job prospect 8 Dissatisfied with the salary 9 Lost of interest in job 10
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
Total
%
(3)
(4) 1
1.6
1
1.6
14
22.2
9
14.3
1
1.6
0
0.0
3
4.8
5
7.9
17
27.0
12 63
19.0 100
V-5
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Three most signification Reasons % 30.0 20.0 10.0 0.0
1
2
3
4
5
6
7
8
9 10
Series1: % 1.6 1.6 22. 14. 1.6 0.0 4.8 7.9 27. 19. Type
There is a large number of respondents (27.0%) who though that the most significant reason for staff resignation is “dissatisfied with the salary”. Moreover, there are 22.2% respondents who though that the reason is “lack of job knowledge”; 19% respondents though the reason is “ lost of interest in job” ;14.3% of them thought that it is “ lack of cooperation in solving problem”. In contrast, there is very small number of respondents though about another reason. Comments: The company’s director/ managers should evaluate and determine these most significant reasons for staff resignation. Then they should find the approach to solve these problems as soon as possible. Specially, there is an effort to give correct rewards for their employees’ suitable performances and to keep the good employees who should become loyal staffs for the company.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-6
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
6. Reasons for Staff Resignation? Type 1 2 3 4 5 6 7 8 9 10
The Three least significant Reasons Incapable of handing job Incapable of producing acceptable standards of works Lack of job knowledge Lack of cooperation in solving problem Communication problem within the colleagues and/ or superiors Dissatisfied with the management Change of the working environment Lack of job prospect Dissatisfied with the salary Lost of interest in job
Total
%
19
30.2
15
23.8
7
11.1
1
1.6
1
1.6
4
6.3
12
19.0
2
3.2
1
1.6
1 63
1.6 100
Three least significant Reasons % 40.0 30.0 20.0 10.0 0.0
1
2
3
4
5
6
7
8
9
10
Series1: % 30.2 23.8 11.1 1.6 1.6 6.3 19.0 3.2 1.6 1.6 Type
There are 30.2% respondents who though the least significant reason for staff resignation is “ incapable of handing job”; 23.8% respondents though that it is “ incapable of producing acceptable standards of work” ; 19.0% of them though it is “change the working environment”; 11.1% of them though that it is “lack of job knowledge”. In contrast, a very small number of respondents though that another reasons is least significant reasons for staff resignation.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-7
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
7. How do you or your Organization evaluate Personnel Performance Appraisal? Type
Total
Manual system In house Performance Appraisal application system (software)
1 2
%
21
100
0 21
0 100
The organization uses manual system which the evaluation employee performance bases on human factors to increase the accuracy. However,
the
appraisers should combine this system with using computer to calculate the results after collecting the survey about the appraisal performance to improve effectiveness of evaluation. 8. How frequent do you or your organization evaluate Employee Performance Appraisal? Type 1 2 3 4
Total
%
18
85.7
3
14.3
0
0.0
0 21
0.0 100
Once a year Twice a year Three time a year Four time a year
How frequent to Evaluate % 100.0
85.7%
80.0 60.0 40.0 14.3%
20.0 0.0 1
2
0.0%
0.0%
3
4
Type
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-8
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Most of
respondents(85.7%) that responded
the performance appraisal
system is evaluate once a year. In contrast, there are only 14.3% respondents who responded that it is evaluated twice a year. Comments: If the organization only evaluate once a year, the manager’s view of the process will be negative because it is much less frequency. It can be stressful for both the employee and the manager, especially when employee performance has been below expectations. The managers should evaluate the employee performance appraisal at least twice a year (first time is on 30 th June, second time is on 31st December) and should be encouraged (possibly through training) to view the process as an opportunity to communication with employees and as a mean to improve performance and to development employees. 9. Objective of the performance appraisal? Type 1 2 3 4 5 6 7
Total Provide information to the employee Selecting people for promotion/ transfer Determining individual for pay increases Counseling for job Identifying individual training needs To encourage higher standard of performance Help to justify the organization objectives
2 4 1 3 0 4 5 21
% 9.5 19.0 4.8 14.3 0.0 23.8 28.6 100
Objectives of Performance Appraisal % 30.0 20.0 10.0 0.0 Series1: %
