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Peer-review under responsibility of the International Conference on Leadership, Technology, Innovation and Business Management
doi: 10.1016/j.sbspro.2016.07.119
ScienceDirect
5th International Conference on Leadership, Technology, Innovation and Business Management
Performance appraisal and a field study
Sudi Apaka , Sefer Gümüşb , Gökhan Önerc , Hande Gülnihal Gümüşd
a,b,c,d Beykent University, Istanbul, 34433, Turkey
Abstract
Performance is a systematic management process. In order the process to be successful, the management ought to adopt a strong
administrative mentality. During this process, the phases of planning, appraisal and development to be actuated significantly.
Strong human resources in the managements can only be achieved through a strong performance appraisal. In today’s competitive
markets, when the performance appraisals of the managements are oriented to the marketing and the sales, the motivation of the
employees will be focused on the profit targets. Here, the most significant variables e.g. “time, amount, quality, costing, health and
security standards” shall be implemented according to the requirements of the performance management systems and organisations.
The purposes, the principles, the traditional and contemporary methods of the performance appraisal methods have been examined
in the theoretical section of the study. The employee and customer satisfaction has been measured in the implementation section of
the survey, which comprises a customer satisfaction survey conducted in the scope of a performance appraisal system on the
employees of an airport management. Furthermore, the survey also comprises the satisfaction degree in respect to the employee
education and the impacts to the degree of the customer satisfaction. Hence the contribution of the education process to the
employee behaviour has been provided. The questionnaire articles of the study has been prepared, the responses obtained, their
assortment done, passed through the statistical programs and SPSS for Windows 15.0 program has been utilised for the obtained
findings. Descriptive statistical methods (e.g. frequency, average, standard deviation) has been utilised during the appraisa l of the
data. Results and proposals are brought forward by the matched t-test, independent sample t-test, anova, pearson and correlation
used as the hypothesis tests.
© 2015 Published by Elsevier Ltd. Selection.
Peer-review under responsibility of the International Conference on Leadership, Technology, Innovation and Business
Management
Keywords: Performance management, Performance appraisal, Customer relations
Corresponding author. Tel. + 90-533-436-7258
Email address: sudiapak@beykent.edu.tr
© 2016 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of the International Conference on Leadership, Technology, Innovation and Business Management
105
Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
1. Introduction
Lately, the changing economical conditions, the high-speed acceleration of the globalisation, constantly
changing technology, self-awareness of the consumers and nonetheless the concept of quality gaining importance are
the most significant impacts, which increased and strengthen the competition in the markets. Especially, another
development causing some structural and managerial changes in the businesses are being experienced in the field of
the information technologies. It is much easier to reach the information through the information technologies and the
usage of the information enhances. Therefore, the managements have been the first affected by these developments
and nowadays the information became a major advantage of competition for the businesses. However, it is also
observed that the businesses merely reach to these information and/or use the advanced technologies is not sufficient
for this competition advantage to be continuous. Because, in order to achieve a competition advantage, it is now
understood that the production of the information to be in line with the development of the advanced technologies and
these produced information required to be processed and used by the businesses on their decision making and
implementation periods. All these developments reveal the importance of the cooperation with these competent
persons, able to use this information properly. In other words, the resources of qualified persons have been brought
into prominence and also necessitated the continuity of the education. Therefore, in order to comply with these
developments and to be successful, the businesses nowadays attach more importance to their human resources they
possess and let the implementations of education and development become one of the most significant investment
factor on their human resources.
