Impact of Performance Appraisal on Employee Motivation Report

This research report investigates the impact of performance appraisal on employee motivation, focusing on Searcys. The study explores the current appraisal system, identifies benefits of a good appraisal policy, and evaluates the relationship between performance and staff encouragement. The methodology utilizes a qualitative approach with semi-structured interviews of five catering employees. The findings reveal that honesty in the appraisal system, the connection between appraisal and promotion, function transparency, feedback after evaluations, and wages tied to performance appraisals positively impact employee motivation and job satisfaction. The report emphasizes the importance of performance appraisals in fostering employee growth, development, and a positive work environment, as well as its role in maintaining organizational behavior.

Managing a Successful Business Project
Topic: Impact of performance appraisal on employee motivation - a study on Searcys
Table of Content
1

CHAPTER 1 Introduction………………………………………………….….….3
CHAPTER 2 Literature Review………………………………………………..…4
CHAPTER 3 Methodology……………………………………………………..….5
CHAPTER 4 Results…………………………………………………………...…...6
CHAPTER 5 Conclusions and Recommendations……………………………..10
CHAPTER 6 Reflections……………………………………………………..……11
References……………………………………………………………………..……12
Appendix 1………………………………………………………………………..…13
2

Chapter One - Introduction
This research investigates Impact of performance appraisal on employee motivation. While
direct evidence of the effects of Performance Appraisal are lacking, previous research on the
subject has not proven how Management has an impact on organizational success, thus
leading to incomplete knowledge of these issues. technological advancements are an accurate
measure of human intelligence and thus have a business relevance for a company in the 21st
century (Searcys 2020). Without performance appraisals, there could be inadequate
supervision and/ staff would not be properly costed. formal incentives provide a tool for
managers to increase people's self-esteem, to liven up office work, and to grow Every
employee is appraised annually in an annual performance judgmental ceremony. Developing
future career potential and advancing one's position within an organization are also associated
with employee performance appraisals. To boost motivation, disseminate ideas, to improve
employees' performance, and to cultivate a positive corporate image, the annual performance
review was structured to form both personal inspiration and conduct and cultivating
association with supervisors. performance appraisals provide a formal, recorded, and
imaginative picture of an individual's current and future contributions. for administrators,
formality is important in maintaining the formality of organizational behaviour (Deb 2009).
An organizational assessment needs to be a long-term development, not as a one-year check-
up. That it is imperative that both worker and assessor ensure that the targets are dead on
arrival should be closely monitor and we should prepare physically and mentally before you
have a sense of belonging to work with your reviewer to have an inspiring consciousness
when an employee acts, they are applying to the goals of management and when an employee
intends to organize, they act with the firm in mind (Addabbo et al. 2019). In time periods past
administrations, assessments of employee performance might have been comparatively
inaccurate with regards to the specifics. Most individual directors will aim to represent the
mainstream in the constituency. overall, managers, supervisors and employees despise the
presumption that is made, as much as the employees do. What looks like an indiscriminate
(random) squandering to the laypeople may be a performance management planning
approach to others. For this reason, the target is focused on constantly maintaining uniform
roughness, incompetent touring, regardless of overall performance. It could divide the
administration and the employees, who might hate each other. a boost in confidence is given
to those who are proven not to be influential, those who prove themselves to be unworthy
may be made dispensable Nearly everyone has exceeded the allocated resources on what the
general population has wasted (Murphy et al. 2018). The main goal of this study is to
investigate the effect of performance appraisal on employee motivation in the Searcys firm.
Aim & Objectives of the Research:
The aim of this research is to explore the impact of Performance Appraisal on employee
motivation of Searcys’ staff.
Objectives:
● To analyse the current employment appraisal of the company.
● To identify the benefits that the company can get by having a good appraisal policy.
● To evaluate the relationship between performance and encouragement for staff.
3