1
2
3
9.5 19.0 4.8
4 14.3
5
6
7
0.0 23.8 28.6
Type
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-9
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
A large number of respondents (28.6%) responded that the objective of performance appraisal is “Help to justify the organization objectives” and 23.8% respondents responded that the objective is “To encourage higher standard of performance. Moreover, there are 19.0% of them responded that the objective is “To selecting people for promotion/transfer”; 14.3% of them responded that the objective is “ To counseling for job enrichment and motivation”; 9.5% of them responded that the objective is “To provide information to employee”. On the other hand, there is a very small number of respondents (4.8%) who responded that the objective is “To determinate individual for pay increases”. Comments: The above main objectives of the performance appraisal are the most correct way. The organization’s objectives are the common benefit, profit, productivity and so on. The manager should focus the organization’s objectives and increase the higher standard of performance to competitive with another company. Besides, the manager also need think about the employee’s benefits fairly such as measuring correctly each employee’s performance, and then giving the higher reward or higher promotion for better employee who had better performance really. It is the best way to develop the company’s business and motivate the employee.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-10
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
10. Who will be the best Person to appraise your Performance? Type 1 2 3 4 5
Total Your immediate supervisor Yourself Your colleagues Your subordinate The personnel department/consultants
5 0 6 0 10 21
% 23.8 0.0 28.6 0.0 47.6 100
Who is the best Appraiser?
1 23.8% 5
2 0%
47.6%
4 0%
3 28.6%
There are 47.6% respondents responded the best appraiser is the personnel department/ consultants. It is right because the personnel department is closer with employees and they have the job knowledge to appraisal. Moreover, 28.6% respondents who responded that the best appraiser is the colleague. The colleagues may know and understand each other better but they may not have enough knowledge/skills to appraisal employee performance. On the other hand, there is a small number of respondents (23.8%) responded that the immediate supervisor is the best appraiser.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-11
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
11. Suitable rating scales? Type
Total
Graphic rating Paired- comparison Ranking Forced choice method Weighted checklist method Critical incident Method Simplest rating scale
1 2 3 4 5 6 7
% 3
14.3
0
0.0
7
33.3
0
0.0
0
0.0
0
0.0
11 21
52.4 100
Suitable Rating Scales 1 14.3%
2 0%
7 3
52.4%
33.3% 4-5-6 0%
There are 52.4% respondents who responded that the suitable rating scale is simplest rating scale; 33.3% respondents responded that they used ranking. A small number of respondents (14.3%) responded that a suitable rating scale is graphic rating. Another rating scales that none of respondents used to evaluate the employee performance. 12. The five most significant Measuring Factors Type 1 2 3 4 5 6 7
Measuring Factors
Quality of work Quantity of work Personnel quality Job knowledge Power of communication Time keeping Attendance
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
Total
%
20
19
12
11.4
16
16.2
19
18.1
17
16.2
11
10.5
9 105
8.6 100
V-12
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Measuring Factors 8.6%
7
10.5%
6
16.2%
Type
5 4
18.1%
3
16.2%
2
11.4%
1
19% 0
5
10
15
20
Percentage ( % )
There are 19.0% respondents who responded that the most significant factor in performance appraisal system is quality of work; 18.1% of them responded that it is job knowledge; 16.2% of them responded that it is personnel quality or power of communication; 11.4% of them responded that it is quantity of work; 10.5% of them responded that it is time keeping; 8.6% of them responded that it is attendance. Comments: The five main factors in employee performance appraisal system are quality of work, quantity of work, job knowledge, power of communication, personnel quality in the organization. Appraisers should understand these factors clearly, then giving the correct feedback information and suitable indicate guides to their employees. Moreover, they will design some suitable goals/ objectives for the company in the end.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-13
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
13. How good is each Measuring Factor in the Performance Appraisal System? a) Quality of Work Type 1 2 3 4 5
