I

THE ASSESSMENT OF RESULT ORIENTED PERFORMANCE APPRAISAL

AT COMMERCIAL BANK OF ETHIOPIA,DIRE DAWA TOWN SEBIAN
BRANCH

A SENIOR ESSAY SUBMITTED TO DIRE DAWA UNIVERSITY COLLEGE

OF BUSINESS AND ECONOMICS DEPARTMENT OF MANAGEMENT IN
PARTIAL FULFILMENT OF THE REQUIREMENT BACHELOR OF ARTS
DEGREE IN MANAGEMENT
NAME ID No.
1. Fantahun Tezera ……………………………1203706
2. Jilalu Fetiku………………………………….1203912
3. Mohammed Ahmed………………………….1202798
4. Nuredin Abrahim…………………………….1202866
5. Tajuddin Mussa………………………………1202961
DIRE DAWA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
ADVISER ; MR. EPREM. H (MBA)
Submission Date; March 3,2023
(DIRE DAWA, ETHIOPIA)
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Acknowledgement

We would like to thanks God for giving health and strength for doing this proposal.Next
we would like to thanks to our instructor Ephrem.H for his technical and professional
Advise and support in solving the difficulties we have faced while progress this proposal.
Finally our all group member those who supported and help us directly or indirectly
By financially and supportive idea for doing this proposal

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Table of content
Abstract................................................................................................................................I
Acknowledgement..............................................................................................................II
Table of content.................................................................................................................III
CHAPTER ONE..................................................................................................................1
INTRODUCTION...............................................................................................................1
1.1. Background of the study......................................................................................1
1.2. Background of the organization................................................................................2
2.3. Statement of the problem.........................................................................................4
1.4. Objective of the study...............................................................................................4
1.4.1. General objective...............................................................................................4
1.4.2. Specific objectives.............................................................................................4
1.5. Significance of the study..........................................................................................5
1.6. Scope of the study.....................................................................................................5
1.7 Limitation of the study...............................................................................................5
CHAPTER TWO.................................................................................................................6
REVIEW RELATED LITERATURE.................................................................................6
2.1. Definition..................................................................................................................6
2.1.1. Purpose of performance appraisal....................................................................7
2.1.2. The role of appraisal in managing performance................................................7
2.2. Performance appraisal method.................................................................................8
2.3 Potential problems in performance evaluation.......................................................10
2.3.1. Opposition to evaluation..................................................................................10
2.3.2. System Design and operating problems..........................................................10
2.3.3. Rater problem..................................................................................................10
2.4. Role of supervision in appraising performance......................................................11
2.5. Eliminating rates errors...........................................................................................12
2.6. Performance related pay.........................................................................................14
2.7. Identifying and measuring employee performance................................................15
CHAPTER THREE..........................................................................................................17
METHODOLOGY............................................................................................................17
3.1.The research type.....................................................................................................17
3.2.Data sources.............................................................................................................17
3.3.Instruments of data collection..................................................................................17
3.4.Sampling and sample size........................................................................................17
3.5.Data processing and analysis...................................................................................17

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Abstract

This study will be conduct in commercial bank of Ethiopia in Dire Dawa Sebian branch
on the assessment of result oriented performance appraisal. The main objective of this
study is to identify the problems that being face the bank on evaluation system. For the
purpose of this study primary data will be collect through questionnaire and interview
and secondary data will be collect from internet, books, and documents of the
organization. The researcher also use census survey to collect data from employees. The
collect data will be process and organize in descriptive manner and organize by using
table and percentage with relevant discussion. At the end of this study the researcher will
be prove the main problem of result oriented performance appraisal in the bank will
discrimination and evaluate based on most recent performance. Most of these problems
are cause by errors from the raters.

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CHAPTER ONE
INTRODUCTION

1.1. Background of the study

Performance appraisal is the process of determining and communicating to an employee

how he or she is performing on the job as establishing a plan of improvement. When
properly conducted performance appraisal not only employees know how well they are
performing but also influence their future level of effort and task directions (Byers,
2009;289.