2. Literature Review And Hypotheses
2.1. Performance Management
Performance is to fulfil a duty in a style to meet the predetermined criteria and the realisation ratio of the
objective as a requirement of the duty. On the other hand the performance management is a systematic management
tool, which consists of phases like the agreed objectives, performance standards, targets, and appraisals,
measurements, feedbacks, rewarding in order to achieve more efficient results from the organisations, teams and
individuals by motivating the individuals to be aware of their own potentials. (Kırbaş, 2010). The growth of the
corporations and the continuity of their entity depend on the management skills, which shall provide the continuous
development of the employee performance (Baltaş, 2002). The concepts of a duty being fulfilled by the employees or
not and the idea requiring the determination of the work-efficiency and the performance and the performance
management are gaining major importance nowadays. The employee performance is a human resources management
process oriented to determine the performance degree of the employee, how good the expected duties have been
performed. In other words, the performance management means to manage the performance of an organisation or an
employee. (Court of Accounts, 2002). Performance management is an approach of a systematic management, which
provides more efficient results from the employee potentials by motivating them to reveal these potentials. (Öğüt,
106 Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
Akgemici and Demirsel, 2004). Therefore, the data obtained from the performance management system, which forms a
part of the human resources management system are being used as a strategic tool with the intention of the
achievement of competition superiority and continuous development of the organisations. (Waldman, 1997). An
employee of every level will take place in the organisation in order to fulfil a certain activity and the employee is
executing this activity for the organisation with the help of his/her physical and mental abilities, knowledge and
personality. (Erdoğan, 1991). The most common performance scale is the time, amount, quality, costing and material,
health and security standards. (Clayton, 2000). The organisations prepare and implement their performance
management systems in accordance with their requirements and the specifications of their organisation.
2.2. Performance Planning
It is the most significant and the first step of the performance management. The objective is the aims expected
to be realised by the employee and the organisation within a certain period of time. (Kırbaş, 2010). The first phase of
the performance management system should be the targeting and planning; accordingly, it is mandatory that the
relevant duty/work analysis and descriptions had to be completed. (Işığıçok, 2007). In order the employees to be able
to understand their responsibilities and the expectation of the management from them, the manager has to explain the
context of every work to the employee in details. (Grote, 2002).
2.3. Performance Appraisal
The interest aimed at the formation of the performance management systems in the organisations has started
to be adopted within the last 30 years especially upon the implementation of the human resources, however the request
and the process of the employee appraisal has been going on since many centuries. (Camgöz and Alperten, 2006).
Performance appraisal is a process comprising the feedback of any appraisal result determining the performance of the
employee at work and the establishing a development plan ideal for the employee. (Kaynak and Bülbül, 2008).
2.4. Purposes of the Performance Appraisal
The information obtained as a result of performance appraisal are materialised at the organisations through
establishment of systems such as strategic planning, wage increases, promotion decisions, job enrichment,
determination of education requirements, selecting of reliable personnel and similar purposes. (Erdil, Alpkan and
Biber, 2004). Despite the fact that it is not specified by the organisations openly, another purpose of the performance
appraisal is to reduce “the favouritism” and to project an image of an objective and unbiased management to the
employees. (Dilsiz, 2006). In general the organisations are using the performance appraisal for three purposes:
Managerial Purposes, Development Oriented Purposes and Educational Purposes.
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3. Method of the Survey
This survey is a study conducted on the employees within the performance appraisal system of an airport
management and a questionnaire form has been issued and applied to the employees of the airport management in
order to measure the employee and customer satisfaction. The appliance and method of the survey has been conducted
under different headings. These headings respectively are: the region of the survey, population and sampling of the
survey, acquisition of the data and analysis of the data.
3.1. Population and Sampling of the Survey
The population of the survey comprises the security personnel commissioned at an airport, the airport
employees, passengers and their companions. The sampling is conducted by random sampling selection among the
passengers and their companions and the airport employees.
3.2. Acquisition of the data
As an instrument of data acquisition to be used in the survey, two forms have been issued. The first form has
been prepared for the use of the security personnel. The security personnel are asked to evaluate themselves and their
colleagues. The second form has been prepared aiming for the use of the passengers and their companions and the
airport employees and they have been asked to evaluate the security personnel. The questions on the appraisal of
satisfaction have been mutual in both forms. The Likert Scale used in the survey has been preferred due to its
simplicity. Responders to the questionnaire have been asked to give their respective opinions from the choices listed in
a scale between very favourable and very unfavourable, which is as follows:
(5) I am very satisfied
(4) I am satisfied
(3) Neither satisfied, nor not
(2) I am not satisfied
(1) I am not very satisfied
The results of the scale are distributed to a width of 5.00 – 1.00 = 4.00 points. The satisfaction level intervals
have been specified by this width to be divided into five. Accordingly it is evaluated as follows:
1.00 – 1.79 score interval = “very low”
1.80 – 2.59 = “low”
2.60 – 3.39 = “average”
108 Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
3.40 – 4.19 = “high”
4.20 – 5.00 = “very high”
3.3. Analysis of the Data
During the appraisal of the findings obtained in the survey, SPSS (Statistical Package for Social Sciences) for
Windows 15.0 program has been utilised for the statistical analysis. During the appraisal of the study data, descriptive
statistical methods (e.g. Frequency, Percentage, Average, Standard Deviation) has been utilised. Matched t-test,
independent sample t-test, anova, pearson and correlation used as the hypothesis tests has been conducted for the
hypothesis tests.