Quality of Work Very good Good Neutral Poor Very poor
Total 0 15 6 0 0
% 0.0 71.4 28.6 0.0 0.0
Quality of Work 3
1-4-5 0%
28.6%
2 71.4%
There are 71.4% respondents who responded that the quality of work is good. However, there is a small number of them responded that it is neutral. So that, the management should find the reasons and the ways to improve some parts which quality of work is only neutral such as training on job.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-14
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
b) Quantity of Work Type 1 2 3 4 5
Quantity of Work Very good Good Neutral Poor Very poor
Total 0 13 8 0 0 21
% 0.0 61.9 38.1 0.0 0.0 100
Quantity of Work 1-4-5 0% 3 38.1% 2 61.9%
There are 61.9% respondents who responded that the quantity of work is good (high), and 38.1% respondents responded that the quantity of work is neutral. Comments: The managers should understand why it is only neutral. If it is cause of personnel quality, they should give the correct feedback and indicant the way to improve the employee behavior, or give a training course which is suitable what they mistake or know their skill better and transfer them to other task.
c) Personnel Quality DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-15
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Personnel Quality Very good Good Neutral Poor Very poor
Total 0 2 19 0 0 21
% 0.0 9.5 90.5 0.0 0.0 100
Personnel Quality 1-4-5 1 4 0%
2 9.5%
3 90.5%
The most of respondents though that the personnel quality is neutral. In contrast, there is only 9.5% respondents who though that the personnel quality is good. Comments: The most employees’ personnel quality is normal because of their job knowledge/ skill is not enough to do the work or their social psychology aspects and so on. So that the managers should find the reason and try to solve this problem such as training or transfer to another job; improve the communication between staff and managers; improve the work environment.
d) Job Knowledge
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-16
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Job Knowledge Very good Good Neutral Poor Very poor
Total
%
0 17 4 0 0 21
0.0 81.0 19.0 0.0 0.0 100
Job Knowledge
3 19%
1-4-5 0%
2 81%
There is a large number of respondents (81%) who responded that the job knowledge is good. In contrast, only 19% respondents responded that it is neutral. Comments: The management should plan a training course for some employees who don’t have enough job knowledge or transfer them to other departments and work another job which is fixed with their job knowledge/ skill.
e) Power of Communication
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-17
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Power of Communication Very good Good Neutral Poor Very poor
Total 0 5 16 0 0 21
% 0.0 23.8 76.2 0.0 0.0 100
Power of Communication 1-4-5 0%
2 23.8%
3 76.2%
A large number of respondents (76%) responded that the power of communication is neutral and only 23.8% respondents responded that the power of communication is good. Comments: The organization’s director/managers should try to have good communication with employees, understand them to motivate them be satisfaction to work.
f) Time Keeping
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-18
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Time Keeping Very good Good Neutral Poor Very poor
Total
% 14.3 81.0 4.8 0.0 0.0 100
3 17 1 0 0 21
Time Keeping 3
4-5 0%
4.8%
1 14.3%
2 81%
There is a large of number of respondents (81%) responded that the time keeping is good. In contrast, only 14.3% of them responded that the time keeping is very good and 5% respondents responded that it is neutral.
g) Attendance DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-19
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Attendance Very good Good Neutral Poor Very poor
Total
% 23.8 76.2 0.0 0.0 0.0 100
5 16 0 0 0 21
Attendance 3-4-5 0%
1 23.8%
2 76.2%
There are 76.2% respondents who responded that the attendance is good, and a maintainable number responded that the attendance is very good. Comments: The most of employees who should be commented and awarded had responsibility to go to work on time/frequency. In contrast, the organization should have some punishment issues to someone who went to work later a few times. It is the way to improve the employees’ satisfaction and make them like to work a long time within the company.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-20
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS V.1 Introduction In this study, 21 staffs in Concorde Auto Accessories (S) Pte Ltd were surveyed. All the questionnaire and interview questions were focused on the objectives of this study.
