APPENDICES

APPENDIX A: SUMMARY OF REVIEW

Selecting a performance appraisal technique for a particular purpose is a complex

decision. Each technique has its own purposes. The table below provides a summary of

usefulness of the various performance appraisal techniques (by Kozo Ochiai, Essential of

Good Performance Appraisal System, page 19).

Techniques Usefulness
Rating scales Most generally used.

Personnel comparison Limited because only order of ranking is known.

Weighted checklist Deciding appropriate weights and interpreting results are

difficult.

Forced choice Useful only when it is necessary to hide quality of rating

from appraiser.

Critical incident To complex

Before defining the performance standard, the management of the company has to

determine all the factors for measurement. In the book, Appraisal managerial Performance:

current practices and future directions , Robert I. Lazer and Walter S. Wikstrom reported the

results of a study of appraisal forms of 125 companies in the USA. The most common factors

appearing on the appraisal form of 61 companies were as follows:

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Number of
Factors
Companies
1. Knowledge of work 49

2. Leadership 38

3. Initiative 38

4. Quality of work 37

5. Quantity of work 34

6. Co-operation 34

7. Judgment 33

8. Creativity 31

9. Dependability 31

10. Planning 27

11. Communication 23

12. Intelligence 22

13. Problem solving 19

14. Delegation 19

15. Attitude 18

16. Motivation and effort 15

. Organization 14

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If there is no single appraisal method that suits an organization, the use of multiple

sources would increase the probability of accuracy. The management has to decide which

method to apply. Many organization using the self and supervisor appraisal methods have to

overcome the drawbacks of both methods. In some organization, the performance is appraised

by the supervisor and the appraisal will be review or verify by the other higher level supervisor.

Example of computer print out of using multiple appraisal methods

Performance appraisal summary report

Factors Supervisor Appraisal Peer Appraisal Average score

% % %
Quality of work 50 60 55
Quantity of work 60 60 60
Job knowledge 50 70 60
Behavior 40 60 50
Total 200 250 225

A summary of the suggested uses of the performance appraisal techniques is shown

below (from Kozo Ochiai, Essential of a Good Performance Appraisal system)

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Technique use Rating Personnel Weighted Forced Critical

Scale Comparison Checklist Choice Incident

Systems Checklist
Wage and salary Yes No Yes No No

administration

Personnel promotion Yes Yes Yes No No

Personnel transfer Yes No Yes Yes No

Personnel layoff Yes Yes No No No

Discharge or demotion Yes No No No No

Personnel development Yes No Yes No Yes

The rating scale technique is the most useful comparing with the other techniques.

In the book, Strategic Issues in Performance Appraisal Theory and Practice, Charles J.

Formbrun and Robert L. Laud reported the results of a study of Performance Appraisal

Objectives/Uses of 256 companies.

A Rating of the Uses of Performance Appraisal

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Rank Function of appraisal Percentage

1 Merit increases 91

2 Performance results/ feedback/ job counseling 90

3 Promotion 82

4 Termination or layoff 64

5 Performance potential 62

6 Succession planning 57

7 Career planning 52

8 Transfer 50

9 Manpower planning 38

10 Bonuses 32

11 Development and evaluation of training 29

programs

12 Internal communication 25

13 Criteria for selection procedure validity 16

14 Expense control 7

The evaluative objectives of compensation decisions (merit increases, bonuses) and

staffing decisions (promotion, termination, succession planning, transfer, Human resource

planning) dominate the common uses of Performance Appraisal systems, with 7 of the top 10

uses.

APPENDIX B

Introduction Duties of each Department in the Organization

Total
No Department Tasks/ Duties of
Staffs
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Managing director - Have the responsibilities to conduct the
most of organization’s activities, specially
managing the human behaviors (1)
1 2
General manager -Helping the managing director, and have
major task as managing the business (1)

- Recruitment and training (2)

2 Human resource 3
- Rewards and benefits managing (1)

-Decorating and arranging goods in the

store (2)
3 Sales - Selling and doing marketing research (7 ) 11
- Check goods and receiving customer ‘s
payment (2)
- Recording quantities and checking quality
of material/goods (2)
4 Warehouse - Manufacturing some part of goods, 10
packaging (6)
- Safeguard (2)
- Export (3)
5 Import/ export 6
- Import (3)
- Procurement and distribution goods (2)
6 Logistic - Maintaining/repairing or replacement the 4
machine, equipments, store (2)

- Writing the invoices ,computing the

7 Financial financial accounting cover the whole 3
Accounting business of the company
TOTAL : 39

The organization‘s structure is very simple and logical. Then the organization can use
effectively the employees’ skill and motivate their creativeness.

