Business and Management: Dissertation

Programme title: Business Management
Degree (QA)
Module name: Business and
Management
Dissertation
Coursework title: Business and
Management
Dissertation Proposal
Word Count: 3071

Business and Management Dissertation Part I
Exploring how a manager’s performance appraisal
role influences employee expectations in the retail
sector
2

Table of contents
ABSTRACT .............................................................................................................................................4
CHAPTER 1: Introduction.......................................................................................................................6
Aim of the report...............................................................................................................................6
Importance of the problem...............................................................................................................6
Objectives .........................................................................................................................................7
Chapter 2: Literature review..................................................................................................................8
Chapter 3: Research Methodology......................................................................................................16
Research design...............................................................................................................................16
Research methodology....................................................................................................................16
Research approach..........................................................................................................................18
Access to data and research ethics..................................................................................................18
Limitations.......................................................................................................................................19
Sampling .........................................................................................................................................19
CHAPTER 4: Results and Findings ........................................................................................................22
Chapter 7:Recommendations..............................................................................................................47
References ..........................................................................................................................................49
REFERENCES.........................................................................................................................................50

ABSTRACT
Main purpose of this report is to Exploring how a manager’s performance
appraisal role influences employee expectations in the retail sector. For this purpose,
literature review, research methodology and data analysis and interpretation have
been done. Under literature review, opinion of different authors about the research
objectives or questions have been identified. Under research methodology, primary
and secondary methods were used for accumulating accurate and reliable
information about the study. Under primary research, questionnaire for managers
and employees have been prepared for identifying their opinion about the
performance appraisal system. Along with this, data analysis and interpretation also
completed with the help of questionnaire.
4

CHAPTER 1: Introduction
The performance appraisal process is one of the management tools used to
assess employee’s job performance and behaviour and aims to ensure that
employee’s performance meet the required standards and plays a part in achieving
business goals and objectives (CIPD, 2018). The effects of this process on
employees job satisfaction has been debated in previous researches, though none of
them outlines a relationship between the performance appraisal system and high
rates of employee turnover (Mathieu and et al., 2016). Considered as a code of
professional conduct the way managers address unsatisfactory performance could
have an impact upon employee job satisfaction thus having implications in retaining
them for longer period (Collins, 2018). Therefore, this study focuses on exploring the
relationship between employees job activity assessment performed by managers
and employee’s expectations in two companies such as Topshop and Wagamama.
The main objective of this dissertation proposal is to identify and review what the
performance evaluation procedures in the two companies are, how they are
implemented and how they influence employee development and attitude towards
their workplace.The methodology will consist of different practises and techniques
used to gather and examine the information. These will be obtained through both
qualitative and quantitative methods based on observations, questionnaires and
face-to-face meetings with managers and literature review.
Aim of the report
This research paper explores how a manager’s performance appraisal role
influences employee expectations in the Topshop and Wagamama . The aim of this
study is to make an in-depth incursion in the managerial process of assessing
employee’s performance and behavior through performance appraisal system, which
in turn reveal employees job satisfaction.
Importance of the problem
This study help in determining the ways through which Topshop and
Wagamama can easily motivate their workers and retain them for longer period.
Wagamama is a British restaurant chain which was founded in 1992 by Alan Yau.
Topshop is a British multinational fashion retailer of shoes, accessories, make-up
and clothing. It was founded in 1964 by the predecessor Peter Robinson. Along with

this, Wagamama is a part of hospitality industry whereas Topshop is a part of retail
industry. In both sector manager’s performance appraisal role influences employee
expectations in effective and systematic manner. In this report compression between
retailer and hospitality will be completed. Studying this issue is important for
organizations that are concerned about employee welfare and satisfaction. Sources
in literature claim that performance and its assessment is closely linked to the
management system, and managers should contribute to building performance
before evaluating it (Lebas, M. J., 1995).
Managers who perform appraisals will be more informed about employee’s
perceptions, expectations and job satisfaction thus streamlining and facilitating the
whole process while avoid high staff turnover rates. In addition, appropriate
managerial behaviour, which includes positive working environment, better
motivation, and equal treatment, should facilitate the Appraisal Performance System
(Bourne, M. et al., 2000). All these will be explored within this study as directly
contribute in making workers more productive towards the business activities and
retain them for long term. Along with this, present dissertation will be useful for
academic point of views as it help to provide a great deal of data for future
researches.
Objectives
This section play a significant role in identifying the issue of the research. With
the assistance of this, the researcher can easily address all the problems and get
better solution. Mainly research objectives and questions are highly based on the
research aim through which researcher can draw a valid conclusion and at the same
time enhance overall effectiveness of the research.
The objective of this study is to find answers for the following proposed research
questions:
 How Performance Appraisal Systems are implemented in the organisations?
 What are the expectations from an employee?
 Does the company’s performance appraisal policy and procedures include
training and development and consider retention strategies?
 How managers and staff are trained in performs appraisal procedures?
6

 What are manager’s perception of how performs appraisal supports employee
development and retention?
 What is the employee experience of attending performing appraisal
interviews?
 What are employee perceptions of how their performance is evaluated and to
what extent does it meet expectations?
 What support employees receive in carrying out the expectations required of
them with the performance management systems?
Research methodology
Research methodology defines the way in which research is undertaken
and the methods and techniques used to achieve its objectives (Mackenzie, N.,
Knipe, S., 2006)
This study will be carried out as a comparison of performance appraisal policies
and procedures between two different clothes retailers. Findings will be based on
empirical research, using both primary and secondary data.
In this regard, qualitative and quantitative methods will be used easily analyse as
well as implement accurate data within the study to attain positive outcomes.
Qualitative research: This type of research is based on the scientific methods of
observations in order to gather as well as collect non-numerical data. Mainly, it
includes meaning, concepts, characteristics, metaphors, symbols and description of
things. All these are aid in gathering data in theoretical way. By this investigator can
easily take right decision and draw a valid conclusion. Qualitative research as it help
in gathering theoretical framework towards the research topic (Anitha, 2014). It also
may contribute in enhancing knowledge of researcher maker about the specific
research area
Asking Qualitative questions:
Define who everyone is in question and within the hierarchy structure of the
company.
Managerial behaviour in relation to staff leaving:
 What organisational policies encompass employee job satisfaction?
 Do managers and employees receive performance appraisal training?