Chapter Two - Literature Review
The appraisal structure is an excellent method for determining the value and significance of
manpower efficiency. Performance evaluation is now well recognized as a critical component
of human resource management and a component of the management control process (Deb
2009). The association's commitment which arrives for their labor force to accomplish their
focus if the effective instrument of evaluation in the supervision of recruits if it operates
acceptably and sensibly. Searcys usually hold a worker's concert, which they carry on to
execute in the direction of secretarial aspiration and below the clench of lone recruits (Cutt et
al. 2012). The development of the evaluation progression is an important topic in the
company administration structure, which is conducted once a year in the organization, spends
a significant amount of time and money, and accomplishes objectives such as: employee
growth and development, promotions, and assignments in administrative positions, urging
and penalty, and revenue growth (Murphy et al. 2018). During the genus for achieving an
association's goal, each person is required to have adequate alertness for her/his position. For
example, during the genus for achieving an association's goal, the workforce will recognize
the strong and weak points for their concert and manners, and they will most likely identify
the problems as well as the paucity to rotate recruits addicted in the direction for more
aptness (Addabbo et al. 2019).
The decision-making system is merely a facade, and it may or may not steer for expected
outcomes. That wastes the administrator's time while also wasting tradition. Assume that
regardless of accountability and logical importance judgment, have consistently failed within
various organizations, resulting in utter apathy as well as disparagement by staff and directors
(Murphy et al. 2018). The recruits' domination is highlighted by many Searcys administrators'
happy verdict appearances. Set a target for subsidiary hires in terms of potency, creativity,
commitment, and seriousness (Deb 2009). Predetermined detractor’s pragmatic a lot of time
dazzling appraisal are disrupted, for this activity administrator award status by the difficulty
who go around by moment, before packing out appearance of personnel administration
transforms the decision position with the strategy during aggregation in order to give
authorized personnel a towering position (Taylor 2018). In the other hand, even though a
worker's specifications reach a pinnacle position, it would not be wise to support them for the
smallest amount of prerogative. Either a concert evaluation or a response to the question is
needed. A few supervisors also remind personnel managers that they never rate the workforce
in such a way that they are exempt from assembly upgrading, nor do they mark the rank
hierarchy, nor do they advise to segregate ultimate rank among assessment considerations, so
that the worker may achieve the predicted role (Addabbo et al. 2019).
Normally, contingent beginnings of numerical ties with the goal of staff management system
to complement concert aptitude for Searcys employees, competence which are not only the
outcomes for proficiency but also for the motivation and chances for attaining these
proficiencies (Searcys 2020). However, it's worth noting the guarantee found inside the
dependent relative connections, called "involved in question." Initially, major reported
problems raise questions about potential bias as a result of size blunder, growth, and a patchy
inherent hooked on evaluation (Deb 2009). Following that, and perhaps most notably, the
presumption of accidentally contained primarily endorse the supposition, without proof, that
staff management policies and practices promote expected sway reaction from the workers,
by means of resulting belongings of acts and display. Because of their ability to portray
4

specific suppositions about location on possession's staff management for concert
conclusions necessitate, they are more eloquent and authenticate many fundamental
postulations about worker affecting reaction to human resource' techniques and procedures
(Taylor 2018).
Companies can take a variety of methods, which can be traced back to the categorization,
including a behaviour-based approach and a result-driven approach. The behaviour-based
approach is a style of performance assessment in which particular performance variables are
used to evaluate workers (Deb 2009). There are many methods available, including rating
scales and the forced choice process. Another example of a behaviour-based strategy is the
behavioural checklist, which details particular expectations or goals that an employee must
follow. The habits can vary according to the type of job being evaluated (Addabbo et al.
2019). This approach is considered advantageous because it avoids contrasting one
employee's results to that of another employee and instead relies on individual employee
performance metrics. Second, results-oriented practises place a premium on the outcomes of
appraisals. Management by Objectives is a commonly used example of a result-oriented
strategy (MBO). MBO is a new method of performance assessment in that it measures
performance critically. MBO facilitates communication with administrators and their workers
(Murphy et al. 2018). Additionally, the 360-degree assessment as an all-inclusive solution. It
guarantees that all people associated with the employee have input on the employee's results,
including the manager, supervisor, and team members. Additionally, it utilises employee
profiles and reviews. Apart from these, detailed input from the employee is often
incorporated. Psychological appraisals, on the other hand, are extremely beneficial for team
placement because they take a psychological approach to determining psychological
characteristics such as an employee's capacity to analyse situations, his cognitive ability, his
social maturity, and his intelligence (Cutt et al. 2012).
Chapter Three - Methodology
Type of Research - This study will use qualitative approach. Semi-structured interviews will
be taking place. Five employees from the catering field will be interviewed on five-question
survey. According to McNeil & Chapman (2005) qualitative research, such an interview can
be beneficial in two ways. Can be investigated in terms of how they build the social
atmosphere and can be investigated in terms of how they build the individual world.
Data Collection - Primary data method will be used for the collection of data in this research.
This research will involve 5 participants, all working in the catering field (with an opinion of
Searcys). The survey will be done by email.
Sampling - In position to react to survey questions, it is doubtful that data should be obtained
in all regions. The entire series of respondents taking witnesses is called people (McNeill and
Chapman 2005). The number of interviews as there is little time or money for researchers to
look over the entire population, techniques of Purposive Sampling are used to reduce the
number of cases for this research. The initial sample will be composed of 60 people, currently
working in the catering industry, some of them priorly worked for Searcys, from which
officially 5 participants will be selected for the actual research.
Ethics - Standard and commonly accepted ethics could be established to uphold core
principles. Universalism in terms of study refers to the theory which, in all geographic,
5