Moreover, within 39 staffs working in the organization, there are about 14 employees
who have degree level certificates of main aspects such as business management, marketing,
auto machine engineers. Then they can complete 2 or more different jobs. So that, the
organization cans responds the demand about some potential skills, new technologies appearing
during developing the organization’s business.

INTERVIEW REPORT

VENUE: Conference room Interviewee : Mr. Wan, Managing director

Time : 5.00 p.m. Interview by: Ms Do
Date : 7th July 2005
----------------------------------------------------------------------------------------------

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Ms Do : Good afternoon, Mr. Wan, recently company has announced that you need a reward
system in your company. What is the reward system? Why a reward system is
required system is required?

Mr. Wan: We had done a marvelous job over the years. Recently there seem quite a number of
good employees leaved the company. If the company know them better, the situation
would not be that bad. I had managed to share problem with them over the years.
This is not possible for me when the size of employee getting larger now. The
company wishes to improve the situation before it get worse. The company hopes a
reward system may improve the situation. This reward system may help the company
to show appreciation to the employees who had contributed their excellent
performances over the year. The reward may act as a motivation tool to different
levels of performance and so as the levels of rewards. It is very important that the
reward must be faire and justified to every employee according to their performance.
The reward can be in term of dollar values (such as pay-raised, bonus, incentive and
etc.) and/ or job position promotion, self-advanced course training offer and etc.

Ms Do : Is the level of reward based on the level of employee performance?

Mr. Wan: Yes, we have to measure the performance before the reward

Ms Do : How do you measure the performance of employees?

Mr. Wan: We may need a performance appraisal system that helps the company to determine the
performance of the employees

Ms Do : Who will be involved in the performance appraisal system?

Mr. Wan: Every employee in the company.

Ms Do : What are the approaches and ranking methods that apply in the performance appraisal
system that best suit our company?

Mr. Wan: We had few different departments in our company. Multiple approaches and ranking
methods may apply.

Ms Do : How frequent is the performance appraisal is performed in the company?

Mr. Wan: Probably once or twice a year.

Ms Do : Were there some errors in the performance appraisal?

Mr. Wan: Yes, there were. Sometimes we met the errors such as halo effect, strictness effect,
central tendency effect, personal prejudice bias.

Ms Do : When is the best suitable time to initiate the performance appraisal?

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Mr. Wan: A month before the end of the year. This is the time that we had our company yearly
performance analysis. The management is able to measure the overall company
performance and better or more accurate company.

------------------------------------------------------------------------------------------------------
REMARKS:

Mr. Wan is the Managing Director of the Concorde Auto Accessories(S) Pte Ltd. Over the
years, the company continued to grow rapidly in terms of manpower and revenues. The
Managing Director agreed that company needs a performance appraisal system on the top of
reward system. Moreover, there are some errors in their employee performance appraisal system
which should be solved.

APPENDIX C: QUESTIONNAIRE

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Dear sir/madam

I am Do Lien Huong, an undergraduate student from University of Bradford doing

my final-year project on performance appraisal provided by Concorde Auto
Accessories(s) Pte. Ltd

I would appreciate it very much if you could kindly complete the attached
questionnaire. It just takes from 10 to 15 minutes.

This survey is solely for academic research purpose, I assure you that your response
will be kept strictly confidential.

Thank you very much, sir/ madam!

My signature

SURVEY FORM ON PERFORMANCE APPRAISAL SYSTEM

NAME : DATE:
DESIGNATION :
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DEPARTMENT :
RESPONSIBLE TO :

Please tick the box where applicable

1. Ownership of the Company?

( ) Government/ statutory board
( ) Multi- national
( ) Local company
( ) Others (please specify _________________________________ )

2. Which of following Industries is your Company involved in?

( ) Government/statutory Board
( ) Manufacturing
( ) Construction/ engineering
( ) Transportation/logistics
( ) Banking/ finance/insurance
( ) Retail/ trade/tourism
( ) Import/ export