 How do managers evaluate/assess employee job satisfaction? (is there a
performance appraisal scheme)
 What is employee’s perception of the extent that management influence their
job satisfaction?
Quantitative research: This type of study consider as a structured way of
gathering as well as analysing data that obtained by the various sources (Saunders,
M. et al., 2016). Mainly, this type of method is related with the positivist paradigm,
which used by researcher helps in gathering objective data and prevents him from
interposing personal opinions with research goals (Denzin, N. K. and Lincoln Y. S.,
2005). It help investigator at the time of taking right decision with the research
activities.
In this regard, two sets of questionnaires will be created – one for the
manager and one for the employees. Each participant in the interview process of this
research will be issued with an ethical form. These questionnaires could ask what
you could improve and they could suggest few options or what managerial courses
are offered in the company. Example of offering flexible hours, crash for kids etc. for
employee retention. In addition observation of the phenomenon within the two
companies will be done. The purpose is to find out about what types of appraisal
systems that exists in the two companies, how they are implemented and what is
their impact upon employees and overall companies’ activity.
If the case of limited access to primary data, then generally research for
policies in place for retail sector and will be turned in secondary data.
Research approach
Research approach is consider as a plan and procedures that includes steps of
broad assumption to detailed methods of collection of data, analysis and
interpretation of information. Along with this, it is highly based on the nature of the
research issues that being address by the researcher in order to draw a valid
conclusion. Mainly, it provide right direction to the investigator for carry out the
research activities in effective manner. It includes two type of research approach like
inductive and deductive (Bailey and et. al., 2017). Both are consider as an effective
way of conducting research activities with the aim of gathering valid information.
For carry out this research, researcher will use both inductive and deductive
research approach. Inductive approach helps in providing right pathway to undertake
8

its activities in systematic manner. This type of method starts with the observations
and theories that help researcher to understand the actual data and its nature
towards the research topic. Mainly, it involves the search for patterns, behaviours
and outcomes and development of conclusions from empirical data. Deductive
approach relies on logic and is often related to quantitative methods (Saunders, M.
et al., 2016). This type of research is based on formulating a hypothesis that is
related with existing theories. It help investigator to gather accurate information
about the specific research topic. Mainly, it is based on the quantitative approach by
which investigator can easily determine the logical conclusion which contribute in
making research more successful (Bagger and Li, 2014).
Access to data and research ethics
Research ethics related with making whole research in ethical manner. In
this researcher is responsible for keeping all the data and information of respondents
confidential. This will contribute in increasing the effectiveness of information and
research activities. There are mainly three principles of research ethics, which will be
taking in consideration for this study as follow: anonymity, informed consent and
confidentiality. All these are help investigator easily take right decision. In this regard,
at the time of collecting data and information necessary for the research, an
authorised person within the company concerned will fill in the Ethics Application
Form. Access to data will be done through face-to-face meeting with the company’s
managers. Information from the Annual report of the companies will be also used.
All data collected will be kept safe and not shared without all parties consent.
Research findings will be compressed into a file kept under protection and only be
uploaded via link provided by the university for this purpose.
Limitations
The main limitation of this research is related with cost and time. Both are
significant for undertaking research activities. Due to less time and fund, researcher
face issues at the time of collecting data and information. This will negatively affect
the overall performance of the research activities. Thus, it is important for
investigator to manage effectively fund by preparing effective plan, this will contribute
in improving the chances of attaining positive outcomes.

Limited access to information within the Topshop and Wagamama may represent an
impediment for the proper conduct of the research. Without these research findings
may not be conclusive.
Sampling
There are two types of sampling methods which is probability and non-
probability. Both are consider important and significant form of sampling which is
used for selecting sample size from large number of population. According to this
topic, probability sampling method will be used because it not require maximum time, cost
and resources (Evans, 2017). On the other side, non-probability sampling is not useful
sampling method for this project.
10

Laurence S. Fink
12

From the above given chart, it has been concluded SPSS is an essential
and useful system used by researcher to select sample size from out of
population. According to this graph, random sampling method will be used
because it not take maximum time, cost and resources of an organization
(Carlos Pinho, Paula Rodrigues and Dibb, 2014). Total population is 49 in which 30
respondents randomly selected by the researcher. Along with this, this chart
help an investigator for selecting 30 employees and 30 managers separately.
Chapter 2: Literature review
This dissertation is based on comparison between hospitality and retail sector.
The total turnover of all enterprise work under hospitality industry reached
approximately £98 billion in year 2017, up from £92 billion in year 2016 and £86
billion in year 2015 (Worth of hospitality industry, 2019). On the other hand, the retail
industry is critical to the United Kingdom economy - in 2017 it created around
£395billion worth of retail income and in year 2018 the sector housed 319,000 retail
businesses (Overview of the retail sector in the UK, 2019). Along with this, Topshop
is given retailer and Wagamama in given hospitality industry in United Kingdom.
Overview of Topshop: It is a British multinational organisation which is
mainly specialise in marketing and selling of shoes, make-up, accessories and
clothing. This company was founded by Peter Robinson in year 1964 and
headquartered in London, United Kingdom. Estimated Annual Revenue of Topshop
is around $242.8M (Topshop's Competitors, Revenue, Number of Employees,
Funding and Acquisitions, 2019). Estimated Employees of an organisation is approximately
5,000
Overview of Wagamama: Wagamama is a British restaurant chain in
London, United Kingdom. It was founded by Alan Yau in 1992. Estimated Annual
Revenue of Wagamama is approximately $476.2M. Estimated Employees of Wagamama is

around 5,078 (Wagamama's Competitors, Revenue, Number of Employees, Funding
and Acquisitions 2019.).
This section play a significant role in undertaking the research activities in
effective manner. Mainly, it is based on the different author’s point of view who has
experience on specific research topic. With the assistance of this, researcher can
easily address the issues in order to take valid decision (Callahan, J. L., 2014).
To ease the research process the notions of interest will be aggregated into
a framework. This will provide a starting point and steps to follow to achieve the
desired objectives.
 What is the context / sector
 What is performance appraisal (is it a usual policy) – definition and where
does it come from? (Investors in People)?
 What are the roles expected of the company /manager/employee for
performance appraisals?
 The challenges to meet performance appraisals policy guidelines
 Examples of good/bad practice in retail – news report/literature etc.
 Comparing different retailer’s employee satisfaction records – examples of
good/bad behaviour.
 What do employees expect of performance appraisal?
 What are the challenges and opportunities that emerge from the performance
appraisal system?
 Is there an ideal employee/employer model relationship?
 What factors to consider for a more constructive appraisal?
According to Demirtas and Akdogan, (2015), it is important for manager to
manage all the activities of company and its workers to achieve results by effective
utilization of human resource within the organization. In this context, effective
management of people is also consider as an important duty of manager through
which employees can easily share their views and opinion with manager. By this,
they put their issues in front of top management. Effective management is not just a
bright tool kit of techniques although the professional skills are also consider as an
important thing. Mainly, it involve the managing change, including change itself
(Palanski, M., ET al. 2014). Apart from this, manager is also responsible for
14