The history of performance appraisal is quite brief. Its roots in the early 20th c can be
traced to Taylor's pioneering time and motion studies. But this is not very helpful. For the
same may be said about almost every thing in the field of modern human resource
management. As a distinct and formal management procedure used in the evaluation of
work performance, appraisal really dates from the time of second world war not more
than 60 years ago. It begin as simple methods of income justification.
(HTTP.www.perfomance appraisal.com)

Result oriented performance appraisal system is method of performance appraisal that

used to evaluate employees based on their task performed. It promotes adverse, high
performance work force by implanting and maintaining effective management. Its main
objective is to measure employees based on what they achieved. (www.apps.gov/human
capital/standard).

Different organizations used result oriented performance appraisal to evaluate employees

performance. But according to some employees suggestion there have been problems
regarding to result oriented performance appraisal. So this study tried to assess those
problems in commercial bank of Ethiopia Dire Dawa Sebian Branch.
The state bank of Ethiopia was found in 1942 with in objectives farming the duties of
both commercial and central banking. In 1963 the state bank established as share

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company to take over the commercial banking activities of the state bank of Ethiopia. In
1974 revolution commercial bank of Ethiopia got its strength by emerging with privately
owned Addis Ababa bank. Since then it has been playing significant role in the
development end over the country.

The commercial bank of Ethiopia which is striving to embark in to world class

commercial bank by rendering state of reliable service to its millions of customers both
locally and abroad. The business strategy of the bank focus on the stake holders services.
At the end of fiscal year 2011/12 the number of branches reached more than 1000 and
stretched across the country with a lot of employees.

The state owned commercial bank. of Ethiopia still dominants the market in terms of
asset deposit, capital and customer base, branch network and computation from private
bank over the last 20 years. This make it one of the most reliable and strong commercial
bank in the country. Its strong capital based above 67 years of rich experience in the
market and large branch network throughout the country.

Vision
To become world class commercial bank. the term world class in this context presumes
efficiency, good cooperate, good governance and move toward best international banking
services.

Mission
It committed to maximizing share holders value through enhanced financial inter
mediation and customer satisfaction. It strongly believe that reliability and public
confidence are the base of its success. The fundamental components of its mission
statements are towards customers share holder, employees and the public.

Commercial bank of Ethiopia Dire Dawa Sebian branch is one of the branches which
found Eastern Ethiopia, Dire Dawa town. It far 452.5 km from Addis Ababa and 2km
from its district. Its strategy, mission and vision are the same as discussed above in the
same way.

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2.3. Statement of the problem

In any organization one of the ways to enhance organizational performance is positively

influence the labor component of productivity. Result oriented performance appraisal is
one way of influencing employees to achieve organizational goals. It creates motivation
on employees and increases organizational productivity.

Although result oriented performance appraisal has the above purpose some employees
believed that some public enterprise have problems regarding the result oriented
performance appraisal. commercial bank of Ethiopia Dire Dawa Sebian branch is one of
the organization, there for it has problems, such as unfair evaluation and some evaluation
errors like evaluate all subordinate on one dimension, evaluating employees on most
recent work performance, discrimination based on personal characteristics and using high
or low rating.
So the study would try to answer the following basic questions.
1. What methods does the organization use to evaluate its employees?
2. What is the perception of employees towards result oriented performance
appraisal?
3. What are the major problems that affect result oriented performance appraisal?

1.4. Objective of the study

1.4.1. General objective

The general objective of the study is to assess the problem related to result oriented
performance appraisal in commercial bank of Ethiopia Dire Dawa Sebian branch.

1.4.2. Specific objectives

The specific objectives of the study are;
I. To identify the criteria used for evaluate result oriented performance appraisal.

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II. To know the attitude of employees towards result oriented performance

appraisals.
III. To identify the major problem that affect result oriented performance appraisal.
IV. To suggest possible solutions to the existing appraisal problems.

1.5. Significance of the study

There is no more researchers done on result oriented performance appraisal in the given
area. Therefore, as the first research it will give the following importance
I. it used as reference for other researchers who intend to further investigation.
II. It helps mangers of the organization to recognize the factors affecting result
oriented performance appraisal and take corrective measures.
III. The study could help the student researchers to acquire more insight and
experience of conducting research.
IV. It may serves as a lesson for other organizations that are practicing similar work.

1.6. Scope of the study

Assessing all about result oriented performance appraisal unmanageable. So the paper
deals with the criteria of the evaluation, the major problems and employees attitude
towards result oriented performance appraisal. Due to time and budget constraints the
study conduct in a single organization i.e commercial Bank of Ethiopia Dire Dawa
Sebian branch and all employees of the bank were include in the study.