V.2 Findings and Analysis 1.Ownership of Company Type 1 2 3
Total
Government/ statutory board Multi- national Local company
% 0
0
0
0
21 21
100 100
From the survey finding, research question number 1 was regard to ownership of the company, 100% respondents though that their company is a local company. 2. Which following industries your Company is involved in? Type 1 2 3 4 5 6 7
Total
Government/statutory Board Manufacturing Construction/ engineering Transportation/logistics Banking/ finance/insurance Retail/ trade/tourism Import/ export
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
% 0
0
13
24.5
0
0
0
0
0
0
19
35.8
21 53
39.6 100
V-1
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Industries that the Company is involved in % 50 40 30 20 10 0 Series1:%
1 0
2 24.5
3 0
4 0
5 0
6 7 35.8 39.6
Type
Looking at the table and the chart above with regard to which industries that the company is involved in, there is a main portion of respondents who thought that the company is not only an import/ export company (39,6%), that is a trading company (35.8%). In addition, that is 24, 5% of the total respondents who thought that the company also is a manufacturing company. Comments: With the ideas above, the company is a company that has some main activities such as import/export oversea goods and trading goods in local country. Moreover, the manufacturing activities are only some small works such as packaging the goods after import or before export/ sales; and producing a small part of finished goods.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-2
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
3. Average number of Departments in your Organization? Type 1 2 3 4 5
Less than 3 3- 5 6- 10 10-20 Above 20
% 120.0 100.0 80.0 60.0 40.0 20.0 0.0
Total
%
0
0.0
0
0.0
21
100.0
0
0.0
0 21
0.0 100
Average number of Departments 100.0%
0.0% 1
0.0% 2
0.0% 4
3
0.0% 5
Type
The table above gives more details about the average number of departments in the Concorde Auto Accessories Pte Ltd. There are 100% of respondents who responded that average number of departments is about 6 –10 departments in the company. 4. Total number of Employees in the Department Type 1 2 3 4 5 6 7
Total
Less than 5 5–9 10 – 19 20 –29 30 – 39 40 – 49 Above 50
% 7
33.3
3
14.3
11
52.4
0
0.0
0
0.0
0
0.0
0 21
0.0 100
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-3
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Total number of Employees in the Department
4-5-6-7 0% 1 33.3% 3 53.3% 2 14.3%
The large number of respondents (52.4%) was working in their department which includes about 10–19 employees. On the other hand, there are 33.3% respondents working in their department which includes less than 5 employees. There are a small number of respondents (14.5%) working in their department which includes about 5 to 9 employees. Comment: The company is a small to medium scale organization. 5. The Staff Turnover rate in your Organization? Type 1 2 3 4
A little bit Not so significant Significant Very significant
Total 13 8 0 0 21
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
% 61.9 38.1 0.0 0.0 100
V-4
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
The Staff Turnover
%
70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0
61.9% 38.1%
0.0% 1
2
3
0.0% 4
Type
There are 61.9% respondents who responded that the staff turnover is a little bit. A maintainable number of respondents (38.1%) responded that the staff turnover is not so significant. Comments: The most of employees wanted to stay at long-term period and be loyalty with the company. However, there are a little bit employees who wanted to leave the company. So that, their director/managers should find the reasons why some employees wanted to quit the current jobs or leave the company and try to keep more and more good employees.