providing better training and development programs to their workers as per their
performance as it directly contribute in making their performance more productive
(Idowu, A., O., 2017). As it help in managing all the activities of the employees and
at the same time also increase their involvement within the business activities. By
this, employees feel more satisfied with Topshop and its job activities. This is the
main reason that company can easily make strong workforce that help business
organization to enhance their performance level (Pooyan, A. and Eberhardt, B. J.,
1989).
According to Mathieu and et. al., (2016), increasing employee turnover is the
major concern for every business organization as the main reason behind this is
ineffective working activities at workplace. It negatively influences the overall
performance of the Wagamama at market place. In this context, there are some
major causes which increase the chances of employee turnover (Christian, J. S. and
Ellis, A. P., 2014) are as follows: Lack of growth and progression: It is important for every workers to get
opportunities for enhancing their growth. As it help in retaining workers for
longer period. If employees does not satisfied with their job activities and feel
demotivated. It increase the chances of employee turnover of Wagamama. Lack of feedback: If company avoid to giving feedback to their workers than
they reduce the workers performance at workplace and pushing workers
away. Feedback is important for workers to analyse their working activities
and performance. This will help in improving workers performance level at
workplace. Inequality: It is also a major issue behind increasing the employee turnover of
the business Topshop. If manager of these two companies not treat workers,
equally than workers get demotivated towards their job activities. This is the
main reason that employees are leaving their job and increase turnover.
 Over workload: Stress and workload is the main reason of increasing the
employee’s turnover in organization. Employees are not able to perform lot of
work at a time. As increase their stress, level that make them demotivated
within the company.
The performance appraisal is a policy supporting the appraisal performance
scheme generally used by companies to annual review employee’s achievements

and set up new objectives. Performance appraisal underpins good performance
management practice and staff development (Dijk, D., and Schodl, M. M., 2015).
The policy of performance appraisal can be different from one company to
another and may exist in the form of a Competency Frame, Policy and Procedure for
Managing Performance or it can simply be found in the Right and Obligations section
of the employment contract. Regardless of the form in which it is found, it describes
the employer's expectations from the employee regarding the performance of the
duties to the indicated standards and the attainment of a satisfactory level of
performance (ICO, 2006). The policy mainly addresses to managers and aims to
make certain that they clearly inform employees of the performance standards they
have to meet and provide all the resources needed (training, support) necessary to
improve. It also provide information to managers on how to deal properly with
unsatisfactory performance and highlights the consequences and disciplinary actions
imposed on consistent low performance levels (Collins, J., 2018).
The policy of performance appraisal should only be put in practice only in the
case of a poor performance, which is not related to employee’s own making (lack of
training). Thus before following the procedure managers within Wagamama need to
ensure that the situations is one that requires usage of disciplinary actions (Lira, M.,
2014).
 Failure to meet the both organisation's requirements for the position;
 Poor performance due to lack of interest and low productivity;
 Lack of the qualifications required to perform job duties;
 Skills incompatible with the jobs or the inability to use these skills in order
to perform the tasks.
According to Bowling ET. al., (2015), managerial behaviour in relation with
employee performance review play a significant role in keeping overall environment
of the Topshop positive that directly contribute in reducing the employee turnover
and at the same time. As managerial behaviour, help workers to take initiative for
putting best efforts to attain set target. In the context, there are some benefits of
appropriate managerial behaviour in reducing the employee’s turnover, which reveal
employee’s expectations of performance appraisal (Ilgen, D. R., & Feldman, J.
M.1983).
16

 Recognise the achievement of workers: Appropriate managerial framework
help in understanding the worker performance in order to provide those better
rewards and appropriation. This will help in making workers motivated
towards the Wagamama goals and its job activities as well. Employees need
to be given continuous guidance on what is expected from them. Managers
through constantly providing constructive feedback could do this. Otherwise,
‘how will they ever be sure they are on the right track and use the guidance to
improve’? (Bard, K., 2006). Provide proper training: Effective training and development programs
contribute in making workers more productive because trained employees can
easily handle all complex situation. It help workers to effectively perform their
task and attain positive outcomes. Positive work-environment: For motivating workers towards the working
activities, it is important for manager provide positive working environment to
employees so that they can easily put their best and tries to attain best
outcomes. It directly contribute in enhancing employee’s productivity at
workplace.
 Good work-life balance: balance is one of the important benefit of appropriate
managerial behaviour as it encourage workers to perform their best.
Managers need to ensure about the working activities of the employees as it
help in promoting positivity at workplace.
All these are the main benefits that driven by appropriate managerial
performance appraisal with workers within the Topshop and Wagamama. It support
employees to understand their importance towards the company because manager
is responsible to make them motivated within the organization.
In line with the literature review based on topic, present study will aim at
identifying different types of appraisal methods and investigating how the two
companies applies them. For this purpose, the researcher will look at what benefits
derive from these procedures (long-term and short-term incentives, base salary
progression, annual bonuses and team-based appraisal), level of difficulty in
implementation and how effective they are for the two companies.
Along with this, literature review is most essential and important part of
dissertation which will help a researcher to identify opinion of author about the how a

manager’s performance appraisal role influences employee expectations in the retail
sector. Topshop and Wagamama, both companies are deal in retail sector and have
different employees whose work with achievement of long term goals and objectives
of the organisation. along with this with help of literature review, a researcher is able
to identify gaps and conflict in previous study. Main purpose of this chapter is to
address each objectives of research in systematic manner.
How Performance Appraisal Systems are implemented in the organisations
According to Xhavit Islamiab, Enis Mulollia, Naim Mustafab (2018),
companies prefer to implement performance appraisal system in the working of their
businesses. In the current times, only the salary paid to the employees is not enough
to satisfy them. This had created the need for the companies to make their focus
over the needs and expectation of the employees of their organisation in order to
motivate them and get the best possible work from them. It has proved to much
extent that performance appraisal helped the companies in reducing supervision
work as the employees are getting their means of motivation at their own and there
is no need to supervise them, in order to earn more they work by their own
dedication. The implementation of performance appraisal systems in organisations
such as Topshop and Wagamama, the implementation of performance appraisal
system has been done by looking upon the needs and expectations of the
employees of the company.
The expectations from an employee
According to Scott Thompson (2018), not only the employees of an
organisation makes expectation from their employer but also employers also have
some expectation from their employers. The reason is not always because of the
salary paid by the employer to the employees but sometimes it is because of the
relation of employees with the employer and the organisation that makes them to
work. Employer provides employees the direction to work and the employer expects
from the employees that they will bring the results beyond expectations. Employer
also expects that the employees provide the company with the desired results and
should make the completion of their work managing the time and efficiency in work.
But these expectations of good work from employee can only be met in case the
companies such as Topshop and Wagamama are providing good working conditions
18