cultural, and social contexts, applies the methodologies of Western science. If ethics is
normative has been debated in many different cultures. The status of ethics and level of
access to the personal views of investigators have improved since Western culture shifted.
Qualitative analysis has been addressed. The key purpose of ethics was to explore how a
systematic approach to universality and talent administration involves a partial deviation
from core principles. Diversity of the principles was stressed and how we used them to be
proactively inspired for emergent work by a minimal turning away from ethical theory
(McNeill and Chapman 2005).
Questionnaire
1 Honesty in the appraisal system of Searcys is favourably associated with employee
work satisfaction.
2 Connecting performance appraisal and promotion has been shown to improve staff
motivation at Searcys.
3 Function transparency is favourably associated with employee job performance.
4 Worker happiness with their jobs is favourably linked to feedback after evaluations.
5 Wages tied to performance appraisals have been shown to increase employee loyalty.
Chapter Four – Results
Below is presented a table with the responds of all employees, who took participation in this
study:
Employee 1 Interview’ Answers
1 That is definitely correct. I was working at Searcys for 4 years, before to
leave for another job, however, the management of the company follows
their strategy, in terms of employee appraisal, quite well and I do not believe
that anyone would regret working for Searcys.
2 Yes, as the company has very good internal recruitment system, it can
certainly be said that both, performance appraisal, and promotion are
interconnected, and definitely improve staff motivation of the company.
While working for the company, I was always appropriately rewarded in a
way in case of well done job.
3 Transparency, I believe, is critical to employee success because it fosters
trust and instils in workers a sense of belonging to an organisation with
higher ethical standards. As business culture is enhanced by openness,
workers become more involved and loyal to the company's mission.
4 In my opinion this is accurate. Constructive feedback promotes transparency
and understanding. Another critical factor influencing appraisal feedback
approval is the frequency of feedback received outside of the appraisal
phase. An worker may felt "stunned" by details that should be exchanged
subsequently.
5 If the organization's pay is linked to work performance, they may want to
rethink their strategy. They can either link increased wages to economic
outlook, giving workers salaries during periods of growth and withdrawing
them during periods of decline, or they can give workers bonuses depending
on length of duty.
Employee 2 ---
1 Although I believe that the strongest performance interviews are frank and
transparent discussions, it is all too common to unintentionally share
6

classified or proprietary details concerning other workers or consumers.
Searcys are often fully honest and forthright about an individual employee
results, and whatever they reveal to the worker will almost definitely be
replicated later.
2 As a long-term employee of the company, I believe that designing the
appraisal system is a critical component of the Searcys' actual process,
which is performed yearly and involves considerable time and expense to
accomplish objectives such as development programs, involving
enhancements, promotion and internal job reallocations to managerial
positions, encouragement and retribution, pay rises, and personnel's growth.
To accomplish the company's mission, each individual should have an
adequate knowledge of his or her own status. With this knowledge, staff will
be able to identify the strengths and weaknesses of their actions and
behaviour, which will likely result in the resolution of conflicts and
shortcomings and increased efficiency and quality.
3 As a senior chef at the company, I believe that fostering uniqueness and
transparency entails allowing individuals to communicate oneself and add
their specific perspectives and experiences. A straightforward and genuine
work environment fosters productive work and trustworthy colleagues, and
represents a substantial impact.
4 Self-evaluation after the work' feedback that enables workers to evaluate
their own success may also be helpful. Not only does this inform
management of ways that workers believe they can change and extend, but it
may also make workers tolerate meaningful criticism from their supervisors.
5 According to my interpretation, performance-based compensation is
intended to encourage workers to work more, gain more, perform well, and
be more successful, and to compensate those who do. Workers also like to
contend that performance-based compensation programmes serve as an
opportunity for workers.
Employee 3 ---
1 In my view, when I talk of honesty and fairness, I am referring to a narrow
term that managers have struggled with and have grown to refer to as
"procedural fairness" within an organisation. It is far from a platonic ideal,
but rather raises the substantive issue of whether workers believe that
critical aspects of performance control are well-designed and operate
equally in this setting. This element of the truth, I believe, is among the most
important ones.
2 As a former HR assistant manager at the company, I believe that as is the
case for many other companies, Searcys executives were dissatisfied with
the new success improvement approach—it was inefficient, generated little
distinction between workers, and was largely ineffective for making
effective talent decisions. A critical feedback from the organization's human
resources managers was that a specific ranking was insufficient for many
uses.
For instance, one of the performance incentives was designed to recognise
immediate successes, while the other rewarded continued high performance
over a period of several years. Similarly, promotions were made based on
not only current success but also shown capacity to fulfil the responsibilities
expected at the next stage. These subtleties became exceedingly difficult to
express in a standard evaluation.
7