1.7 Limitation of the study

i. Low return of questionnaires
ii. Budget and time constraints
iii. The employees of the bank were not voluntary to share information.
iv. The employees carelessly filled the questionnaire.

So we believe, if this paper has over look same areas of the problems, it is due to the
problems mentioned above.

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CHAPTER TWO

REVIEW RELATED LITERATURE

2.1. Definition
Performance appraisal is the process of determining and communicating to an employee
how he or she is performing on the job and, establishing a plan of improvement when
properly conducted performance appraisals not only let employees know how well they
are performing but also influence their future level of effort and task direction. Effort
should be enhanced if the employee should be classified through the establishment of a
plan for improvement (Byers 2009;289).

A more comprehensive definition of performance appraisal is a formal, structured system

of measuring and evaluating on employees job related behaviors and out comes to
discover how and why the employee is presently performing on the job and how the
employee can perform effectively in the future so that the employee organization and
solvers all benefit.

Performance appraisal is defined as evaluating an employees current or past performance

relative to his/ her performance standards. The appraisal prices there fore involves.

Setting work standard

Assessing the employees actual performance
Providing feedback to the employees with aim of motivating that person to eliminate
performance do ficiencres or to continue to perform above (Dealer; 1999:312).

2.1.1. Purpose of performance appraisal

Performance appraisal of employees serves useful purposes they are

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i. A scientifically done appraisal provides vital information which can

greatly help in making and enforcing decisions regarding promotions,
pay increases termination and transfers. It permits each individual to
be considered on the same basis as every one else. It reduces the
chances of nepotism, motivate individuals to put in their best. A sound
performance appraisal system can be of great use to a man power
planner when confronted with the task of preparing a succession
planning scheme.
ii. Systematize performance appraisal provides information on which
performance comparison can be made.
iii. A good performance appraisal system helps in employees
development. The weakness once identified can be removed either by
providing necessary training or through proper placement.
iv. Appraisal result may be used to counsel with each employee about his
future development this can be accomplished when the supper visor
reports on the evaluation and tells each individual how he is doing and
how he can improve.
v. Performance appraisal provides a basis for the development guide for
each reason. This guide should include identification of the individuals
position for which he seems best qualified, the limitations or training
needs derived form a comparison of appraisal results with position
requirements and recommendations for raining to fill out the persons
competence
a schedule showing the development program should also be provided. This schedule will
disclose when the candidate can be promoted to the next higher position with promise of
successfully carrying out his unties (Hen dry 1995:161).

2.1.2. The role of appraisal in managing performance

Many expert feet that traditional appraisal don't improve performance and may actually
back time. They argue that most performance appraisal systems neither motivate

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employees nor guide their development furthermore, they cause conflict between
supervisor and subordinate and lead to dysfunctional behaviors. The traits measured are
often personal in nature, and who like the idea of being evaluated on his/her/ honesty,
integrity team work, compassion cooperation objectively. In fact, traditional can be
useless or counter productive. Researchers in Korea recently found that even discussion
and goals were clearly set and career issues discussed few of the reviews had a positive
impact on the employees subsequent job performance. In a study of almost 300 managers
form mid western U.S companies 32% rated their performance appraisal as very in
effectively while only 4% rated them effective to a large extent. Another survey of 181
manufacturing and service organizations conducted that 11% had stopped using annual
appraisals, while 25% more planned to discontinue them with in two years.

Some argue for dumping appraisals entirely. For example quality management expert like
W. Edwards Deming basically argue as follows : they say the organization is a system of
interrelated parts, and that an employees performance is more a function of factors like
training communication tools and supervision than of his or hr own motivation.
Furthermore, performance appraisal can have unanticipated consequences forced
distribution appraisal in particular can undermine team work. These expert were there
fore very skeptical about traditional appraisal methods. (Dessler, 2004;265).

2.2. Performance appraisal method

This section will discuss each of the following performance appraisal method
Goal setting, or management by objective (MBO) management by objective (MBO)
consists of establishing clear and precisely defined statement of objectives for the work to
be done by an employee. Establishing an action plan indicating how those objectives are
to be achieved, allowing the employee to implement the action plan, measuring objective
and taking corrective action.
Multiple rate assignment (or 360- degree feed back)
One currently popular method of performance appraisal is called multiple rate assessment
of 360 degree feed back. With this method, managers, peers, customers, suppliers or

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colleagues are asked to complete questionnaire on the employee being assessed the
person assessed also completes a questionnaire.