and fulfilling all their requirements that only it could become possible for the
employer to get good results tom the work of employees.
Company’s performance appraisal policy and procedures include training and
development and consider retention strategies
According to Peter Cappelli, Anna Tavis (2016), in the performance appraisal
policies of an organisation, the monetary and non monetary awards are not only
included but there are also some other aspects which are and should be taken into
consideration. It is so because of the difference in needs and expectations of people
to people and employees to employees because of difference in their nature,
perception, behaviour, needs, financial situation and many more that makes
difference in them. So some employees in an organisation also want to have make
development in their skills and efficiencies and some wants to retain in the company
for long time or job security. So this could also work as the part that organisations
such as Topshop and Wagamama should also include these also in their
performance appraisal policies so that the could become possible for the companies
to fulfil the demands and needs of every employee.
Managers and staff are trained in performs appraisal procedures
According to Laurence S. Fink, (2019), the appraisal procedures of
organisation must take into consideration the comparison in between two
performance of employees such as the performance of employee before providing
them with training and development program and after providing them with the
training and development so that the comparison could be made.
Manager’s perception of how performs appraisal supports employee
development and retention
According to Wali Rahman, (2019), performance appraisal plays an important
role in the employee development and retention for a long period of time in an
organisation. It works as the motivation for employee that provides them with the
reason to stay a little longer or sometimes lifetime in an organisation. Managers
believes that for employees could be retained in an organisation by knowing and
fulfilling their expectations and their development could be made by providing them
with training and development programs so that their efficiencies could be increased.

Employee experience of attending performing appraisal interviews
According to Eva Boštjančič and Zala Slana, (2018), talent management is
the most crucial aspect which the companies in this century are facing much. This
has made the companies to make their focus on retaining the existing employees in
the company for a long time and investing money in the development of their own
skills and knowledge so that the increase in their efficiencies will help the company in
achieving their goals and objectives. The performance appraisal interviews plays
crucial role in the internal communication in which the feedback from the employees
of an organisation are conducted. The expectations of employees regarding their pay
scale, services of the company are taken into consideration and after a period of
time, the increment is provided to them. It is because its better for companies to
focus on retaining the existing employees of the company than hiring new
employees. As it includes many other costs such as recruitment, training and so on.
Employee perceptions of how their performance is evaluated and to what
extent does it meet expectations
According to Aamer Waheed, Qaisar Abbas and Omer Farooq Malik, (2018),
there is a lot of differences among different companies in the measurement of their
performances of their employees. As all the companies are not doing the same
business, so the difference occurs in their processes and work provided to their
employees and on the very basis their performance is measured. In most of the
companies the performance is evaluated on the basis of work performed by the
employees as the performance of employees are upto the desired level which was
expected or not.
Support employees receive in carrying out the expectations required of them
with the performance management systems
According to Patrick Kampkötter, (2016), organisations must take into
consideration the expectation of employees of their company so that they could
satisfy from the services of the company. This will also help in increasing their
dedication to work and contribute in the achievement of goals and objectives of the
organisation.
20

Chapter 3: Research Methodology
Research methodology is consider another important part of dissertation
which will help an investigator by giving accurate data or information about the
about how a manager’s performance appraisal role influences employee
expectations within the retail sector (Popli and Rizvi, 2015). Research methodology
introduces as an essential and important process followed by researcher to
accumulate reliable and valid data about the study. In this section, some useful
methods will be included which are determined as under.
Research design
Research design refers to the overall strategy that includes different components
of the research in a logical way. With the help of this, researcher can easily address
the research issue of how employee’s expectations are influenced by manager’s
performance appraisal. For this research, researcher will use descriptive research
design that help in gathering detailed analysis of the research topic. In this,
descriptive research design refers to the presenting research by detailed information,
which is based on existing factors and figures that are relevant to the research
questions (Mathieu and et. al., 2016). Mainly, it will consist of collection,
measurement and analysis of data. This will directly contribute in improving the
chances of attaining positive outcomes. On the other side, exploratory research tools
will help in providing explanations of unexplored aspects of the subject in relation to
the research questions.
22

CHAPTER 4: Results and Findings
This introduces as an effective and essential part of dissertation
which is mainly based on primary research (Baker and et. al., 2014). For this section,
questionnaire as a instrument of primary research will be used by
researcher. Questionnaire will be prepare for both managers and
employees.
CHAPTER 5: Analysis/Evaluation of Results/Findings
Questionnaire 1
Appendix 1
Questionnaire 2
Appendix 2
For managers
Theme 1: knowledge about the performance appraisal technique

25
5
a) Yes
b No
Interpretation: From the above given graph, it has been concluded
awareness or knowledge about the performance appraisal technique among
managers within Topshop and Wagamama. 25 out of 30 managers have
knowledge regarding the performance appraisal techniques. On the other side,
remaining 5% managers not have much knowledge about the same concept.
Theme 2: Performance appraisal system helps you to change behaviours of
employees
24

21
9
a) Yes
b) No
Interpretation: As per the above given information of graph, it has been interpreted
importance of performance appraisal system for manager to change employee’s behaviour towards
working within an organisation. 21 out of 30 managers have opinion as performance appraisal
system is useful technique fr changing employees behaviour. On the other hand, remaining 9%
managers have view as this system is not useful for changing the behaviour of employees towards
business working.
Theme 3: In which time Performance appraisal system is made in Topshop and
Wagamama

5
6
15
4
a) Monthly
b) Quarterly
c) Yearly
d) Others
Interpretation: According to the above stated data, it has been explained time period for
developing performance appraisal system within Topshop and Wagamama. For this, 5%
managers have opinion as it is developed on monthly basis. 6% managers have
view as performance appraisal system is made on quarterly. 15% managers have
opinion as this system is made on yearly basis and remaining respondents don't
have any idea about the same.
Theme 4: Type of performance appraisal system would you used to appraise
employee’s performance
26

10
20
a) Traditional performance
appraisal system
b) Modern performance
appraisal system
Interpretation: According to the above mentioned graph, it has been determined types of
performance appraisal system used by manager of Topshop and Wagamama. For this, 20%
managers have opinion as modern performance appraisal system is most essential
for appraising employees performance. On the other side, remaining 10% managers
have view as traditional performance appraisal system is most essential because it
not require maximum cost of an organisation.
Theme 5: Training and development are consider as a part of performance
appraisal system

20
10
a) Yes
b) No
Interpretation: From the above given information or data, it has been
interpreted training and development is a part of performance appraisal system or
not. For this, 205 managers have opinion as training and development is most useful
part of performance appraisal system because it help in increasing employees
knowledge and satisfaction level towards brand. On the other side, 10% managers
not have any knowledge about the same.
Theme 6: Role would be played by performance appraisal system of manager
in changing employees expectation
28