3.4. Findings and Comments
Table 1. Distribution of the groups participated in the survey according their ages
GROUPS
TOTAL
Appraisal
of the
Friend
Appraisal
of the
Customer
Appraisal
of the
Airport Employee
AGE
Age 20
and under
f
16
11
7
34
%
2,2%
9,6%
8,5%
3,7%
Age
21-30
f
591
32
27
650
%
80,8%
27,8%
32,9%
70,0%
Age
31-40
f
120
36
25
181
%
16,4%
31,3%
30,5%
19,5%
Age
41-50
f
4
24
17
45
%
,5%
20,9%
20,7%
4,8%
Age 51
and above
f
0
12
6
18
%
,0%
10,4%
7,3%
1,9%
TOTAL
f
731
115
82
928
%
100,0%
100,0%
100,0%
100,0%
According to the above table, the number of the security officers evaluated their friends, participated in the
survey are in the age range of as follows:
16 of them [2.2%] age 20 and under;
591 of them [80.8%] age 21 – 30;
120 of them [16.4%] age 31 – 40;
4 of them [0.5%] age 41 – 50.
The number of the customers participated in the survey are in the age range of as follows:
11 of them [9.6%] age 20 and under;
32 of them [27.8%] age 21 – 30;
36 of them [31.3%] age 31 – 40;
24 of them [20.9%] age 41 – 50;
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Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
12 of them [10.4%] age 51 and above.
The number of the airport employees participated in the survey are in the age range of as follows:
7 of them [8.5%] age 20 and under;
27 of them [32.9%] age 21 – 30;
25 of them [30.5%] age 31 – 40;
17 of them [20.7%] age 41 – 50;
6 of them [7.3%] age 51 and above.
Appraisal
of the Friend
Appraisal
of the Customer
Appraisal
of the Airport Employee
Age 20 and under /age 21-30 / age 31 – 40 / age 41 – 50 / age 51 and above
Figure 1. The graphics for the distribution of the groups participated in the survey according their ages
Table 2. Distribution of the groups participated in the survey according their sexes
GROUPS
TOTAL
Appraisal
of the Friend
Appraisal
of the Customer
Appraisal
of the Airport
Employee
Sex
Female
f
293
40
37
370
%
40,1%
34,8%
45,1%
39,9%
Male
f
438
75
45
558
%
59,9%
65,2%
54,9%
60,1%
TOTAL
f
731
115
82
928
%
100,0%
100,0%
100,0%
100,0%
According to the above table, the number of the security officers evaluated their friends, participated in the
survey:
293 of them [40.1%] are female;
438 of them [59.9%] are male...
The number of the customers participated in the survey:
40 of them [34.8%] are female;
75 of them [65.2%] are male...
The number of the airport employees participated in the survey:
37 of them [45.1%] are female;
45 of them [54.9%] are male...
Friend...
Customer...
Airport...
x Female
x Male
Figure 2. The graphics for the distribution of the groups participated in the survey according their sexes
110 Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
Table 3. Distribution of the groups participated in the survey according their educational status
GROUPS
TOTAL
Appraisal
of the Friend
Appraisal
of the Customer
Appraisal
of the Airport
Employee
Education
Status
Primary School
f
0
7
7
14
%
,0%
6,1%
8,5%
1,5%
Gymnasium / Vocational
School
f
634
53
33
720
%
86,7%
46,1%
40,2%
77,6%
High School
f
77
1
10
88
%
10,5%
,9%
12,2%
9,5%
University
f
19
36
32
87
%
2,6%
31,3%
39,0%
9,4%
Master /
Doctorate
f
1
18
0
19
%
,1%
15,7%
,0%
2,0%
TOTAL
f
731
115
82
928
%
100,0%
100,0%
100,0%
100,0%
According to the above table, the number of the security officers evaluated their friends, participated in the
survey:
634 of them [86.7%] are gymnasium/vocational school graduate;
77 of them [10.5%] are high school graduate;
19 of them [2.6%] are university graduate;
1 of them [0.1%] has master and/or doctorate degree.
