نظام تقييم الأداء الوظيفي و أثره في أداء العاملين في ديوان الموظفين العام الفلسطيني

Abstract EN

This study aims at presenting the experience of the General Personnel Counsel in developing the job performance system and its impact on staff performance.To achieve this aim the two researchers adopted the descriptive analytical approach.

The study sample comprised 88 respondents who constitute the whole study population at the counsel.

The questionnaire was used as a study tool to answer the questions and test the hypotheses of the study.

The questionnaire was analyzed using SPSS 20 - version .

The results of the study were as follows: The dimensions of the performance evaluation system in the General Personnel Counsel came with medium average, the reality of the legal framework governing the job evaluation process came with a medium average, the fact that the performance evaluation system was in line with the components of the strategic plan in the Counsel came at a medium level, the extent of relying on the results of the evaluation of job performance when taking decisions related to promotion, transfer, incentives and rewards, wages and salaries, career development, and job title modification came at a low average level.

The overall degree of job performance of employees was very high and there was apositive effect of statistical significance on the overall score of performance evaluation system .The study recommends that the General personnel Counsel should address the deficiencies in some provisions of the civil Service law which are related to the regulation of the performance evaluation publicaly and the identification of the employee achievements through Some indicators and criteria which are usually listed within the legal framework, organizing the evaluation process and, linking performance with clear tasks and aims related to work the setting of adeveloped plan to link the results of job performance for employees with decisions related to promotion, transfer, rewards and Incentives, wages and salaries, developing the job track and reforming the job titles and decisions related to identifying the Counsel need for employees and the traning needs for them, developing of performance evaluation forms periodically depending on job description card for job titles at various administrative levels in evaluation and the increasing of the setting of new strategy for the self-evaluation for employees at the Counsel and the necessity to includ service receivers views within performance evaluation