3 We cannot ignore the fact that company needs accountability. If workers are
required to take a challenge seriously, the evaluation process must be
straightforward. The criteria must be transparent prior to the inspection, and
the reviewer should be candid with the individual being examined. Staff
members have a little too good time believing this is not the case.
4 I believe that providing feedback facilitates communication between
management and workers at an organisation. Realizing that managers are
forthcoming with information and are approachable helps to foster trust
among employees and coworkers. By doing so, management keeps the door
open for staff to contact and discuss more, whether personally or about
work-related matters, which may be either critical or constructive.
5 Performance evaluations linked to reward foster a blame-based society. It is
well established that they perpetuate hierarchy, weaken collegiality, stymie
collaborative problem - solving skills, inhibit honest communication, and
are all too easily politicised. They are ultimately self-defeating and
demoralising for all involved. Also top performers lose, and as their pay
reaches the top of the wage cap, their managers are forced to avoid awarding
them bonuses, irrespective of their accomplishments.
Employee 4 ---
1 To my mind, workers can cultivate behaviors and behaviours that positively
impact personal performance and lead to increased employee satisfaction as
a result of their views of the fairness of performance appraisals. Work
practices play a key role in success appraisals of work satisfaction.
Performance assessment analysis has shifted its emphasis on the candid
interpretations of performance assessments. Searcys wants to leverage
optimistic employee views of the legitimacy of performance evaluations in
order to deal with the animosity around performance, or so I thought when I
worked there two years ago.
2 I agree that the primary goal of performance management of public
enterprises should be employee advancement. It is not used to provide staff
with input on their success, to monitor rewards, or to identify training and
growth needs. I suppose it is natural for workers to view their overall career
achievement and results in terms of the promotions they get during their
employment.
3 Top leadership must be completely honest with staff on their organization's
vision, mission, and beliefs. Any sensitive knowledge must be shared openly
in order to earn workers' loyalty and willingness to be completely vested and
to work collaboratively to meet business objectives. Searcys must develop
educational strategies that keep everyone responsible for adhering to the
company's principles, vision, and purpose. Investing in key employees is
less costly and a much healthier investment than constantly hiring new
employees.
4 I'm guessing that workers would really enjoy getting constructive feedback.
It is beneficial for them to understand what they are doing correctly, as this
will inspire them to repeat the action or aim for greater success. Receiving
positive feedback is also motivational because it informs workers about
precisely what they need to do to meet the goal and succeed in the future.
5 Searcys will want to rethink their strategy if they tie employee pay to
performance ratings, in my opinion. The corporation can either tie wage
rises to business conditions, granting workers bonuses during periods of
8

