Interrelation of strategic planning with human resources planning through performance appraisal systems theory and field research on Turkish banks
Başlık çevirisi mevcut değil.
- Tez No: 18983
- Danışmanlar: PROF.DR. MEHTAP KÖKTÜRK
- Tez Türü: Yüksek Lisans
- Konular: Bankacılık, Banking
- Anahtar Kelimeler: Bankalar, Stratejik planlama, Türkiye, Yönetim, İnsan kaynakları planlaması, Banks, Strategic planning, Turkey, Management, Human resources planning
- Yıl: 1991
- Dil: İngilizce
- Üniversite: Marmara Üniversitesi
- Enstitü: Sosyal Bilimler Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: Belirtilmemiş.
Özet
The summary analysis shovvs that: Number of criteria (factors) used Bank TechnicalManagerialPersonelTotal skills skills Characterlstlcsfeâption l)(şartlan 2)(fta&tian 3)*A4%112057%26%35 *B4%91431%715%45 *C1%10880%110%10 D2% 5923%1129%38 *E3«101550%516%30 F2%7620%930%30 H1%6847%530%17 l1%6739%844%18 Sample4 %928 63- -44 NORM Ali: figures show the ratio of the number of factors per caption to the total number of criteria used on appraisal forms of each bank. it is strikingly obvious that the banks which are engaged in HBO (shown with * on the chart) have factors ör criteria of evaluation concentrated on managerial skills (50% to 80% of the total number of factors are on managerial skills.) Technical skills account for approximately 10% of thetotal number of factors. it is very Interesting to note, here, that the sample ör norm appraisal form stresses computer literacy and understanding new tecnologies whereas, non of the banks value these two factors. Personality traits are not at an evaluated on the sample form, banks engaged in MBO allocate a range of 6& to 168 of total criteria to personel characteristics. Banks that are not on MBO process allocate 30^ to 45% of total criteria to personel characteristics. Gbviously, factor ratings on personality traits tend to be rather subjective. The connection between perforrnance and possession of specific traits is doubtful." ı On a research made in öne of the banks surveyed; the factors rnost common for ali appraisal forms in this paper are evaluated. Ali of the evaluators were managers numbering 25 in total. FACTOR R AT MG VariabtesProjeet Job Individual Skffl Know. Attft. Other related related trait(trainable)pj^n(1)LevelofKhovfedgeXX X (2)Commumcâtive AbilityXX X (3)Taking the IrritiativeXXX X (4)Öpen MimtednessX X (5)Problem SolvingX XXX X (6)Promotion and GroierthX X X X X X Potentül (£ubj*ctwe) (7)Phyrical Appe^rarn*X X (8)Research AbilityX X (9)CreativerıessXX (10XtobQuâWy XXX (1 DTaking »iargeXXXX OZfcooperatiyenessXXX (13)0rganizingXXXXX (14)Abi1«y toTrainândXXX Teactı Ottıers (15)AbiTüy toCtmt-oTXXX (16)AbiWy toDistrârtrteXXXplanning Assignments (17^roblem(Recogrıitiön)XXalertness Detection (18X>ecisionMâkirıgXXXXX 1 )Management, Traditional Tratt Appraisals, Pag« 561 -67-The factor rating evaluation shows that each common criteria (there are 18 of them overall) is marked as either project related, job related or individual trait or both or all, depending. Each common criteria is also marked as either skill or knowledge or attitude or both or all. All job related criteria, that happen to be either a skill or a knowledge factor, are valued the most. Skill and knowledge criteria are trainable factors; whereas attitudes are not that easy to manipulate, as percieved by the group. In a skill emphasis model, technical skills, managing people or human skills and conceptual skills are rationed such that supervisory level managers should have the technical skills more than the human and conceptual skills, middle management will have less requirement for technical skills and executives will have more conceptual skills. Skills -68-When the management level staff are appraised, it is very logical to include managerial skills (managing people or human skills) as the heaviest part in all of the three captions of factor rating. Thus when an inventory of managers are extracted from appraisal evaluations, one can get a profile of management quality, the strength and weakness thereof. This leads to management resource planning, staffing and development planning. It is equally important to include objectives on the appraisal form and how well the objectives are met, rating the person v/ith relation to achievements encountered. However, such an aprroach will only be possible where there are set objectives for the company both short and long term. With MBQ integration to the appraisal system, organizational performance is evaluated. -69-
Özet (Çeviri)
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