UNRWA’s area staff satisfaction on performance appraisal system and its incentives in the Gaza field office

Dissertant

Abu Musa, Jamal Mustafa

Thesis advisor

al-Farra, Majid Muhammad Abd al-Salam

University

Islamic University

Faculty

Faculty of Commerce

Department

Department of Business Administration

University Country

Palestine (Gaza Strip)

Degree

Master

Degree Date

2008

English Abstract

This study aims at identifying the level of satisfaction among UNRWA's employees in regard to performance appraisal and its incentives, to diagnose the errors committed by appraisers while appraising employees under their supervision, to identify whether the current performance appraisal system motivates employees and increases productivity, and to identify whether the output of the current appraisal system is used for organizational development and career planning.

The study follows the procedure of a descriptive approach.

The total number of employees working in the Gaza Field Office is 9507.

Employees in grades 1, 2 and 3 were excluded as they are not subject to performance appraisal.

Thus, this makes the study population 8541.

410 employees were surveyed.

In order to ensure that particular grades within the study population are adequately represented in the sample, the researcher utilized stratified random method according to grade.

The study revealed several findings the most important of which are the following:- Firstly, the system is not based on job analysis, and the job description does not include clear standards upon which employees' performance can be measured.

Furthermore, the report currently in use by UNRWA contains qualitative rather than quantitative standards, and does not contain clear or measurable statements.

In addition, part of the daily tasks assigned to employees is not included in the report, and the report does not evaluate the employees' competencies.

Secondly, analysis of data revealed that the Agency does not designate specific incentive package for employees whose performances are rated as outstanding.

Moreover, employees do not receive verbal incentives when they deserve.

In addition, employees are not promoted for higher post based on the results of their performance.

The personnel directive does not clearly state the kind and amount of incentives to be disbursed on excellent performers.

Thirdly, analysis of data revealed that there are some mistakes committed by raters when they evaluate the performance of employees under their supervision.

Some of the mistakes are: using previous year performance appraisal report to evaluate the performance of employees, using central tendency, affection by general characteristics of employees and political affiliation, positive and negative affection of raters by recent actions of appraisees, affection by the relationship with appraisees.

Other issues also include lack of training and observation of ratees' performance.

The researcher recommends changing the performance appraisal report, establishing a post for performance appraisal officer, increasing incentives for outstanding performers and training appraisers on performance appraisal.

Main Subjects

Business Administration

Topics

• Job satisfaction
• Employees
• Palestine
• Gaza Strip

No. of Pages

154

Table of Contents

• APA
• MLA
• AMA

Language

English

Data Type

Arab Theses

Record ID

BIM-300267