growth and withdrawing them during periods of decline, or it can award
employees raises depending on length of service. Thus, the conjecture is
eliminated, and staff will better listen to their managers during their
performance evaluations.
Employee 5 ---
1 I assume that not only Searcys, but all organisations, must develop a realistic
procedures to make sure that performance ratings on employee satisfaction
are perceived fairly. Apparent equity in performance evaluation is measured
by work satisfaction, and has a direct effect on total engagement.
2 If a worker operates diligently, completes all assigned duties, and performs
beyond and above standards, the manager should recognise the employee
with a reward as a sign of success. The promotion may mean that the
employee is mature enough to take on additional responsibilities within the
corporation and is prepared to take on a greater position within the
organisation. A promotion does not happen as a consequence of a favourable
worker performance assessment, since the manager does not have the
opportunity on a consistent basis.
3 When workers feel monitored or like their supervisor has confidence in
them, the effect is decreased effort, decreased morale, and an increased
likelihood of leaving the company. But at the other side, motivated workers
who feel respected by their employers would be higher leaders, expend more
commitment, and consistently go beyond and above job standards. They
have a sense of belonging and always complete assignments on schedule.
They also have a higher degree of trust in the workplace, allowing them to
achieve success.
4 As been employed in the cattering industry from a few years, I suggest that
positive and critic feedback reaffirms to the worker that their work counts. It
is critical for them to understand that their effort is respected, not only by
their immediate manager, but also contributes to the business's overall
performance. Nobody wants to waste their time doing work that isn't
meaningful or useful, which is why it's essential to get input not just on their
accomplishments but even on areas for change.
5 Performance assessments, as far as I am aware, are intended to assist staff in
improving over time. Typically, administrators communicate to staff what
they have done well and what they can do to improve their performance, at
least in my professional experience so far. When capital is introduced into
the process, the mechanism soon becomes suffocating. Workers are not
quite as receptive to their employers' assessments of their success. Rather
than that, they are concerned about receiving a boost.
The study discovered that performance evaluation has an influence on workers work
performance and better engagement. To begin, it was discovered that there is a strong
correlation between employee work satisfaction and the various criteria: the fairness of an
assessment scheme, compensation, task transparency, and the availability of feedback on
workers' success. Nevertheless, the relationship between employee work satisfaction and task
consistency as a performance assessment objective was not good, although optimistic.
Additionally, it was discovered that the assessment system's honesty, compensation in form
of advancement chances, position specificity, and performance reviews all influence workers'
9

work satisfaction. Nevertheless, clarity of functions has the least influence of the four
variables. Workers are more pleased with their work when the assessment scheme is honest,
which is possibly because staff members have an illusion that the business will be fair with its
appraisal. As a result, the appraisal should not be affected in any way. Additionally,
employees will believe that one good deed merits another, and thus are more content if their
contributions are compensated with promotions.
Chapter Five - Conclusions and Recommendations
The research sought to determine the impact of performance appraisal on employee
motivation at Searcys. The research employed a qualitative methodology. The research
gathered data through a five-question questionnaire and found an association between
employee work satisfaction and performance assessment. Additionally, it showed an
association between factors relating to employee engagement and performance assessment.
The study suggests and recommends that managers maintain performance-based
compensation programmes, since both salary and advancement prospects have an impact on
workers' job-related perceptions. This will undoubtedly assist companies in achieving their
objectives, as workers' attitudes toward their employment, and therefore the firm's success,
will change. Additionally, the research advises and recommends that after appraisals, workers
marked as in need of training should receive it. This increases the significance of
performance appraisals for workers. Finally, after discovering that elements such as task
specificity and the intent of performance appraisals have a small but significant influence on
workers' commitment and job satisfaction, I also recommend that the company should foster
greater coordination between leadership and their underlings. Daily contact, particularly
about employee success, may assist Searcys in increasing employee satisfaction with their
employment and also in increasing employee commitment to the company. The results of this
report corroborate previous studies and outcomes on the effects of performance assessment
on employee behaviour and performance. Even if these additional experiments were
conducted in a range of places and regions with a variety of languages, the findings remained
consistent with the idea that performance appraisals do have an impact on employee attitudes.
This creates the idea that there are no discernible contextual influences on the way
performance appraisals affect workers.
It is assumed that such a research has addressed some research holes, primarily by offering
alternate scientific and analytical perspectives into possible predictors of employee success
from the viewpoint of workers and by evaluating hypotheses in a western environment to
improve their contextual credibility. In line with the study results, it is critical to review
Searcys' existing performance assessment scheme and to integrate the idea of performance
evaluation into the UK's public services. Such transition includes top-level leadership
strategies and interventions, as well as cascading performance assessment systems to line
managers and administrators as well as staff. Given the study's shortcomings, further analysis
is needed to expand on this work. Further analysis is recommended to test the metrics and to
explore the relationship between the definitions from the viewpoints of other stakeholders
(organisational and managerial perspectives), as well as over time. In summary, it is hoped
that this report will act as a solid basis for future research on the value of performance
management systems and their consequences for academics, top management, and
policymakers in the public sector, and more importantly, in the restaurant/catering industry,
in which Searcys operates.
10