25
5
a) Positive
b) Negative
Interpretation: According to the above stated data, it has been concluded
positive and negative role would be played by performance appraisal system of
manager in changing employees expectation. 25 out of 30 managers play positive
role whereas 10% managers play negative role.
Theme 7: Performance appraisal system in business context

5
7
8
10
a) Organisational Culture
b) Recruitment system
c) Retention of employees
d) Motivation of employees
Interpretation: From the above given data, it has been interpreted
relationship of performance appraisal system within an organisation. 5% managers
have opinion as performance appraisal system is mainly related with organisational
culture, 7% managers have view as recruitment system is also a main part of
performance appraisal. 8% managers have opinion as retention of employees is
main reason for developing performance appraisal system within an organisation.
Remaining 10% managers have opinion as main rationale behind applying
performance appraisal system is to motivate each employees within Topshop and
Wagamama.
Theme 8: Change or variation arise after appraising employee’s performance
30

25
3
2
a) Positive
b) Negative
c) Both
Interpretation: Above given data, it has been interpreted importance of
performance appraisal system after and before appraising employees performance.
For this, 25 out of 30% managers have opinion as it has positive change after
appraising employee’s performance. 3% managers have view as after appraising
employees performance, negative change will be occurs. Renaming 2% managers
have opinion as both positive and negative change arise after appraising employee’s
performance.
Theme 9: Effectiveness of performance appraisal system for employees

25
5
a) Sufficient
b) Insufficient
Interpretation: From the above given information, it has been concluded
effectiveness of performance appraisal is sufficient or not for employees. 25%
managers have idea as performance appraisal system is sufficient in appraising the
employee’s performance. On the other side, remaining 5% managers have
knowledge as it is insufficient for appraising employees performance.
32

For Employees
Theme 1: Awareness about the process of performance appraisal within
Topshop and Wagamama
25
5
a) Yes
b) No
Interpretation: According to the above given data, it has been concluded aware about
the process of performance appraisal among employees within Topshop and
Wagamama. For this, 25 out of 30% employees have knowledge about these
concept whereas remaining 5% employees don't have any idea about the same.
Theme 2: Relevance of performance appraisal

8
7 9
6
a) Promotion of employees
b) Evaluation of employees
a) Motivation
b) Job satisfaction of
employees
Interpretation: From the above given data, it has been interpreted opinion of employees related
with performance appraisal system. 8 out of 30% employees have opinion as it help to promote
within an organisation. 7% respondents have idea as it is related with evaluation of employees, 95
respondents have opinion as performance appraisal system help an employees by increasing its
motivation level within both organisation. Remaining 6% employees have knowledge as it will help
in increasing job satisfaction.
Theme 3: Type of performance appraisal method is implemented in Topshop and
Wagamama
34

15
5
10
a) Behaviorally Anchored
Rating Scales
b) Field Review Method
c) Performance Tests &
Observations:
Interpretation: From the above mentioned data, it has been concluded
opinion of employees about the type of performance appraisal method is
implemented in Topshop and Wagamama. 15% employees have idea as
behaviourally Anchored Rating Scales is a best type of performance appraisal
system which is implemented in both organisation. 5% employees have knowledge
as field review method is essential type of performance appraisal system within an
organisation. Remaining 10% employees have idea as performance test &
observation is useful type of performance appraisal system which is implemented
within Topshop and Wagamama.
Theme 4: Effectiveness of performance appraisal system in enhancing job satisfaction and
motivation

26
4
a) Yes
b) No
Interpretation: Above given data or graph, it has been explained importance
of performance appraisal system in enhancement of job satisfaction and motivation
among employees. For this, 26 out of 30% respondents have opinion as
performance appraisal system is most useful in increasing motivation and job
satisfaction of employees. On the other side, remaining 4% employees not agree
about the same.
Theme 5: Importance of performance appraisal for employees
36

15
10
3
2
a) Agree
b) Strongly Agree
c) Disagree
d) Strongly Disagree
Interpretation: From the above stated graph, it has been interpreted
significance of performance appraisal system for employees of Topshop and
Wagamama. 15 out of 305 employee are agree as performance appraisal system
help in giving an effective atmosphere or environment where all are encouraged to
share one another burden. 10% Employees are strongly agree, 35 respondents are
disagree and remaining 2% employees are strongly disagreed.
Theme 6: Satisfaction level of employees towards performance appraisal system

20
8
2
a) Fully Satisfied
b) Moderately Satisfied
c) Dissatisfied
Interpretation: According to the above given data, it has been concluded
employee’s satisfaction towards performance appraisal system. 20 out of 30%
employees are fully satisfied, 8 respondents are moderately satisfied and remaining
2% employees are dissatisfied about the same.
Theme 7: Performance appraisal system help to increase employee experience
38

27
3
a) Yes
b) No
Interpretation: According to the above stated information, it has been
explained significance of performance appraisal system in enhancement of
employees experience towards business organisation. 27 out of 30% employees are
agreed whereas 3% employees not agreed about the same.
Theme 8: Performance appraisal system supports employee development and retention

26
4
a) Positive
b) Negative
Interpretation: According to the above determined data, it has been summarised
performance appraisal system is useful for an organisation in developing and retaining employees
for long time. For this, 26 out of 30% employees have positive perception whereas remaining 4%
employees have negative opinion about the same.
Theme 9: Effective appraisal of employee’s help to ascertain their trust towards improvement of
organisation functions
40

Interpretation: From the above given data, it has been concluded Effective
appraisal provided by Topshop and Wagamama for their employee’s which help to
ascertain their trust towards improvement of organisation functions. For this, 15%
respondents have opinion as by motivating employees is most essential way for
ascertaining its trust. 10 employees have view as more enthusiastic for work is
essential way and remaining respondents don't have any idea about the same.
Discussion on the basis of Literature review
Performance appraisal system management can be implement in an firm by following ways:
Develop evaluation form: In this Topshop and Wagamama design a evaluation
form in which employees performance are mentioned from day first to till date and
accordingly appraisal of candidate is done. Here, all overall performance is
measured in the working premises.
Identity performance measures: Topshop and Wagamama adopts various
tools top measure their daily performance and accordingly appraisal is set for them.
Here no favouritism and discrimination is carried out while deciding out the appraisal
system.
Set guidelines for feedback: Systematic rules and pattern are Topshop
and Wagamama to collect feedbacks and suggestions for the candidates
performance. No personal comments are done due to which negative impression is
build in the premises. The feedback should be real so that deserving nominee gets
appraisal.
Create disciplinary and termination procedure: Topshop and Wagamama
create plan to terminate those employees who are not working effectively and are
demotivating others in the working premises. By doing so deserving candidate is
warded with the performance appraisal. It leads to raise in productivity and
profitability.
Set an evaluation schedule: Organization design a evaluation schedule so
that on fox interval of time the performance of employees are done. By doing