3. Average number of Departments in your Organization?

( ) Less than 3
( ) 3- 5
( ) 6- 10
( ) 10-20
( ) More than 20

4. Total number of Employees in your Department?

( ) Less than 5
( )5–9
( ) 10 – 19

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( ) 20 – 29
( ) 30 – 39
( ) 40 – 49
( ) Above 50

5. The Staff Turnover rate in your Organization?

A little bit Not significant Significant Very significant

6. Reasons for Staff Resignation

Please tick the three most 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

( ) Other (Please specify____________________________________ )

Please tick 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
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( ) 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
( ) Other (Please specify ____________________________ )

7. How do you or your Organization evaluate Personnel Performance Appraisal?

( ) Manual system
( ) In house Performance Appraisal application system (software)
( ) Other (Please specify ____________________________ )

8. How frequent do you or your Organization evaluate Employee Performance

Appraisal?
( ) Once a year
( ) Twice a year
( ) Three time a year
( ) Four time a year
( ) Others (Please specify ________________________________ )

9. Objectives of the Performance Appraisal?

Please tick the four most significant Objectives
( ) To provide information for the employee about their strength and weakness in job
performance
( ) Selecting people for promotion / transfer
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( ) Determining individual for pay increases
( ) Counseling for job enrichment an motivation
( ) Identifying individual training needs
( ) To encourage higher standard of performance
( ) Help to justify the organization objectives
( ) Others (Please specify _______________________________)
( ) Others (Please specify _______________________________)

10. Who will be the best Person to appraise your Performance?

( ) Your immediate supervisor
( ) Yourself
( ) Your colleagues
( ) Your subordinate
( ) The personnel department/ consultants
( ) Others (Please specify _______________________________ )

11. What are the Rating Scales suitable for the Performance Appraisal System?
Please tick the appropriate Rating Scale(s)
( ) Graphic rating
( ) Paired- comparison
( ) Ranking
( ) Forced choice method
( ) Weighted checklist method
( ) Critical incident Method
( ) Simplest rating scale
( ) Others (Please specify _____________________________________)

Why?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
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12. What are the suitable Measuring Factors in the Performance Appraisal System?
Please tick the five most significant Measuring Factor(s)
( ) Quality of work
( ) Quantity of work
( ) Personnel quality
( ) Job knowledge
( ) Power of communication
( ) Time keeping
( ) Attendance
( ) Other (Please specify_____________________________________)

Why?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________

13. How good is each Measuring Factor in your Performance Appraisal System?
Please place an (X) at an appropriate box

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Very Good Neutral Poor Very

good poor

a) Quality of Work

b) Quantity of Work

c) Personnel Quality

d) Job Knowledge

e) Power of Communication

f) Time Keeping

g) Attendance

h) Others

Thank you very much for taking time to fill out this survey form!

Have a nice day!

APPENDIX D: JOB DESCRIPTION

POSITION : ______________________________________

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DEPARTMENT : ______________________________________
RESPONSIBLE TO: ______________________________________

JOB SEGMENT STANDARD OF PERFORMANCE REMARKS

JOB SEGMENT SPECIFIC PERFORMANCE REMARKS

POSITION : SALES MANAGER______________

DEPARTMENT : SALES DEPARTMENT___________
RESPONSIBLE TO: GENERAL MANAGER___________

JOB SEGMENT STANDARD OF PERFORMANCE REMARKS

Developing Performance according to the procedure
subordinate approved by the General manager. For new
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subordinate (in sales Department), job duties and
standards are classified within the first two week
of employment. A complete performance review
is conducted after six months of employment of
each subordinate
Conducts Performance review of the existing and new
performance subordinates in the Sales Department and the
review appraisal reports to be submitted to General
Manager before the end of the month of
December of the year.
Coaching Coached and helped the subordinates to
perform better jobs. Follow- up with the
subordinates to ensure better performance.
Delegated the new customer to the most suitable
subordinate and provides the available customer
information.
Product training Ensure all the subordinates understand the
products. Arrange product training for
subordinates when there is new product.
Encourage the subordinates to attend training that
can improve their performance.
Counseling Counsel and discuss problem with
subordinate. The matters discussed are kept
confidential
General Subordinate clearly understand their duty and
qualified for the jobs. Ensure the subordinates
know how well they are doing and what
improvement is necessary.
JOB SEGMENT SPECIFIC PERFORMANCE REMARKS
Customer Maintains goods relationship with the customers.
satisfaction Solve the conflict problem between the customer
and the subordinate.