The number of the customers participated in the survey:
7 of them [6.1%] are primary school graduate;
53 of them [46.1%] are gymnasium/vocational school graduate;
1 of them [0.9%] is high school graduate;
36 of them [31.3%] are university graduate;
18 of them [15.7%] have master and/or doctorate degree.
The number of the airport employees participated in the survey:
7 of them [8.5%] are primary school graduate;
33 of them [40.2%] are gymnasium/vocational school graduate;
10 of them [12.2%] are high school graduate;
32 of them [39.0%] are university graduate.
Appraisal
of the Friend
Appraisal
of the Customer
Appraisal
of the Airport Employee
Primary School / Gymnasium-Vocational School / High School / University / Master-Doctorate
111
Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
Figure 3. The graphics for the distribution of the groups participated in the survey according their educational status
Table 4. Matched group t-tests results obtained between the satisfaction scale averages of the security employee (him/herself) and (his/her) friends
GROUPS
N
Avrg.
Ss.
t
p
His/her satisfaction on the attention and friendliness
731
3,923
0,745
3,495
0,001
His/her friends’ satisfaction on the attention and friendliness
731
3,824
0,809
His/her satisfaction on the holding time
731
3,844
0,759
-0,098
0,922
His/her friends’ satisfaction on the holding time
731
3,847
0,735
His/her satisfaction on the seriousness and professionalism
731
4,053
0,765
6,724
0,000
His/her friends’ satisfaction on the seriousness and professionalism
731
3,854
0,852
His/her Satisfaction on the application of standards for all
731
3,728
1,020
0,368
0,713
His/her friends’ Satisfaction on the application of standards for all
731
3,717
1,022
His/her satisfaction on the general airport security services
731
4,049
0,777
1,091
0,276
His/her friends’ satisfaction on the general airport security services
731
4,026
0,780
As to be seen on the above table and with reference to this satisfaction scale of the airport security personnel
participated in the survey in order to determine the appraisal points of satisfaction on “the attention and friendliness”
of the security employee him/herself and his/her friends, whether there is any significant differences or not, a matched
group t-test has been conducted. As a result the following difference between the arithmetical averages has been found
statistically significant (t=3,495; p<0,05). According to the difference between the averages, the appraisal points of
satisfaction on “the attention and friendliness” of the security employee him/herself are higher than his/her friends’
appraisal points of satisfaction on “the attention and friendliness”.
With reference to this satisfaction scale of the airport security personnel participated in the survey in order to
determine the appraisal points of satisfaction on “the holding time” of the security employee him/herself and “the
holding time” of his/her friends, whether there is any significant differences or not, a matched group t-test has been
conducted. As a result the following difference between the arithmetical averages has not been found statistically
significant (t=-0,098; p>0,05).
As to be seen on the above table and with reference to this satisfaction scale of the airport security personnel
participated in the survey in order to determine the appraisal points of satisfaction on “the seriousness and
professionalism” of the security employee him/herself and his/her friends, whether there is any significant differences
or not, a matched group t-test has been conducted. As a result the following difference between the arithmetical
averages has been found statistically significant (t=6,724; p<0,05). According to the difference between the averages,
the appraisal points of satisfaction on “the seriousness and professionalism” of the security employee him/herself are
higher than his/her friends’ appraisal points of satisfaction on “the seriousness and professionalism”.
With reference to this satisfaction scale of the airport security personnel participated in the survey in order to
determine the appraisal points of satisfaction on “the application of standards for all” of the security employee
him/herself and “the application standards for all” of his/her friends, whether there is any significant differences or
112 Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
not, a matched group t-test has been conducted. As a result the following difference between the arithmetical averages
has not been found statistically significant (t=-0,368; p>0,05).
With reference to this satisfaction scale of the airport security personnel participated in the survey in order to
determine the appraisal points of satisfaction on “the general airport security services” of the security employee
him/herself and “the general airport security services” of his/her friends, whether there is any significant differences or
not, a matched group t-test has been conducted. As a result the following difference between the arithmetical averages
has not been found statistically significant (t=1,091; p>0,05).