Topshop and Wagamama can improve the performance and best outcomes can be
achieved easily.
The various exceptions from employees are as follows:
 Staff members should be working effectively and efficiently to meet the
emerging needs of the customers.
 Set standards should be meet on time frame by employees working in the
firm.
 Sales ratio and profitability should be reduced for this employees should come
up with unique tactics.
Yes, the Topshop and Wagamama performance appraisal system involves training
and development of employees as well as motivates them to retain back in the firm.
By providing them appraisal for their best performance they get motivates and are
retained back for longer time duration. In order to perform best to get appraisal firm
provide effective training and development activities so that their skills gets
nourished and best results are received. Every organization provide effective training
and development sessions to their new and old staff members so that their existing
and hidden skills and competences can be nourished. By doing employees will be
benefited in their career growth and firm will have advantageous they will perform
better to achieve the desired goals.
The mangers and staff are trained in appraisal system are discussed as follows:
 They set examples and focus more on learning culture.
 Assure both the need of performance appraisal system in the working
premises.
 Communicate the value of employee and employer development.
 Generate opportunities for on the job practices.
The managers perception to retain staff member's is by providing good salary
and flexible working time to the customers so that both individual and firm goals are
meet on time. Due to which skilled and potential employees are retained for longer
timer duration in the competitive world. By doing the switching rate of capable
42

employees to other firm will be reduced and profitability and productivity will be
raised accordingly.
The employee experience of attending performing appraisal interviews are discussed as
follows:
 Employees found it to be quite informative by attending the performance appraisal
interview.
 Many aspects of performance appraisal was clear as well as found out bit challenging.
 By being a part of performance appraisal interview many opportunities prevailing in the
premises was reviled.
 The session was quite interesting but was to long due to which interest level lacked behind
somewhere.
In context of performance appraisal every employees has distinguished perceptions. Some
find it fair while other think biasses took place while examining the performance of the employees.
Here, Employee perceptions of how their performance is evaluated and to what extent does it meet
expectations are discussed as follows:
 Employees are done fairly without favouritism and candidates are satisfied with the results.
 Employees are not satisfied with non monetary rewards when it is paid for their
performance in the organization.
 Irrespective of gender there is no biasses carried out while selecting best and deserving
participant for the performance appraisal list.
 The performance appraisal is mostly done on the basis of feedback which is incorrect in
many staff members eyes. In this case deserving participant is not awarded for the appraisal
as feed and suggestions where not correct.
Chapter 6: Conclusions

From the above given information it has been summarised that performance
appraisal of an employee plays a crucial role in improving the organisational
practices by keeping them motivated. This help in assessing the work which is
performed by employees in order to determine whether they are meeting standards
for the accomplishment of organisational goals and objectives. By conducting this
investigation it has been found the performance appraisal have a direct relationship
with the retention of employees (Cravens and et. al., 2015). This is because from the survey
it has been found that majority of people who are working over managerial position
believes that performance appraisal system support in changing the behaviour of
employees toward their work as well as management. Different number of research
methods and approaches have been used for collecting accurate data about the study. For
this, primary and secondary methods have been done with the help of questionnaire, books,
journals, articles etc. All these are consider main sources which will assist an investigator to
accumulate in-depth and reliable information about the topic. Interview is also consider as
an effective technique of data collection which will further used to gather appropriate and
valid data about the study. Along with this performance appraisal is most essential part
within an organisation which play vital role in its growth and success within given time
duration.
From the above mentioned information is has been recommended Exploring how a
manager’s performance appraisal role influences employee expectations in the retail sector.
There are different types of performance appraisal system used for apprising employees
performance within retail sector. Traditional and modern methods of appraisal system
applied for appraising employees performance and motivating them to retail long term
relation within an organisation. There are some recommendation which will be provided to
the Topshop and Wagamama such as:
 Company should use different types of performance appraisal system which will help
them in retaining workers for long time (Lin and Wu, 2014).
 Topshop and Wagamama should follow 360 degree performance appraisal which will
directly support them to maintain strong and long term relationship with employees.
As it is important for an organisation by increasing its performance and profitability
level within given time duration.
 There are many other ways for retaining workers for long time such as, motivation
techniques, motivation theories etc. All these are consider most essential and
important ways for motivating workers within an organisation.
44

References
Anitha, J., (2014). Determinants of employee engagement and their impact on
employee performance. International journal of productivity and performance
management. 63(3). p.308.
Bagger, J. and Li, A., (2014). How does supervisory family support influence
employees’ attitudes and behaviours? A social exchange
perspective. Journal of Management. 40(4). Pp.1123-1150.
Bailey, C. ET. al., (2017). The meaning, antecedents and outcomes of employee
engagement: A narrative synthesis. International Journal of Management
Reviews. 19(1). Pp.31-53.
Bård, K. (2006) Performance appraisal satisfaction and employee outcomes:
mediating and moderating roles of work motivation, The International Journal
of Human Resource Management, 17:3,504-
522, DOI: 10.1080/09585190500521581
Bourne, M., Mills, J., Wilcox, M., Neely, A., Platts, K., (2000) "Designing,
implementing and updating performance measurement
systems", International Journal of Operations & Production Management,
Vol. 20 Issue: 7, pp.754-
771, https://doi.org/10.1108/01443570010330739
Bowling, N. A. ET. al., (2015). Situational strength as a moderator of the relationship
between job satisfaction and job performance: A meta-analytic
examination. Journal of Business and Psychology. 30(1). Pp.89-104.
Bryman, A. (2006) ''Integrating quantitative and qualitative research: How is it
done?''. Qualitative Research. 6(1), pp. 97-113.
Callahan, J. L. (2014) ‘Writing Literature Reviews: a reprise and update’. Human
Resource Development Review. 13(3): pp. 271-275
Christian, J. S. and Ellis, A. P., (2014). The crucial role of turnover intentions in
transforming moral disengagement into deviant behaviour at work. Journal of
business ethics. 119(2). Pp.193-208.
CIPD, 2018. Performance appraisal. Understanding the basics of performance
appraisals and how to ensure the process adds value to the organisation.
Available at:
https://www.cipd.co.uk/knowledge/fundamentals/people/performance/apprais
als-factsheet (Accessed on: 27/03/2019).
Collins, J., (2018). Performance Review and Appraisal. HR Management in the
Forensic Science Laboratory A 21st Century Approach to Effective Crime
Lab Leadership. Pages 361-381. Available at: https://doi.org/10.1016/B978-
0-12-801237-6.00021-X (Accessed on 06/04/2019).
Demirtas, O. and Akdogan, A. A., (2015). The effect of ethical leadership behaviour
on ethical climate, turnover intention, and affective commitment. Journal of
Business Ethics. 130(1). Pp.59-67.
46