Work standard approach

Method of performance appraisal that involves setting a standard or an expected level of
out put and then comparing each employees level to the standards.
Essay appraisal
Method of performance appraisal in which the rather prepares a written statement
describing an individuals strengths weaknesses, past performance.
Critical incident appraisal.
Method of performance appraisal in which the rater keeps a written record of incidents
that illustrate both positive and negative behaviors of the employee. The rater then uses
this incidents as a basis for evaluating the employees performance.
Graphic rating scale
Method of performance appraisal that requires the rater to indicate on scale where the
employee rates on factors such as quantity of work, dependability, job knowledge, and
cooperativeness.
Check list method
Method of performance appraisal in which the rather answers with asses or no a series of
questions about the behaviors of the employee, being rates.
Ranking method
Methods of performance appraisal in which the performance of an employee is ranked
relative to the performance of others (Byers, 2009:296).

2.3 Potential problems in performance evaluation

2.3.1. Opposition to evaluation

Most employees are worry of performance evaluation perhaps the most common fear is
of subjectivity on the part of the rather subjective bias and favoritism are real problems
that create apposition to most performance evaluation systems these fears are hidden,
however, and other more general arguments are provided (Ivancevich, 1998:294).

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2.3.2. System Design and operating problems

Performance evaluation systems break down because they are poorly designed. The
design can be blamed if the criteria for evaluation are poor, the technique used is cumber
some, or the system is more forum than substance. If the criteria used focus solely on
activities rather than out put ( result) or on personality traits rather than performance the
evaluation may not be receive (Ivancevich, 1998:294).

2.3.3. Rater problem

Even if the system is well designed problems can a rise if the rather one not cooperative
and well trained.

Such problems including

Standard of evaluation problems with evaluation standards arise because of perceptual
differences in the meaning of the words used to evaluate employees.
Leniency or Harshness error performance evaluations require the rather to objectively
reach a conclusion about performance being objective is difficult for every one some
raters are see every thing as good these are internet raters, other raters see every thing as
bad these are high rater.
Hallo effect it is a problem, which arises in performance evaluation when a supervisors
ratings of subordinate on one trait bias the ratings of the person on other traits. Hallo
error can be either negative or positive.
Recent behavior bias; thirsting error occurs when a manager evaluates employees on
work performance most recently, using one or two months prior to evaluation.
Contrast effects individual evaluation techniques each employee is supposed to be rated
with out any regard to an other employees performance
Personal bias error; a person bias rating error is an error related to a personal bias held by
a supervisors some can be conscious such as discrimination against some one because of
appraisal personal characteristics like age, sex and race (Ivancevich, 1998:295).

2.4. Role of supervision in appraising performance

The immediate supervisors

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Supervisors rating are the heart of most appraisals. This makes sense. The supervisor
should be and usually is in the best position to be and evaluate the subordinates
performance. This make responsible for that persons performance traditionally the
persons direct supervisors his or her performance however other options are critically
available and are increasingly use.
Peer Appraisal
With more firms using self management teams, peer to team appraisal. The appraisal of
an employee by his or her peers are becoming more poplar. For example, an employee
choose an appraisal chair person each sear. That person then selects one supervisor and
there other peers to evaluate the employee work.
Rating committee
Many employers use rating committees. These committees usually contains the
employees immediate supervisors and three or four other supervisors. Using multiple
others can be beneficial while there may be discrepancy in ratings by individual
supervisors, the composite ratings tend to be more reliable, fair and valid such ratings
have higher inter after rat-ability or consultancy than do rating obtains form several peers
Self rating
Should employees appraise themselves the basic problems of course is the employees
usually rate them selves higher than they are rated by supervisors or pears. In one study,
for instance, it was found that when asked to rate their owner job performances, 40% of
employees usually rate themselves in the top 10% one of the best While virtually all
remaining employees rated them selves either in the top 25% ( well above average) or at
least in the top 50% (above average) usually no more than 1% or 2% will place
themselves in bellow average category.
Appraisal by subordinates
More firms to day let subordinate an animals rate their supervisors performance a
process, some call upward fed back. The process helps to top mangers diagnose
management style, identify potential people problem and take corrective action with
individual managers ad required (Dealer, 1999:258).