6. Reasons for Staff Resignation? The three most significant Reasons Type (2) (1) Incapable of handing job 1 Incapable of producing acceptable standards of works 2 Lack of job knowledge 3 Lack of cooperation in solving problem 4 Communication problem within the colleagues and/ or superiors 5 Dissatisfied with the management 6 Change of the working environment 7 Lack of job prospect 8 Dissatisfied with the salary 9 Lost of interest in job 10
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
Total
%
(3)
(4) 1
1.6
1
1.6
14
22.2
9
14.3
1
1.6
0
0.0
3
4.8
5
7.9
17
27.0
12 63
19.0 100
V-5
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Three most signification Reasons % 30.0 20.0 10.0 0.0
1
2
3
4
5
6
7
8
9 10
Series1: % 1.6 1.6 22. 14. 1.6 0.0 4.8 7.9 27. 19. Type
There is a large number of respondents (27.0%) who though that the most significant reason for staff resignation is “dissatisfied with the salary”. Moreover, there are 22.2% respondents who though that the reason is “lack of job knowledge”; 19% respondents though the reason is “ lost of interest in job” ;14.3% of them thought that it is “ lack of cooperation in solving problem”. In contrast, there is very small number of respondents though about another reason. Comments: The company’s director/ managers should evaluate and determine these most significant reasons for staff resignation. Then they should find the approach to solve these problems as soon as possible. Specially, there is an effort to give correct rewards for their employees’ suitable performances and to keep the good employees who should become loyal staffs for the company.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-6
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
6. Reasons for Staff Resignation? Type 1 2 3 4 5 6 7 8 9 10
The Three least significant Reasons Incapable of handing job Incapable of producing acceptable standards of works Lack of job knowledge Lack of cooperation in solving problem Communication problem within the colleagues and/ or superiors Dissatisfied with the management Change of the working environment Lack of job prospect Dissatisfied with the salary Lost of interest in job
Total
%
19
30.2
15
23.8
7
11.1
1
1.6
1
1.6
4
6.3
12
19.0
2
3.2
1
1.6
1 63
1.6 100
Three least significant Reasons % 40.0 30.0 20.0 10.0 0.0
1
2
3
4
5
6
7
8
9
10
Series1: % 30.2 23.8 11.1 1.6 1.6 6.3 19.0 3.2 1.6 1.6 Type
There are 30.2% respondents who though the least significant reason for staff resignation is “ incapable of handing job”; 23.8% respondents though that it is “ incapable of producing acceptable standards of work” ; 19.0% of them though it is “change the working environment”; 11.1% of them though that it is “lack of job knowledge”. In contrast, a very small number of respondents though that another reasons is least significant reasons for staff resignation.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-7
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
7. How do you or your Organization evaluate Personnel Performance Appraisal? Type
Total
Manual system In house Performance Appraisal application system (software)
1 2
%
21
100
0 21
0 100
The organization uses manual system which the evaluation employee performance bases on human factors to increase the accuracy. However,
the
appraisers should combine this system with using computer to calculate the results after collecting the survey about the appraisal performance to improve effectiveness of evaluation. 8. How frequent do you or your organization evaluate Employee Performance Appraisal? Type 1 2 3 4
Total
%
18
85.7
3
14.3
0
0.0
0 21
0.0 100
Once a year Twice a year Three time a year Four time a year
How frequent to Evaluate % 100.0
85.7%
80.0 60.0 40.0 14.3%
20.0 0.0 1
2
0.0%
0.0%
3
4
Type
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-8
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Most of
respondents(85.7%) that responded
the performance appraisal
system is evaluate once a year. In contrast, there are only 14.3% respondents who responded that it is evaluated twice a year. Comments: If the organization only evaluate once a year, the manager’s view of the process will be negative because it is much less frequency. It can be stressful for both the employee and the manager, especially when employee performance has been below expectations. The managers should evaluate the employee performance appraisal at least twice a year (first time is on 30 th June, second time is on 31st December) and should be encouraged (possibly through training) to view the process as an opportunity to communication with employees and as a mean to improve performance and to development employees. 9. Objective of the performance appraisal? Type 1 2 3 4 5 6 7
Total Provide information to the employee Selecting people for promotion/ transfer Determining individual for pay increases Counseling for job Identifying individual training needs To encourage higher standard of performance Help to justify the organization objectives
2 4 1 3 0 4 5 21
% 9.5 19.0 4.8 14.3 0.0 23.8 28.6 100
Objectives of Performance Appraisal % 30.0 20.0 10.0 0.0 Series1: %
1
2
3
9.5 19.0 4.8
4 14.3
5
6
7
0.0 23.8 28.6
Type
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
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CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