Denzin, N. K. and Lincoln Y. S., (2005). ‘Paradigmatic controversies, contradictions, and
emerging confluences’, The Sage Handbook of Qualitative Research. Thousand
Oaks: CA and London. (pp. 163-188)
Dijk, D., and Schodl, M. M., (2015). Performance Appraisal and Evaluation.
International Encyclopedia of the Social & Behavioral Sciences (Second
Edition) 2015, Pages 716-721. Available at: https://doi.org/10.1016/B978-0-
08-097086-8.22034-5 (Accessed on 05/04/2019);
Pooyan, A. and Eberhardt, B. J., (1989) Correlates of performance appraisal
satisfaction among supervisory and nonsupervisory employees. Journal of
Business Research. Volume 19, Issue 3, November 1989, Pages 215-226.
Available at: https://doi.org/10.1016/0148-2963(89)90020-9 (Accessed on
04/04/2019);
Idowu, A., O., (2017). Effectiveness of Performance Appraisal System and its Effect
on Employee Motivation. Nile Journal of Business and Economics. 5: 15-39.
Ilgen, D. R., & Feldman, J. M., (1983). Performance appraisal: A process
focus. Research in Organizational Behavior, 5, 141-197.
Information Commissioner’s Office (ICO), (2006). Managing poor performance –
policy and procedure [Pdf]. Available at: https://ico.org.uk/media/about-the-
ico/policies-and-procedures/1858/managing poor performance. [pdf]
(Accessed on: 27/03/2019)
Lebas, M. J., (1995). Performance measurement and performance management.
International Journal of Production Economics. Volume 41, Issues 1–3, Pp.
23-35.
Lira, M. (2014). Satisfaction with a performance appraisal system in the Portuguese
public sector: The importance of perceptions of justice and accuracy. Tékhne
Volume 12, Supplement 1, December 2014, Pages 30-37. Available at:
https://doi.org/10.1016/j.tekhne.2015.01.005. (Accessed on 05/04/2019).
Mackenzie, N., Knipe, S., (2006). Research dilemmas: Paradigms, methods and
methodology. In Educational Research, Vol 16, Pp.
Mathieu, C. et al., 2016. The role of supervisory behaviour, job satisfaction and
organizational commitment on employee turnover. Journal of Management &
Organization. 22(1). Pp.113-129.
Palanski, M., Avey, J. B. and Jiraporn, N., (2014). The effects of ethical leadership
and abusive supervision on job search behaviours in the turnover
process. Journal of Business Ethics. 121(1). Pp.135-146.
Saunders, M., Lewis, P. and Thornhill, A., 2016. Research Methods for Business
Students. Harlow: Pearson Education.
Popli, S. and Rizvi, I. A., 2015. Exploring the relationship between service orientation, employee
engagement and perceived leadership style: a study of managers in the private service
sector organizations in India. Journal of Services Marketing, 29(1), pp.59-70.
Evans, S., 2017. HRM and front line managers: the influence of role stress. The International Journal
of Human Resource Management, 28(22), pp.3128-3148.

Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market
orientation and organisational commitment in organisational performance: the case of non-
profit organisations. Journal of Management Development, 33(4), pp.374-398.
Baker, T.L. and et. al., 2014. The role of brand communications on front line service employee beliefs,
behaviors, and performance. Journal of the Academy of Marketing Science, 42(6), pp.642-
657.
Cravens, K. S. and et. al., 2015. Workplace culture mediates performance appraisal effectiveness and
employee outcomes: A study in a retail setting. Journal of Management Accounting
Research, 27(2), pp.1-34.
Lin, Y. and Wu, L. Y., 2014. Exploring the role of dynamic capabilities in firm performance under the
resource-based view framework. Journal of business research, 67(3), pp.407-413.
Huang, Q. and Gamble, J., 2015. Social expectations, gender and job satisfaction: Front‐line
employees in C hina's retail sector. Human Resource Management Journal, 25(3), pp.331-
347.
Lau, P. Y. Y. and et. al., 2017. Ethical work climate, employee commitment and proactive customer
service performance: Test of the mediating effects of organizational politics. Journal of
Retailing and Consumer Services, 35, pp.20-26.
Jamali, D. R., El Dirani, A. M. and Harwood, I. A., 2015. Exploring human resource management roles
in corporate social responsibility: the CSR‐HRM co‐creation model. Business Ethics: A
European Review, 24(2), pp.125-143.
Du Preez, R. and Bendixen, M. T., 2015. The impact of internal brand management on employee job
satisfaction, brand commitment and intention to stay. International Journal of Bank
Marketing, 33(1), pp.78-91.
Jing, F. F., Avery, G. C. and Bergsteiner, H., 2014. Enhancing performance in small professional firms
through vision communication and sharing. Asia Pacific Journal of Management, 31(2),
pp.599-620.
Gountas, S., Gountas, J. and Mavondo, F. T., 2014. Exploring the associations between standards for
service delivery (organisational culture), co-worker support, self-efficacy, job satisfaction and
customer orientation in the real estate industry. Australian Journal of Management, 39(1),
pp.107-126.
Yu, W., Ramanathan, R. and Nath, P., 2014. The impacts of marketing and operations capabilities on
financial performance in the UK retail sector: A resource-based perspective. Industrial
Marketing Management, 43(1), pp.25-31.
ONLINE
Rahman, W., 2019. Employee development and turnover intention: theory validation.
[Online]. Available Through:
<https://www.emeraldinsight.com/doi/abs/10.1108/EJTD-May-2012-0015?
fullSc=1&journalCode=ejtd>
Patrick Kampkötter, 2016. Performance appraisals and job satisfaction. [Online].
Available Through:
<https://www.tandfonline.com/doi/abs/10.1080/09585192.2015.1109538>
Waheed, A., Abbas, Q., and Malik, O., F., 2018. ‘Perceptions of Performance
Appraisal Quality’ and Employee Innovative Behavior: Do Psychological
Empowerment and ‘Perceptions of HRM System Strength’ Matter?. [Online].
48