2.5. Eliminating rates errors

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Behavior based rating scales were originally designed to help eliminate the kinds of
rating errors just. Described but when such scales didn't demonstrate more on the rating
process. In other words more recent efforts to improve performance evaluations in
organizations have centered on helping raters to more accurately observe, recall and
report behaviors.
Rater training
One popular way to improve managers ability to conduct effective performance
appraisals is through rater training programs many types of programs exist differing in
focus, cost and direction the two most popular types of one training programs designed to
eliminate common rating errors such as hallo error and training programs designed to
improve the supervisors observation and recording skills.

Programs dealing with errors do seen to eliminate many of these from ratings. In
addition, even short relatively in expensive programs are effective at accomplishing this
goal. However, there is much loos evidence that this kind of training actually increases
the accuracy of appraisals programs focused on observation and recording skills may
offer greater improvement in accuracy than those that simply focus on errors.

Avoiding problems with employees

For the evaluation system to work well the employees must understanding it and feel that
it is a fair way to evaluate performance in addition they must believe that the system is
used correctly for making decision concerning pay increases and promotions.. Thus for a
performance evaluation system to work well, it should be as simple as possible
unnecessary complexity in rating forms of other evaluation procedures can lead to
dissatisfaction among employees the system should also be implement in away that fully
informs employees about how it is going to be sued (Ivancevich, 1998:287).

The feed back interview

An effective performance evaluation system involves two way communication. That is
there must be active communication between the supervisor and the subordinate about
performance. Evaluation should not be viewed simply as once a year completion of rating
forms on the contrary. It is a continuing process.

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To help with the communication the supervisor should hold an evaluation interview with
each subordinate in order to discuss his or her appraisal and to set objectives for the up
coming appraisal period. In addition experts advise that actions concerning the employees
development salary should not be discussed during this interview. Thus although most
organizations with formal evaluation systems give employees feedback many are not
doing in tint eh best way possible.

Normal major describes three generally used approaches to these interview situations tell
and sell tell and listen and problems solving research on when indicates that tell and sell
approach is best for new and experienced employees and that the problem solving
approach which encourages employees participation is useful for ma experienced
employees especially these with strong work ethic although these types of interview
differ in terms of the supervisors behavior, effective evaluation feed back sessions share a
number of characteristics annual discussion s of performance should include.

i. Review of over all progress

ii. Discussions of problems that were encountered
iii. Agreement about how performance can be improved
iv. Discussion of how current performance fits with long range career
goals.
v. Specific action plans for the coming year how to reach short and long
term objectives (Ivancevich, 1998:288).

2.6. Performance related pay

According to progression and retirement performance related pay stands in contrast to the
philosophy which had animated the design of managerial pay system for much of the
post war era. This had emphasized service involving the acquiring of experience through
steady job nature and incremental pay scales. The scope for continuing pay progression
through a typical 5-8 point incremental scale was an encouragement to continue in past,
while a serious of stepped bands promised further progression band width and overlap
fitting jobs with in the class, and getting the differentiates and increasingly underpinned

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both managerial and blue collar pay structures as the use of incentives declined. Such
systems however, were essentially in ward looking and tied to state conceptions of the
organization and its environment. This was reelected in the criticisms increasingly made
of job evaluation that it promoted bureaucracy was costly rigid and inflexible and failed
to respond to change consequently been rapidly changing nature of jobs in many sectors.

Pressures for such change are nicely illustrated in a consultancy report on the banking
sector which for so long typified the traditional model with its emphasis in quality,
hierarchy, control and permanently defined jobs.

i. Traditional salary structured and incremental scales and sen as acting as a

brake on change and inhibition flexibility. They are too strongly related to
length of service and in habit side ways career development use.
ii. There is an ear universal view that performance related pay needs to occupy
greater part of the total remuneration package; the present systems are felt to
discriminate not at all between the excellent and the adequate on performer.
iii. There is a feeling that the conventionally generous benefits with in the
financial sector need to be provided an a more selected basis. Regional pay
various for example would substantially reduce bank costs.