Supplier Maintains goods relationship with the suppliers

relationship
Market Always keep track of the current market trend.
Able to keep paste with the fast change market
trend and act fast.

Reporting Submits weekly sales analysis or statistical report

to General manager.
REMARKS: Reserve for office use
SAMPLE DOCUMENT

POSITION : SALES ENGINEERS_______________________

DEPARTMENT : SALES DEPARTMENT_____________________
RESPONSIBLE TO: SALES MANAGER________________________

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JOB SEGMENT STANDARD OF PERFORMANCE REMARKS
Quality of work More than 60% of the customer satisfied with the
service. Customer will receive the sales Quotation
not more than three days upon requested

Quantity of work Able to prepare an average of ten to twenty sales

Quotation a day.

Personnel quality Take initiative to find a propose solution to

customer. Welling to work overtime when
necessary.

Job knowledge Less than three times in a month that the engineer
unable to solve problem due to insufficient
knowledge.

Power of Communicate well with other engineers. Able to

communication discuss problem with other colleagues.
Communicate well with the customer.

Time keeping Late for work less than three time a month. More
than 75% of the problem been solved as
scheduled.

Attendance Absent to work when necessary.

JOB SEGMENT SPECIFIC PERFORMANCE REMARKS

Hot line service Solve customer problem through telephone call,
email.

Ad hoc service Able to provide instant service to customer

whenever require.

Reporting Submits weekly sales and customer analysis or

statistical report to Sale Manager.
REMARKS: Reserve for office use
SAMPLE DOCUMENT

POSITION : FINANCE MANAGER____________________

DEPARTMENT : FINANCE ACCOUNTING DEPARTMENT___
RESPONSIBLE TO: GENERAL MANAGER____________________

JOB SEGMENT STANDARD OF PERFORMANCE REMARKS

Developing Performed according to the procedure approved
subordinate by the general manager
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For new subordinate (in Finance Accounting
Department), job duties and standards are
classified within the first two week of
employment.
A complete performance review is conducted
after six months of employment of each new
subordinate

Conducts Performance review of the existing and new

performance subordinates in the Finance Accounting
review Department and the appraisal reports to be
submitted to General manager before the end of
the month of December of the year.

Coaching Coached and helped the subordinates to perform

better jobs. Follow-up with the subordinates to
ensure better performance. Delegated the new
responsible or job to the most suitable
subordinates.

Job Training Ensure all the subordinates understand the job

functions. Arrange job training for subordinates
when there is suitable training that help the
subordinate to improve their job performance.

Counseling Counsel and discuss problem with subordinate.

The matters discussed are kept confidential.

General Subordinate clearly understand their duty and

qualified for the jobs. Ensure the subordinates
know their strength and weakness. Proposed
improvement to the subordinates.

JOB SEGMENT SPECIFIC PERFORMANCE REMARKS

Finance Responsible for the finance and account of
company ensure the correctness of the account
ensure the account is timely.

Reporting Submits weekly job analysis or statistical report

to general manager

REMARKS: Reserve for office use

SAMPLE DOCUMENT

POSITION : ACCOUNT ASSISTANTS___________________

DEPARTMENT : FINANCE ACCOUNTING DEPARTMENT_____
RESPONSIBLE TO: FINANCE MANAGER______________________

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JOB SEGMENT STANDARD OF PERFORMANCE REMARKS
Quality of work Able to produce the statement of account not later
than five days. More than 95% of accuracy of the
company accounts before validate or check by the
finance manager.

Quantity of work Able to prepare twenty to fifty invoices a days.

Personnel quality Take initiative to solve undiscovered problem.

Welling to work overtime when necessary.

Job knowledge Less than three times in a month that the

accountant assistant unable to solve problem due
to insufficient knowledge

Power of Able to discuss problem with other colleagues.

communication Communicate well with supervisor.

Time keeping Late for work less than three time a month. More
than 75% of the problem been solved as
scheduled.

Attendance Absent to work when necessary.