Satisfaction on the
attention and friendliness
Satisfaction on the
holding time
Satisfaction on the
seriousness and
professionalism
Satisfaction on the
application of
standards for all
Satisfaction on the
general airport security
services
-
- Him/herself - His/her friend
Figure 4. The graphics for the matched group t-tests results obtained between the satisfaction scale averages of the security employee (him/herself)
and (his/her) friends
4. Conclusion
In recent years, the changes experienced by the managements on social, economical, cultural, communal and
especially technological fields have been affecting the lives of the individual and the community on a large scale and
also enforcing the structures of these managements and their functions to comply with these changes in order to meet
the requirements of these conditions. Therefore, the managements have to try to achieve employments consisting of
workers and administrators who are eager to learn, welcome the changes, develop him/her constantly and work hard to
develop within the management continuously. Hence, they have to attach importance to the education and
development in regard of the implementation of the human resources.
The managements in general regard the educational implementations as an unprofitable costing factor and
consider that the education is not much contributory for their businesses. Essentially, in case the managements are not
directed to the education and/or still maintain the education notwithstanding the errors within the process of education,
this will cause much higher costing in the management compared with a regular and systematic education. Meanwhile
referring to the managements, the performance appraisal became to be one of the indispensible processes of the
modern human resources management and consequently the organisations.
The organisations in our country tend to direct themselves principally towards the most common and easy
one of this system. The purpose of the human resources management in general and the performance management in
private sector is to determine the objectives of the employees together, to develop their abilities to take responsibility
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Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
and to resolve problems, to be the motivation tool, to establish prospective development and to form the career plans;
therefore the performance information should not to be obtained from one source, but the principle of to collect the
performance information from all environment in which the employee has been interact with should be implemented.
Due to the fact that the 360 degrees performance appraisal method is a method which gathers from more information
sources than traditional methods which reduces the errors to minimum, it shall be more rational, that this method to be
utilised by the organisations.
As a result of the survey conducted on the airport security personnel when the security personnel evaluate
themselves and their friends from the point of the customer satisfaction it is revealed that they considered the
satisfaction on “the attention and friendliness” of themselves higher than their friends’ satisfaction on “the attention
and friendliness”. Again, according to the responses given by the security personnel, who refer to their satisfaction on
“the holding time”, satisfaction on “the application of standards for all” and the satisfaction “in the general sense”, it is
revealed there have been no differences with their friends.
Referring to the appraisals of the airport security personnel on their friends and comparing the airport
employees as interior customer and the passengers and their companions as exterior customer on their satisfaction of
the security services, the airport security officer finds the satisfaction on “the attention and friendliness” of their
friends and customers higher than the satisfaction on “the attention and friendliness” of the airport employee.
The airport security officer finds the satisfaction on “the holding time” of his/her friend higher than the
satisfaction on “the holding time” of the customers and the airport employee; the satisfaction on “the holding time” of
the customers higher than the satisfaction on “the holding time” of the airport employee.
It is revealed that the airport security officer finds the satisfaction on “the seriousness and professionalism” of
his/her friend higher than the satisfaction on “the seriousness and professionalism” of the customers and the airport
employee; the satisfaction on “the seriousness and professionalism” of the customers higher than the satisfaction on
“the seriousness and professionalism” of the airport employee.
It is revealed that the airport security officer finds the satisfaction on “the application of standards for all” of
his/her friend higher than the satisfaction on “the application of standards for all” of the customers and the airport
employee; the satisfaction on “the application of standards for all” of the customers higher than the satisfaction on “the
application of standards for all” of the airport employee.
It is revealed that the airport security officer finds the satisfaction on “the general airport security services” of
his/her friend higher than the satisfaction on “the general airport security services” of the customers and the airport
114 Sudi Apak et al. / Procedia - Social and Behavioral Sciences 229 ( 2016 ) 104 – 114
employee; the satisfaction on “the general airport security services” of the customers higher than the satisfaction on
“the general airport security services” of the airport employee.
As a result of this survey it is observed that the satisfaction degree of the airport employees is quite low. In
order to improve this situation and to bring a friendlier, more communicational, more understanding approach to the
matter, the airport employees may be subject to some educational and/or updated programs and also assist the security
personnel to earn some abilities on developing empathy and internal business studies may be conducted, thereto.
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