Available Through:
<https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6315387/>
Boštjančič, E. and Slana, Z., 2018. The Role of Talent Management Comparing
Medium-Sized and Large Companies – Major Challenges in Attracting and
Retaining Talented Employees. [Online]. Available Through:
<https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6156250/>
Fink, L., S., 2019. Training as a performance appraisal improvement strategy.
[Online]. Available Through:
<https://www.emeraldinsight.com/doi/abs/10.1108/13620439810234509?
fullSc=1&journalCode=cdi>
Cappelli, P. and Tavis, A., 2016. The Performance Management Revolution.
[Online]. Available Through: <https://hbr.org/2016/10/the-performance-
management-revolution>
Islamiab, X., Mulollia, E. and Mustafab, N., 2018. Using Management by Objectives
as a performance appraisal tool for employee satisfaction. [Online]. Available
Through:
<https://www.sciencedirect.com/science/article/pii/S231472101630027>
Thompson, S., 2018. The Expectations of Employers & Employees at a New Job.
[Online]. Available Through: <https://work.chron.com/expectations-
employers-employees-new-job-9494.html>
Overview of the retail sector in the UK. 2019. [Online]. Available Through:
<https://www.prospects.ac.uk/jobs-and-work-experience/job-sectors/retail/
overview-of-the-retail-sector-in-the-uk>
Worth of hospitality industry. 2019. [Online]. Available Through:
<https://www.thedrinksbusiness.com/2018/06/uk-hospitality-sector-could-be-
worth-100-billion-by-the-end-of-2018-despite-closures-and-staff-shortages/>
Topshop's Competitors, Revenue, Number of Employees, Funding and Acquisitions.
2019. [Online]. Available Through:
<https://www.owler.com/company/topshop>

Wagamama's Competitors, Revenue, Number of Employees, Funding and
Acquisitions 2019. [Online]. Available Through:
<https://www.owler.com/company/wagamama>
50

APPENDICS
Questionnaire For managers
Questionnaire
Q1) Are you have knowledge about the performance appraisal technique?
a) Yes
b No
Q2) Do you think performance appraisal system helps you to change behaviours of
employees?
a) Yes
b) No
Q3) When performance appraisal system is made in Topshop and Wagamama?
a) Monthly
b) Quarterly
c) Yearly
d) Others
Q4) What type of performance appraisal system would you used to appraise
employee’s performance?
a) Traditional performance appraisal system
b) Modern performance appraisal system
Q5) Training and development are consider as a part of performance appraisal
system?
a) Yes
b) No
Q6) What are the role would be played by performance appraisal system of
manager in changing employees expectation?
a) Positive
b) Negative
Q7) In your opinion performance appraisal system of Topshop and Wagamama is
related to which if the following?
a) Organisational Culture
b) Recruitment system

c) Retention of employees
d) Motivation of employees
Q8) What are the change or variation arise after appraising employee’s
performance?
a) Positive
b) Negative
c) Both
Q9) Do you feel performance appraisal process or system is sufficient in appraising
the employee’s performance?
a) Sufficient
b) Insufficient
Q10) Any recommendation to manager about how to motivate employees through
performance appraisal system.
Q1) Are you have knowledge about the performance appraisal
technique?
Frequency
a) Yes 25
b No 5
Q2) Do you think performance appraisal system helps you to
change behaviours of employees?
Frequency
a) Yes 21
b) No 9
Q3) When performance appraisal system is made in Topshop
and Wagamama?
Frequency
a) Monthly 5
b) Quarterly 6
c) Yearly 15
d) Others 4
52

Q4) What type of performance appraisal system would you
used to appraise employee’s performance?
Frequency
a) Traditional performance appraisal system 10
b) Modern performance appraisal system 20
Q5) Training and development are consider as a part of
performance appraisal system?
Frequency
a) Yes 20
b) No 10
Q6) What are the role would be played by performance
appraisal system of manager in changing employees
expectation?
Frequency
a) Positive 25
b) Negative 5
Q7) In your opinion performance appraisal system of Topshop
and Wagamama is related to which if the following?
Frequency
a) Organisational Culture 5
b) Recruitment system 7
c) Retention of employees 8
d) Motivation of employees 10
Q8) What are the change or variation arise after appraising
employee’s performance?
Frequency
a) Positive 25
b) Negative 3
c) Both 2
Q9) Do you feel performance appraisal process or system is
sufficient in appraising the employee’s performance?
Frequency
a) Sufficient 25
b) Insufficient 5

54

Questionnaire For Employees
Questionnaire
Q1) Are you aware about the process of performance appraisal within Topshop and
Wagamama?
a) Yes
b) No
Q2) In your opinion performance Appraisal is?
a) Promotion of employees
b) Evaluation of employees
a) Motivation
b) Job satisfaction of employees
Q3) Which type of performance appraisal method is implemented in Topshop and
Wagamama.
a) Behaviorally Anchored Rating Scales
b) Field Review Method
c) Performance Tests & Observations:
Q4) Do you think performance appraisal enhances job satisfaction and motivation?
a) Yes
b) No
Q5) Do you think that performance appraisal assist to give an effective atmosphere
or environment where all are encouraged to share one another burden?
a) Agree
b) Strongly Agree
c) Disagree
d) Strongly Disagree
Q6) Are you satisfied or happy with the performance appraisal process within the
Topshop and Wagamama?
a) Fully Satisfied
b) Moderately Satisfied
c) Dissatisfied
Q7) In your opinion performance appraisal system help to increase employee
experience?

a) Yes
b) No
Q8) How performance appraisal system supports employee development and
retention?
a) Positive
b) Negative
Q9) How effective appraisal of employee’s help to ascertain their trust towards
improvement of organisation functions?
a) By motivating employees
b) To be more enthusiastic for work
c) Other
Q10) Any recommendation to employees about how to maintain strong relationship
with an organisation?
Q1) Are you aware about the process of performance appraisal
within Topshop and Wagamama?
Frequency
a) Yes 25
b) No 5
Q2) In your opinion performance Appraisal is? Frequency
a) Promotion of employees 8
b) Evaluation of employees 7
a) Motivation 9
b) Job satisfaction of employees 6
Q3) Which type of performance appraisal method is implemented
in Topshop and Wagamama.
Frequency
a) Behaviorally Anchored Rating Scales 15
b) Field Review Method 5
c) Performance Tests & Observations: 10
56

Q4) Do you think performance appraisal enhances job satisfaction
and motivation?
Frequency
a) Yes 26
b) No 4
Q5) Do you think that performance appraisal assist to give an
effective atmosphere or environment where all are encouraged to
share one another burden?
Frequency
a) Agree 15
b) Strongly Agree 10
c) Disagree 3
d) Strongly Disagree 2
Q6) Are you satisfied or happy with the performance
appraisal process within the Topshop and Wagamama?
Frequency
a) Fully Satisfied 20
b) Moderately Satisfied 8
c) Dissatisfied 2
Q7) In your opinion performance appraisal system help to increase
employee experience?
Frequency
a) Yes 27
b) No 3
Q8) How performance appraisal system supports employee
development and retention?
Frequency
a) Positive 26
b) Negative 4
Q9) How effective appraisal of employee’s help to ascertain their
trust towards improvement of organisation functions?
Frequency
a) By motivating employees 15
b)To be more enthusiastic for work 10