Chapter Six – Reflections
This research topic's fulfilment reflects the outcome of months of preparation, dedication,
commitment, reading, and exploration. It has been a lengthy and eventful trip that is required
much effort and time. This work would not have been possible without a considerable
amount of persistence and unwavering encouragement. The trying to manage my educational
and behavioural lives is something I experienced and obtained during my research. In the one
side, I have had to actively prepare and finish my chapters in order to send them to my
supervisor on time.
The conclusion of this study does not mark the conclusion of my journey; rather, it marks the
start of a new career path. The extensive insight gained during my studies would show me the
true value of discipline, ingenuity, effort, and persistence. I need to motivate myself enough
to complete my job each day in order to complete my chapters. I need to instil an innovative
spirit in my study in order to make it more ambitious and important in the competitive
academic environment. It is entirely up to me to devote endless hours of reading and
attendance at seminars in order to be introduced to and stay current with the new science
developments. Ultimately, excellent results are accomplished by persistence, not power.
While everything is dependent on enthusiasm in the domain of thoughts, in the actual world,
everything is dependent on resilience.
11

References
Addabbo, T., Ales, E., Curzi, Y., Fabbri, T., Rymkevich, O. and Senatori, I. (2019).
Performance Appraisal in Modern Employment Relations. Springer Nature.
Cutt, M., Flynn, N., Mowl, P. and Orme, S. (2012). Talent Assessment. Gower Publishing,
Ltd.
Deb, T. (2009). Performance Appraisal And Management. Excel Books India.
McNeill, P. and Chapman, S. (2005). Research Methods. Psychology Press.
Murphy, K., Cleveland, J. and Hanscom, M. (2018). Performance Appraisal and
Management. SAGE Publications.
Searcys. (2020). Searcys.co.uk. [Online]. [1 November 2020]. Available from:
https://searcys.co.uk/
Taylor, S. (2018). Resourcing and Talent Management. Kogan Page Publishers.
12

Appendix 1. Ethical issues approval form
Yes No N/A
The research participants
The research will not involve children under 18 or adults
with known health, mental or social problems
Yes
The research will not cause physical or psychological
harm to any participant or other person
Yes
The research will not involve any payment, gift or
inducement being given to anyone
Yes
The research will not involve any actual or potential
conflict of interest
Yes
The research will not involve withholding relevant
information or misleading participants
Yes
The research will not give rise to any potential risk of
harm or distress to myself
Yes
The research process
I have already obtained permission from a responsible
individual in the chosen organisation in order to carry out
my primary research there and/or to use other data and
facilities in connection with my research1
Yes
I will seek and obtain written informed consent from all
participants before conducting interviews or focus groups
Yes
I will provide adequate information for participants in a
questionnaire survey so that they can make an informed
decision whether or not to participate
Yes
I will ensure participant data, including recordings, is
treated confidentially and stored securely during the
research project and is destroyed once my final module
result has been confirmed
Yes
I will preserve the anonymity of, and information about,
informants unless they give their express permission in
advance
Yes
I will not name any individuals in my assignment(s)
where this may potentially cause them harm or problems
Yes
I will respect the right of participants to withdraw their Yes
1
13

co-operation without notice or reason at any stage
Use and publication
The findings from my research will be used solely for the
purposes of the assignment(s) on this module and will not
be used for any other purpose without the written
approval of DGHE and the organisation which is the
subject of the research
Yes
I will not publish my final research or use data collected
during the research project without first gaining the
written consent of DGHE and the organisation where the
primary research was conducted
Yes
Honesty and integrity
I will act at all times honestly and in such a way as not to
reflect discredit on the college, its staff or students; and
not to cause distress, embarrassment or unpleasantness to
any party whether before, during or following contact
with them
Yes
I will not make up my results: all my data will be
collected by me and be presented honestly
Yes
I will cite sources correctly and not plagiarise other
authors’ work
Yes
Confirmation by the student
In signing this research ethics application form, I am also confirming that:
• Primary research must not begin until ethical approval has been granted.
• The form is accurate to the best of my knowledge and belief.
• When I carry out the research, I will fully honour the commitments made in this
approval form (unless any change has first been given specific approval by my
teacher/supervisor).
• I understand that the project, including research records and data, may be subject
to inspection if required in future.
Signature of Applicant: M.T.
Full Name of Applicant: Miroslav Tanev
Student ID number: 01010664
14