Put simply performance related pay is about making a proportion of pay dependent on
some objectively defined criteria. This may range from company profits to specific
individuals out puts targets, varying according to the nature of the job. As such PRP is
more of strategy or approach than a system it embraces a great variety of schemes and
different motivations (Hen-dry, 1995:304)

2.7. Identifying and measuring employee performance

Performance is essentially what an employee does or does not do. Employee
performance that affects organizational performance
 Quantity of out put
 Quality of output
 Time lines of out put

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 Presence at work
 Cooperativeness

Linkage between strategy out comes and organizational result organizational strategy.

Performance management practice

: Identify expected performance levels
Measure individual performance then evaluate
Provide feed back on individual performance
Provide assistance as needed
Reward or discipline based on performance
Employee performance
Performance management outcomes
Development
Productivity
Advancement
Discipline
Pay raises
Termination
Organizational results
Goal met or not met
Obviously other dimensions of performances might be appropriate in certain jobs, but
those listed are common to most. However they are general each jobs has specific job
criteria which are jobs performance dimensions that identify the elements most important
in a job. (Jacobson; 2008:89)

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CHAPTER THREE

RESEARCH METHODOLOGY
3.1.Description of the study
The researcher is undertake on the title of ''Assessment of result oriented performance
appraisal on the case of commercial bank of Ethiopia Dire Dawa town Sebian branch"
3.2.Research design
The type of research conduct in this study is descriptive type of research in order to
describe the existing situation.

3.3.Data type and sources

The researcher use both primary and secondary type of data for the accomplishment of
the study. Primary sources are employees of the bank and secondary sources will be from
written documents ,internet and different books

3.4.Study population

3.5.Sample design
The researcher use census survey to collect data from employees. The reason for this is
the researcher believe that the relevant information is obtain from individual respondents.
There are small number of employees i.e 40 employees in the bank. To increase the
accuracy the researcher use this type of method.
3.6.Data collection method
The study has use both primary and secondary data.The primary data will be collect by
using mailed questionnaire form employees and Secondary data will be collect from the
document then verify their accuracy before using them.

3.7.Data analysis
The response that collect from respondents through qualitative and quantitative method
will be edit,analyze and interpret.The quantitative data will be process and analyze

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precisely by using table and percentage. Qualitative data and interviews are describe
through word with out any numerical measures.
3.8.Ethical consideration
It could not be ethical to access some confidential documents of the
organization.Therefore,the organization code of ethics will taken in to account without
significantly compromising findings of the study.Also it may not be ethical to ask
employees to answers questionnaires while they are at their work responsibility,enough
time will given to respondents so that they can either take the questionnaires to their
home or use their break time.
4. Time and Budget Schedule

4.1Time Schedule
The following time schedule is a schedule which the researcher will use while conducting
his/her studies in the future.

Table 4.1Time Schedule

No Activity Duration 2015E.C

1 Topic selection December1-10
2 Identification of problem December12-120
3 Definition of the problem December 23-30
4 Developing the hypothesis Jan1-20
5 Preparation of the plan February 1-30
6 Preparing questionnaire March 1-30
7 Data collection April 1-30
8 Discussion & analysis May1-15
9 Editing & finalizing the paper submission May16-30
10 Presentation Up to June last

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4.2 Budget Schedule

Table 4. 2Budget schedule

Items Unit of measurement Quantity Cost
NO Cost per unit Total cost
Birr cent Birr Cent
1 Pen Number 5 15 .00 75 .00
2 Paper Ream 50 2 .00 100 .00
3 Typing Page 25 4 .00 100 .00
printing
4 Miscellaneo 200 .00
us expense

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Reference

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Singapor
2. Edwn B.(1998). Personnel management 9th ed Singapore
3. John. M. Ivace Vich, (1998), Human Resource Management. 7th ed.
4. K. Aswathappa (1997) Human Resource and Personnel Management, third
edition. Tata Mc Graw-Hill publishing co.Ltd, India
5. Lioyd.L. Bayars and Leslie W.Rle: (1998) Human Resource Management
6. Margaret Att wood and stuaredim Mock: 91999), Personnel Management,
7. Margaret foot caroline Hook: (1998), Introduction Human resource Management
8. Mathis, R.L and Jackson J.M: (2008), Human resource management 12 ed.
9. Shanun Tyson and Alford York, (2001 An introduction to Human resource
management 1st ed.
10. Wendell L. French: (1996), Human resource management, 10
11. (www.performaceaprisal.com)
12. (www.apps.gov/humancapital/stndard)

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