Performance Evaluation System in Public Organization: A Case Study of the Regional Election Commission Office Bahawalpur, Pakistan

Zainab Zulfiqar

Abstract


Performance evaluation plays an important role in maintaining the competitive workforce by improving the performance of the employees and keeps them motivated to perform well but this is somehow not focused in public sector of Pakistan. At present ACR (annual confidential report) is used in public sector of Pakistan. The purpose of the study is to explore the evaluation system in the Election Commission of Pakistan. Qualitative research technique has been adopted which consist of in debt face-to-face interviews in order to get the primary data. Findings have shown that most of the employees are not satisfied with the current evaluation system due to evaluation done is based on liking and disliking. Favoritism and nepotism is seen in the evaluation process. Various suggestive solutions have been provided by the researcher after discussing the potential concerns of the employees about the said factors. The study will be beneficial for highlighting the issues and problems with the current evaluation system and solutions to improve it. Moreover, the study will contribute to performance management research.

https://doi.org/10.26803/ijhss.11.5.3


Keywords


performance evaluation, Election commission, public sector, Annual confidential report, evaluation system

Full Text:

PDF

References


Aharoni, Y. (1986). The evolution and management of state-owned enterprises. Cambridge, MA: Ballinger publishing Co.

Ahmed. A., Hussain. I., & Ahmed. S. (2010). Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance. International Journal of Business and Management, 5(10).

Armstrong, M. (2004). Handbook of human resource management practices (9th ed.). London: Kogan Page.

Armstrong, M. 2008. Performance Management: Key Strategies and Practical Guidelines. Philadelphia: Kogan Page Limited.

Bilgin, K. U. (2007). Performance management for public personnel: multi-analysis approach toward personnel. Public Personnel Management, 36(2), 93.

Cokins, G. (2004). Performance management. Finding the missing pieces and closing the intelligence gap. John Wiley and Sons. Australia.

Cooper, D. R., & Schindler, P. S. (2006). Business Research Methods (ninth edition). Mcgraw Hill International, New York.

Creswell, J. W. (1994). Research Design - Qualitative & Quantitative Approaches. Sage Publications.

Dubinsky, A. J., Skinner, S. J., & Whittler, T. E. (1989). Evaluating sales personnel: An attribution theory perspective. Journal of Personal Selling and Sales Management, 9(1), 9-21.

Dulebohn, J. H., & Ferris, G. R. (1999). The role of influence tactics in perceptions of performance evaluations’ fairness. Academy of Management Journal, 42(3), 288-303.

Esu, B. B., & Inyang, B. J. (2009). A Case For Performance Management in the Public Sector in Nigeria. International Journal of Business and Management, 4(4), 98-105

Fajana, S. (2002). Human resource management: an introduction, Ist. Edition. Lagos: Labofin and Company.

Garner, M. R. (1983). The Relationship Between Government and Public Enterprise, In Government and Public Enterprise. Essays in Honour of Professor V. Ramanadham, Reddy Ram G. (Ed.), Bombay, Tripathi and London: Frank Cass.

Garner, M. R. (1983). The Relationship Between Government and Public Enterprise, In Government and Public Enterprise. Essays in Honour of Professor V. Ramanadham, Reddy Ram G. (Ed.), Bombay, Tripathi and London: Frank Cass.

Ikramullah, M., Shah, B., Hassan, F. S., Zaman, T., & Khan, H. (2011). Fairness Perception of Performance Appraisal System: An Empirical study of Civil Servants in District Dera Ismail Khan, Pakistan. International Journal of Business and Social Science, 2(21), 92-100.

Khan, A. S., & Anwar, F. (2012). An exploratory study of appraisal techniques from Pakistan Telecommunication Company limited (PTCL). Arabian Journal of Business and Management Review (OMAN chapter), 1(7), 50-70.

Lawler, E. E. (1994). Performance management: the next generation. Compensation and Benefits Review, 26(3), 10-20.

Lin, J. S., & Lee, P. Y. (2011). Performance Management In Public Organization:A Complexity Perspective. International Public Management Review, 12(2), 81-96.

Longenecker, C. & Fink, C. (1999). Creating effective performance approach, Industrial Management, 41(5), 18-25.

McDonald, K. S. & Smith, A. (1995). A proven connection: performance management and business results. Compensation and Benefits Review, 27(1), 59-62.

Naveed, S., & Jadoon, Z. I. HRM in Public Enterprises in Pakistan. Human Resource Management Practices in Public Enterprises in Pakistan: Exploring Rhetoric and Reality through Case Study Analysis. Proceedings of 2nd International Conference on Business Management.

Otley, D. (1999), Performance management: a framework for management control systems research, Management Accounting Research, (10), 363-82.

Pollitt, C. (1993). Managerialism and the Public Services: The Anglo-American Experience, 2nd edition, Blackwell, Oxford.

Rasheed, M. I., Aslam, H. D., Yousaf, S., & Noor, A. (2011). A critical analysis of performance appraisal system for teachers in public sector universities of Pakistan: A case study of the Islamia University of Bahawalpur (IUB). Afraican Journal of Business Management, 5(9), 3735-3744.

Rondinelli, D.A. (2008). Can Public Enterprises Contribute to Development? A Critical Assessment and Alternatives for Management Improvement. In Public Enterprises:Unresolved Challenges and New Opportunities. United Nations. New York.

Rummler, G. A. & Brache, A. P. (1995). Improving performance: how to manage the white space in the organization chart. San Francisco: Jossey-Bass.

Safdar, R. (2012). Performance Measurement and Civil Services Reforms in Pakistan: A study of Public Sector Organization. Far East Journal of Psychology and Business, 6(3), 56-63.

Stafyarakis, M., & Eldridge, D. (2002). HRD and Performance Management. MSc in Human Resource Development Reading 5. IDPM University of Manchester.

Stephen P. O. (2002). Public management: critical perspective on business and management, Volume 4 (Routledge Taylor & Francis Group: London).

Stephen, T. (2007). Evidence of strategic HRM linkages in eleven Australian corporatized public sector organizations.

Taylor, M. S., Tracy, K. B., Renard, M. K., Harrison, J. K., & Carroll, S. J. (1995). Due process in performance appraisal: A quasi-experiment in procedural justice. Administrative Science Quarterly, 40(3), 495-523.

Thomas, S. L., & Bretz, R. D., Jr. (1994). Research and practice in performance appraisal: Evaluating performance in America’s largest companies. SAM Advanced Management Journal, 59(2), 28-37.

Thomas, S. L., & Bretz, R. D., Jr. (1994). Research and practice in performance appraisal: Evaluating performance in America’s largest companies. SAM Advanced Management Journal, 59(2), 28-37.

UN/DESA. (2005). World Public Sector Report 2005: Unlocking the Human Potential for Public Sector Performance. New York: United Nations.

Watkins, R. (2007b). Designing for performance, part 3: design, development, and improve. Performance Improvement, 46(4), 42-48.

Wellins, R. S. & Schultz Murphy, J. (1995). Reengineering: plug into the human factor. Training and Development, 49(1), 33-37.

Zia, S. A., Khan, S. B., Tahirkheli, S. A., Ali, A., & Ahmed, N. (2011). Performance Management System and its impact on the Faculty Members Performance in Business Schools.


Refbacks

  • There are currently no refbacks.


International Journal of Humanities and Social Sciences

Print version: 1694-2620
Online version: 1694-2639