A large number of respondents (28.6%) responded that the objective of performance appraisal is “Help to justify the organization objectives” and 23.8% respondents responded that the objective is “To encourage higher standard of performance. Moreover, there are 19.0% of them responded that the objective is “To selecting people for promotion/transfer”; 14.3% of them responded that the objective is “ To counseling for job enrichment and motivation”; 9.5% of them responded that the objective is “To provide information to employee”. On the other hand, there is a very small number of respondents (4.8%) who responded that the objective is “To determinate individual for pay increases”. Comments: The above main objectives of the performance appraisal are the most correct way. The organization’s objectives are the common benefit, profit, productivity and so on. The manager should focus the organization’s objectives and increase the higher standard of performance to competitive with another company. Besides, the manager also need think about the employee’s benefits fairly such as measuring correctly each employee’s performance, and then giving the higher reward or higher promotion for better employee who had better performance really. It is the best way to develop the company’s business and motivate the employee.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
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CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
10. Who will be the best Person to appraise your Performance? Type 1 2 3 4 5
Total Your immediate supervisor Yourself Your colleagues Your subordinate The personnel department/consultants
5 0 6 0 10 21
% 23.8 0.0 28.6 0.0 47.6 100
Who is the best Appraiser?
1 23.8% 5
2 0%
47.6%
4 0%
3 28.6%
There are 47.6% respondents responded the best appraiser is the personnel department/ consultants. It is right because the personnel department is closer with employees and they have the job knowledge to appraisal. Moreover, 28.6% respondents who responded that the best appraiser is the colleague. The colleagues may know and understand each other better but they may not have enough knowledge/skills to appraisal employee performance. On the other hand, there is a small number of respondents (23.8%) responded that the immediate supervisor is the best appraiser.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
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CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
11. Suitable rating scales? Type
Total
Graphic rating Paired- comparison Ranking Forced choice method Weighted checklist method Critical incident Method Simplest rating scale
1 2 3 4 5 6 7
% 3
14.3
0
0.0
7
33.3
0
0.0
0
0.0
0
0.0
11 21
52.4 100
Suitable Rating Scales 1 14.3%
2 0%
7 3
52.4%
33.3% 4-5-6 0%
There are 52.4% respondents who responded that the suitable rating scale is simplest rating scale; 33.3% respondents responded that they used ranking. A small number of respondents (14.3%) responded that a suitable rating scale is graphic rating. Another rating scales that none of respondents used to evaluate the employee performance. 12. The five most significant Measuring Factors Type 1 2 3 4 5 6 7
Measuring Factors
Quality of work Quantity of work Personnel quality Job knowledge Power of communication Time keeping Attendance
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
Total
%
20
19
12
11.4
16
16.2
19
18.1
17
16.2
11
10.5
9 105
8.6 100
V-12
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Measuring Factors 8.6%
7
10.5%
6
16.2%
Type
5 4
18.1%
3
16.2%
2
11.4%
1
19% 0
5
10
15
20
Percentage ( % )
There are 19.0% respondents who responded that the most significant factor in performance appraisal system is quality of work; 18.1% of them responded that it is job knowledge; 16.2% of them responded that it is personnel quality or power of communication; 11.4% of them responded that it is quantity of work; 10.5% of them responded that it is time keeping; 8.6% of them responded that it is attendance. Comments: The five main factors in employee performance appraisal system are quality of work, quantity of work, job knowledge, power of communication, personnel quality in the organization. Appraisers should understand these factors clearly, then giving the correct feedback information and suitable indicate guides to their employees. Moreover, they will design some suitable goals/ objectives for the company in the end.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-13
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
13. How good is each Measuring Factor in the Performance Appraisal System? a) Quality of Work Type 1 2 3 4 5
Quality of Work Very good Good Neutral Poor Very poor
Total 0 15 6 0 0
% 0.0 71.4 28.6 0.0 0.0
Quality of Work 3
1-4-5 0%
28.6%
2 71.4%
There are 71.4% respondents who responded that the quality of work is good. However, there is a small number of them responded that it is neutral. So that, the management should find the reasons and the ways to improve some parts which quality of work is only neutral such as training on job.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-14
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
b) Quantity of Work Type 1 2 3 4 5
Quantity of Work Very good Good Neutral Poor Very poor
Total 0 13 8 0 0 21
% 0.0 61.9 38.1 0.0 0.0 100
Quantity of Work 1-4-5 0% 3 38.1% 2 61.9%
There are 61.9% respondents who responded that the quantity of work is good (high), and 38.1% respondents responded that the quantity of work is neutral. Comments: The managers should understand why it is only neutral. If it is cause of personnel quality, they should give the correct feedback and indicant the way to improve the employee behavior, or give a training course which is suitable what they mistake or know their skill better and transfer them to other task.
