Open AccessA Needs Assessment for the Development of a Performance Appraisal System for Government Employees at the Provincial Statistical Office
Author(s) -
Pornweenus Khoungsimma,
Songsak Phusee-orn
Publication year - 2019
Publication title -
journal of education and training studies
Language(s) - English
Resource type - Journals
eISSN - 2324-8068
pISSN - 2324-805X
DOI - 10.11114/jets.v7i3.3305
Subject(s) - performance appraisal , rubric , government (linguistics) , workload , process (computing) , process management , employee performance appraisal , psychology , operations management , computer science , business , engineering , management , medicine , mathematics education , nursing , economics , operating system , linguistics , philosophy
This study aimed at two main objectives. The first objective is to perform a needs assessment for the development of a performance appraisal system for government employees. The second objective was to examine the guidelines on the development of the performance appraisal system for government employees. The findings of the study included the followings.The performance appraisal system for government employees indicated a significant difference (Z* = 15.55, P-value = 0.00) between the current conditions and expected conditions. The performance appraisal system for government employees was at a critical level of the need for development (PNImodified = 0.40).The guidelines for the development of the performance appraisal system are the following. First, the inputs should clearly define the workload as well as the metrics and mutual evaluation criteria between the evaluator and the evaluates. Second, the process of the performance appraisal system should be conducted in the using an evaluation committee. A periodic performance monitoring system can be used to review the scoring rubrics of all evaluators. Third, the output of the performance appraisal report must show a clear scoring scale. Suggestions should be presented to tell the evaluator what has been observed. Fourth, feedback can divide government employees into 3 groups: 1) very good and excellent, admire the past performance, 2) good and fair , focus on acceptable and must-be-improved behaviors, and 3) must-be-improved , focus on what needs to be improved to make better performance as soon as possible.