JOB SEGMENT SPECIFIC PERFORMANCE REMARKS

Customer service Clear customer doubt about the statement of
account. Keep track of the customer credit limit
and outstanding balances

Reporting Submit weekly customer outstanding balance

report to the administration/ finance manager.
REMARKS: Reserve for office use
SAMPLE DOCUMENT

APPENDIX E: THE COMPANY’S PRODUCTS RANGE

PRODUCTS Carall
1. Air Fresheners Carall_Catalogue

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Carmate Soft99 UP Series
Carmate Catalogue Turtle Wax Products
Miscellaneous Turtle Wax Emerald Series
CAR COLOUR 2003 Turtle Wax Express Shine
Alberi Express Shine & Hard Shell
Axel B Turtle Wax Zip Express Shine
Carall, Luxus, Carino, Regina & Fresh Zone Turtle Wax & Polish
Carall A Series Other
Fresh Bottle Canauba Wash & Wax Polish Series
Soft99 Pure House & Honey Kiss Kit Product Line
Air Spencer Product 5.Car Wash, Clean, Spray, and Car Care
Shelly - Premium Status Cologne Eagle 1 2020 Auto Glass Cleaner
Squ-Air Natural Fragrance Massage
Formula 1 Auto Care
Pure House, Beads Cologne, Air-con Deodorizer
Formula 1 Series
Xai
Turtle Wax Car Care Products
Napolex
Fizz Range Power Out Cleaner
2. Bosch Products Scratch & Swirl Remover
Plug Wet & Black Tyre Dressing
Wiper Wheel protector
Antenna Clearvue Professional Glass Cleaner
horns Formula 2001 Car Wash
3. Car Audio Emerald Leather Cleaner
Cassette Receiver -KS-FC-440
CD Receiver KD-SX--840
CD Receiver KD-SX-949
Graphic Equalizer
Spectrum Equalizer
JVC Product 6.Gearshift Knobs
Isotta Series
LESMO KIT - Boot and Knob - 429BLK
LESMO KIT Boot and Knob 429-NEK
4.Car Polish & Wax Momo Series
Soft99 Products Cobra Carbon, Cobra Radica, Storm, Storm
Soft99 Body Wax - 1 Legno
Soft99 Body Wax - 2 Pomell
Soft99 Extra series Sphere
Soft99 Raindrop Raptor
Soft99 King

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Race Aluminum & Carbon GP/GM Series
Race Electromagnetic
Combat TM80 Series
Sport KP Series
Tomahawk Musical Series
Shot Carbon Bosch
Automatic Compressed Fanfare, Mini Fanfare
Gate Automatic 9.Other Products
Napolex Isotta Series
Illumination, Levoc, Eurostar Pedal Kit - Race Top -08 GR
Nardi Series Pedal Kit - Race 06-BL
Nardi Pomelli Lines Sparco
Nardi Pedal Kits
Selm Series STP
Selm Additives
Sparco Series Miscellaneous
Sparco Colour Car Mats
7.Halogen Bulbs & Lights Leopard Car Alarm/Remote Control
Hella Range Spare Tyre Covers
Hella Catalogue Deluxe ABS Wheel Covers
Safety Brake Lights Nested Wheel Covers
Xenon Lights 10.Seat Covers
Profi Lights Casta Super Deluxe
Koito Casta Grandeor
Polarg bright white & HID Series Casta DRC Colour
Raybrig Casta DRC
Metal White Halogen Bulbs

8.Horns
Electromagnetic Horns -CTE Super & Metal
Electromagnetic Horns - CTE Commercial
Vehicle 11.Steering Wheels
Twin Tone Air & Electric Isotta Series
Fiamm Evo Style 1-Nivola Evoluzione
Fiamm Catalogue 2000 Fashion
Special Series Fighter
Air Powered Series Formula
Stebel
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Millennium Victor Collection 2002
Commando Leather
Runner Pulsar
Thunder, Power & Top Power Racing
Driver Barchetta , Barchetta Plus
Trek Barchetta Classic, X2 Competition
Nardi Series X2 Carbon, X2 Ergal, X2 Inox
Evolution Line X2 Aluminum Look, X2 Cromo
PT & Z5 Line X3 series
Selm Series Sparco - 2003
Corsa, Formula, Fox, Imola, Jolly, Mito, Rombo, Steering Wheel Cat
VIP
Victor Series

Accessory Brand Index

Autogauge Bosch Carall Carmate

CBM Fiamm
Harada Hella Isotta Koito
Leopard Luisi Momo Nardi
Napolex Personal PIAA Race
Racing Raybrig STP SELM
Soft99 Sparco Turtle Wax Victor

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APPENDIX F: LISTS OF PHOTOGRAPHS

Photographs 1: The Company Building

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Photographs 2: The Company’s Store Rooms

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Photographs 2: The Company’s Store Rooms (cont’)

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