c) Personnel Quality DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
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CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Personnel Quality Very good Good Neutral Poor Very poor
Total 0 2 19 0 0 21
% 0.0 9.5 90.5 0.0 0.0 100
Personnel Quality 1-4-5 1 4 0%
2 9.5%
3 90.5%
The most of respondents though that the personnel quality is neutral. In contrast, there is only 9.5% respondents who though that the personnel quality is good. Comments: The most employees’ personnel quality is normal because of their job knowledge/ skill is not enough to do the work or their social psychology aspects and so on. So that the managers should find the reason and try to solve this problem such as training or transfer to another job; improve the communication between staff and managers; improve the work environment.
d) Job Knowledge
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-16
CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Job Knowledge Very good Good Neutral Poor Very poor
Total
%
0 17 4 0 0 21
0.0 81.0 19.0 0.0 0.0 100
Job Knowledge
3 19%
1-4-5 0%
2 81%
There is a large number of respondents (81%) who responded that the job knowledge is good. In contrast, only 19% respondents responded that it is neutral. Comments: The management should plan a training course for some employees who don’t have enough job knowledge or transfer them to other departments and work another job which is fixed with their job knowledge/ skill.
e) Power of Communication
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
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CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Power of Communication Very good Good Neutral Poor Very poor
Total 0 5 16 0 0 21
% 0.0 23.8 76.2 0.0 0.0 100
Power of Communication 1-4-5 0%
2 23.8%
3 76.2%
A large number of respondents (76%) responded that the power of communication is neutral and only 23.8% respondents responded that the power of communication is good. Comments: The organization’s director/managers should try to have good communication with employees, understand them to motivate them be satisfaction to work.
f) Time Keeping
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
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CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Time Keeping Very good Good Neutral Poor Very poor
Total
% 14.3 81.0 4.8 0.0 0.0 100
3 17 1 0 0 21
Time Keeping 3
4-5 0%
4.8%
1 14.3%
2 81%
There is a large of number of respondents (81%) responded that the time keeping is good. In contrast, only 14.3% of them responded that the time keeping is very good and 5% respondents responded that it is neutral.
g) Attendance DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
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CHAPTER V: FINDINGS AND ANALYSIS FINDINGS
Type 1 2 3 4 5
Attendance Very good Good Neutral Poor Very poor
Total
% 23.8 76.2 0.0 0.0 0.0 100
5 16 0 0 0 21
Attendance 3-4-5 0%
1 23.8%
2 76.2%
There are 76.2% respondents who responded that the attendance is good, and a maintainable number responded that the attendance is very good. Comments: The most of employees who should be commented and awarded had responsibility to go to work on time/frequency. In contrast, the organization should have some punishment issues to someone who went to work later a few times. It is the way to improve the employees’ satisfaction and make them like to work a long time within the company.
DO LIEN HUONG _ BATCH NO: BBMD20314A PTA0050463A
V-20
