PDF NO.

3
The purpose of performance appraisal (PA) is to improve the contribution of employees
into the achievement of organizational objectives. However, appraisers and appraisees do
not respond favourably to a performance appraisal system unless they find it equitable. In
practice, the PA has not always helped achieving the desired results. The employees
perception of the PA plays a determinant role in the success of the PA system as they are
willing to voluntarily engage in the pursuit of performance. The perception of fairness
towards the PA is a crucial for achieving employees satisfaction. The PA can be used to
improve the level of job satisfaction.
Many authors consider trust critical in the relationship supervisor-employee. And through
a trust relationship towards the supervisor that employees satisfaction with the PAS can
be cultivated. The first objective of our research is to determine the importance of the
relation between the perception of performance appraisal and job satisfaction. Second,
our research examines the impact of trust towards supervisors on the relation between the
perceived performance appraisal effectiveness and job satisfaction. The proposal was
supported by results from a survey of Bank employees using measures of PA perception,
job satisfaction and trust towards supervisor.
PDF NO. 28
The current study aims to examine the relationship of employee performance appraisal
system (PER) and employee satisfaction (SAT) in a sample of 101 employees working at
one of the international non for profit organization. The data was collected by convenient
sampling and snow ball sampling techniques with the help of adopted questionnaires. The
reliability of the instruments used is reaffirmed which is accordance with the required

standards. After applying Pearsons correlation and linear regression the results show that
there is a positive relationship between the independent and the dependent variables. The
study has implications for managers of all the profit and non for profit organizations.
The results are compared with and discussed in the light of relevant research studies.
PDF 222-517-1-SP
The relationship between job satisfaction and employees performance has always been
discussed in organisational behaviour and human resource management literature. A
highly satisfied employee need not necessarily be a profound performer. However, an
employee, who is dissatisfied, can cause irreparable damage to the orgnisational
effectiveness. Performance management system should be based on ideological
underpinnings and a holistic context by strengthening the linkages among the key
components such as performance planning, performance execution, performance
appraisal, recognition and reward, and performance improvement on a continuous basis.
The paper discusses performance management and job satisfaction of university library
professionals in Karnataka. Present study is based on the primary data collected from 188
library professionals through a pre-tested, structured, comprehensive questionnaire. The
key issues were identification and definition of key performance areas, role clarity and
direction, performance feedback and potential appraisal, and job rotation as a powerful
tool to develop and unleash employees potential. Factor analysis highlighted the
significance of three sub-systems of performance management system, i.e., performance
planning and development, employee involvement and empowerment, and orgnisationemployee rapport. The paper concludes that the conducive and congenial physical, social,
and psychological conditions present in the workplace have potential to enhance the job

satisfaction of the library professionals. The bottom line is that library administration
should pay proper, adequate, and timely attention to the interaction and reinforcing nature
of motivation-performance-satisfaction (MPS) cycle.
PDF 1651-6505-PB-1
The research investigation focused on performance appraisal policy and its impact on
employee performance in Guaranty Trust Bank in Nigeria. The aim of the study was to
ascertain the extent to which the performance appraisal policy at Guaranty Bank
contributed to employee performance. Arising out of the performance appraisal reviews,
an important finding revealed that the training which employees received resulted in
improved job performance. The performance appraisal reviews also showed that when
feedback reports were effectively used they consequently improved employee
performance. The research design was quantitative in nature and a closed ended
structured questionnaire was used to gather the primary data. The survey method was
used for all the employees of Guaranty Trust Bank in Nigeria. The questionnaire was
administered to all 150 target respondents using the personal method and a high response
rate of 100% was obtained. The data gathered were analyzed using the Statistical
Program for Social Sciences (SPSS) for the statistical tests. The initial analysis involved
the use of descriptive statistical tools. The main findings revealed that, employee
participation in the performance appraisal was generally high and this increased job
satisfaction and enhanced employee performance. The results also revealed that managersubordinate interaction was very cordial and this boosted employee performance.
Moreover, the majority of respondents preferred performance appraisal to be used
regularly for career pathing in the organization. The study recommends a set of

guidelines which could be used in improving the current performance appraisal policy
and further boost employee performance.